We live in a world in which an advanced degree, even one granted by a public university, is so expensive that its cost is
becoming nearly impossible for graduates to pay in a reasonable time. I attended the North American Veterinary Conference
in January, and one of the highlights was a panel discussion moderated by James F. Wilson, DVM, JD, titled "Hitting the Ground
Running." It was an enlightening discussion of the increasing disparity between the fast-rising level of veterinary student
debt and the incrementally increasing level of early-career compensation.
One of the panel discussion's general conclusions was that recently graduated veterinarians have two routes toward earning
the kind of money they need to repay their student loans in a reasonable period while at the same time carving out a satisfactory
quality of life (which ordinarily involves a decent car, home ownership and perhaps raising children).
The first route is via productivity-based compensation. However, it is virtually impossible for employers to justify paying
a high starting wage to recent graduates when new associates are just getting their sea legs. Half-hour vaccination visits
and 90-minute cat spays do not lend themselves to the sort of revenue generation that justifies a six-figure salary. Conversely,
the guaranteed payment of $1,000 a week does little to motivate new doctors to become maximally efficient and capable of generating
the greatest revenue possible based on their levels of experience and skill.
The second path leads to ownership in a successful veterinary practice. The statistics are irrefutable that practice ownership
is more lucrative than employment as an associate veterinarian.
The headaches are much greater for owners, but veterinarians should at least have the option to accept this additional stress
in exchange for the accompanying additional compensation. When a veterinarian secures an equity position in a practice, the
extra money needed to pay off student debt is likely to follow.
During the panel discussion Q&A period, many audience members expressed doubt about whether they would ever be paid on the
basis of productivity or have an opportunity to buy in to the practices where they worked.
This column, consequently, is directed to the many practice owners who are struggling with a disturbing combination of declining
practice revenue during difficult economic times and the perception that their newly hired associates are not striving to
maximize their work output. Having employed many associates through the years, I believe that it has become essential for
hospital owners to come to grips with the reality of student debt and the discouraging influence that debt has on associate
When young doctors come to work each day, they are faced with the same demands that pull all of us practitioners in a million
directions. However, they are simultaneously dealing with the newcomer's insecurity and the second-guessing that an increasingly
litigious client base inevitably causes.
When you add in the reality that a day's hard work will result in little more, financially speaking, than another student-loan
payment met, another car-loan installment paid and one more month of rent covered, it is tough for young doctors to be enthusiastic
about becoming speedy, efficient and chummy in the exam room. That first job can seem less like a career and more like a Greyhound
race in which young veterinarians, burdened by hundreds of thousands of dollars of debt, feel as if they are continuously
running in circles without gaining ground on the prize — financial security.
Act like a law firm
What can practice owners do to foster the enthusiasm for work that brings with it a smiling face across the exam table and
a juiced-up average-transaction sum? We can draw from the example of big-city law firms. Large metropolitan law firms generally
don't hire new attorneys just to set them out to work long 80- and 100-hour work weeks for short money. Instead, they set
up a contractually based or historically established route to a share in the profitability of the law firm. Such firms often
are called "up-or-out" organizations, meaning that attorneys either perform well and move up the ladder or they will not be
asked to join the firm permanently.
Summer law clerks hope to be hired as junior associates. Junior associates expect, if they toil as hard as medieval serfs,
that they will be promoted to senior associates. The objective, of course, is to be asked to become a partner, i.e., share
in the firm's profitability. These lawyers are working toward a goal that is realistically attainable, not one that is amorphous
and subject to being snatched away without explanation.
I suggest that you apply a similar strategy. During the search for a new associate veterinarian, talk to candidates about
productivity-based compensation as an available option, and let candidates know up-front whether or not you would consider
inviting a new hire to become a partner at some point. Newly employed associates should be entitled to a frank discussion
of the road to partnership, or the lack of it, from the beginning.
I can't even count the number of employed doctors who have sought my advice after having been hired somewhere with the promise
of "eventual possible partnership," only to be stonewalled at contract renewal time. These are instances in which the employer
perpetually refuses to admit that there is no chance of a buy-in and/or refuses to supply financial details to help the associates
decide whether they would want to participate even if partnership were offered.
Make it clear from the outset that it is impossible to tell initially whether new associates are partnership material, and
let them know up front that their productivity and revenue-generation ability tie directly to their compensation and partnership
Don't make interviewees squirm when they ask about the future. New graduates shouldn't feel embarrassed or intimidated to
inquire about production-based pay and the likelihood of a buy-in. Instead, we, as the more confident, financially secure
practice owners and medical directors, should raise these subjects.
You may want to leave a detailed discussion of productivity-based compensation and buy-in possibilities to a third interview,
but bringing up these topics at the outset will reassure candidates that you are not afraid to talk about these issues that
are so critical to a new graduate's planning.
These interviewees are no longer na´ve kids kicking around in the post-college world until they mature. These young doctors
have grown up quickly during graduate school because they had to. Carrying a six-figure loan burden tends to make you money-conscious
early and entitles you to be treated as an adult during job negotiations.