u/jr9386

Anyone smell the similarities between this and SDJ 76 and Sensual Amber? BBW Luminous and Imari?

This is an EXCELLENT podcast about empathy in healthcare, and the motivations behind people entering into the field.

While this pertains to human medicine, this could easily apply to veterinary medicine.

Any time I see an email that opens with "Hey Team", I mentally check out.

I understand the desire to be collaborative and acknowledge staff contributions etc., but when they're done daily, by upper management, it reads more like promoting a particular brand of management. Management is "omnipresent" and announcing what they're doing.

This may very well be a preference issue, but I much prefer a management style where management moves quietly. Where things are demonstrated vs. announced. Where instead of putting out massive fires, they're caught before they even start.

So assistant/tech/CSR "y" doesn't need to stay beyond their shift, but more staff is hired to relieve the burden.

I just needed to get this off my chest.

This came up in conversation over the weekend, but it's something I've heard expressed in both real time, and online, lack of training.

Of course, we can justify the desire for experienced personnel being able to hit the ground running, saving time and money to train entry level staff. But there has to be a deeper reason.

However, I'm more concerned with why the trend itself is present. Wouldn't cycling through untrained staff place additional strain, and further exacerbate poor clinic staffing ratios?

Wouldn't investing in bringing a person up to speed be beneficial for everyone in the long run?

Is the fear that the person may come to supersede them,or that they no longer will have leverage in terms of skill set? Is this a holdover from the days of OTJ trained techs?

Not pointing fingers at anyone, but really hoping to understand.

I'm going to be reaching out to them about it, but does anyone know if they *recently* reformulated any of their diets, in particular their Canine i/d line (Turkey pate) ?

I noticed a change in the texture and consistency that's a bit more congealed than before.

Why I'm asking? It's the one maintenance diet my dog did well on. 😭😭😭

I came across this article today and thought it appropriate to share.

I'm not trying to be obtuse with this question, but is there a standard of what a Tech Appointment is, or rather, should be?

From being in the field for a few years now, what constitutes a Tech Appointment has varied by practice.

Some practices only allow routine grooming (e.g. nail trims, ear flushes (Rare now.), and AGEs, etc.) and blood draws.

Others will allow for vaccine boosters within a given series, or a booster of an annual in so long as the patient has been seen recently. What constitutes "recently" varies.

But in general, weight and temperature (I worked at a practice where the doctor didn't require them. No, they weren't old school either. ), and the corresponding service.

Finally, I worked at a practice where a smaller exam of types took place. The Technician would listen to the patient's heart and lungs, insure that nothing abnormal was heard, took a weight and a temperature, and administered the treatment ordered by the doctor.

I mention the last one, not because I see an issue with it, but because of something a colleague of mine, that is a doctor, recently mentioned. They stated that ideally patients should be seen by the doctor for vaccines, to insure that something isn't being missed (eg. Respiratory etc.) vs. just giving a treatment and sending the patient on their way.

I thought about it for a bit, and thought about the Technician Appointment with a mini exam. It was the one practice where they actually charged a Technician Fee, which seems justified under the circumstances. Mind you, I also worked at places where a fee was charged and no such exam took place.

Would this be a good example of a Technician's skills being used to their full potential?

I recently left a clinic, as I posted two weeks ago, and I took a week in between jobs as a washout period.

Leaving this last clinic was a brutal two weeks.

In that time, I've been reflecting on what I learned about work environments, especially the necessity of preserving boundaries between one's professional and personal life as it pertains to staff accommodations that effect scheduling.

I'm not resentful, as I took it to be a learning experience. But, my takeaway this time is how I hope to move forward.

I've been in the field for a few years now, primarily administrative, and have always enjoyed learning. Training, unfortunately, is something that fell by the wayside in terms of clinical roles, and without that crucial element, I wasn't looking to make the investment in schooling, for something that I would possibly later regret.

