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Today's VeTerinary PracTice | January/February 2016 | tvpjournal.com naVc PersPecTiVes 10 One of the greatest challenges involved in operating a successful veterinary practice is keeping staff motivated. It takes more than a paycheck, and instead requires motivated leaders and a hospital that provides training, rewards, and career development opportunities to its employees. Selecting and hiring employees compatible with the practice culture and owner philosophy, while beyond the scope of this article, is key to creating a motivated health care team. But having motivated employees in your practice takes more than hiring the right people. In fact, the main reason employees are unmotivated is not because they don't have the "right" attitude, but because employers have failed to create a motivational work environment. Understanding Motivational theory In order to create this environment, one must frst understand the basics of motivational theory. Per Abraham Maslow, a founder of "motivational cultivating employee Motivation Charlotte A. Lacroix, DVM, JD Veterinary Business Advisors, Inc, Whitehouse Station, New Jersey Once employers understand what motivates employees, they can create a work environment that meets their basic employment needs and uses incentives to reward desirable work behavior. Table. Types of Employee Incentives NONFINANCIAL INCENTIVES FINANCIAL INCENTIVES • Recognition and appreciation for work well done, expressed directly by employers, either privately or publicly • Professional training and career development opportunities • Decision-making authority and independence • Privileges in the form of extra vacation time, fexible working schedules, and dress code • b eing treated as a member of the team and having the opportunity to participate in policy decisions • exciting and meaningful work and the sense of making a difference • Pleasant and fun working environment with nice people and minimal stress • a fair boss who criticizes constructively and treats employees equitably • Company perks, such as a cell phone, car, or computer • Salary increases—initially powerful motivator, but impact is short term • Commissions and bonuses—effective motivator but diffcult to implement for support staff positions that don't generate revenue • Performance-related pay—motivational, but there is a delay between performance and reward • Shares/stock—motivational for long-term loyalty and those who want "ownership" responsibilities; weak short-term motivator • Family health benefts—low motivational value, because it is expected