Nevertheless, I came to terms with that. My role is primarily client oriented, and I am happy to serve. However, my main gripe comes down to feeling bored, and without a sense of purpose.

I kept myself "entertained" at my last clinic, by means of the network of contacts I had developed when it came to referrals.

If ever we had a client in need of an appointment, I'd know who to reach out to, and alternative options for consultations outside of normal channels. My aim was to be able to provide the client with options to provide the best possible care and outcomes for their pet.

I also coordinated a number of visits from vendors about new treatments and products being offered so that our doctors and clinic team could reap those benefits for themselves, and the clients and patients of our practice.

However, that said, I also understand that those aren't the standard duties of someone in my role. While appreciated, they also served as a distraction from the day to day in GP.

I truly appreciate the grounding that GP has offered me in terms of forging and preserving the bonds with our clients. My aim is always to communicate matters in as effective and transparent a manner as possible, that they can make informed decisions.

But if I am honest with myself, I'm just not as enthusiastic about life in GP. I don't have the same goals as my colleagues in the field, and that's okay. But what those goals are, evade me.

What advice do you all have?

I am interested in this from the perspective of managers.

I realize that the title contradicts itself, so I will explain.

How does an office manage to attract new staff, when most long term staff is scheduled during prime hours with roughly 30H +/- 2H weekly?

Hours that essentially limit your availability to take on additional work elsewhere, because they cut into demands for reasonable work hours elsewhere, if needed.

I will preface this by stating that this is not about licensure vs. non-licensure, in concrete terms, but in the abstract.

For context, I live on the East coast in a state that requires licensure. It's been the case for some time now. Nevertheless, many primarily privately owned practices employ, or exclusively hire OTJ non-licensed Technicians.

However, with the closing of many privately owned clinics, and the rise in corporate buy outs and PE practices, many of which will *ONLY* hire LVTs (Which is fair.), many of these Techs are finding it more and more difficult to find work, or compensation commensurate with their skills and experience.

Obviously, this is more nuanced, because inevitably it was going to happen. However, that doesn't address the elephant in the room.

PE and corporate clinics will inevitably seek to hire entry level, or prime/median level assistants for the work required of them. They're not going to pay an LVT rate for someone that isn't licensed.

Some might settle for a lower rate, given the exchange for benefits, which many do not get through private practices, but given the HCOL, that's not feasible for everyone, especially those with children and the like.

Special cases aside, should practice owners incentivise non-licensed staff to pursue licensure to remain competitive in today's market?

Mods forgive me for the dual post!

I've wanted to better understand the differences between both, as I currently work at a GP, where the doctor also sees Exotics.

It's the first time that I've ever worked in a mixed setting, but I have heard from colleagues that an Exotics clinic functions differently relative to diagnostics etc.

I posted this on the veterinary professionals subreddit, just shy of two weeks ago, but felt that this deserved its own discussion.

I put in my notice with my current practice, and suffice to say...that did not go over well...at all.

Thank God, after the initial 48-72H period, the calls, text messages etc. subsided, and it was finally accepted.

I was professional about it, but it taught me A LOT in the process, and confirmed why boundaries are so important.

Anyway...

It made me wonder if others in the field have dealt with difficult practice managers, medical directors etc., and how they went about "making it work". Whether by resignation, or continuing to work there, what did you learn, and what do you advise others to do?

The resignation aside, one of the difficulties I had at this job was my boss's lack of patience with things.

I'm seasoned in the field, have worked in high volume hospitals, and I am diligent in completing what I start. However, there are certain things which are outside of my control. I can't manifest an immediate callback. I can't pull a chart while I'm charging out a client who is asking me a question, picking up the phone and doing a brief triage, before placing them on hold, or excusing myself with the client before me etc.

Basically, I am one person, unless this demands my *immediate* attention, please be patient.

There was one time when one of my coworkers had to check my boss, because even he saw how my boss kept on piling more and more tasks, without allowing me to breathe. No, I don't get a break.