The American Veterinary Medical Association (AVMA) Model Veterinary Practice Act (MVPA) is intended to serve as a set of guiding principles for those who are now, or will be in the future, preparing or revising a practice act under the codes and laws of an individual state. Commentary following each section of the MVPA also serves a similar purpose. As a general rule, language in each Section is intended for use in state statute, whereas wording and/or ideas shared in the Commentary following each section are intended as clarification. Language found in the Commentary may be appropriate for promulgating rules by the state agency that has oversight of the veterinary practice act.
ployees feel that their improvement efforts go unrewarded as the MD is not receptive to other ideas and this causes decreased employee engagement. A strategic plan is needed to increase employee engagement. This plan should be long term based on the goals of the company and should be specific, measurable, attainable, and realistic. The plan should translate into changing the culture at MPI so that in the future the employees feel engaged. This plan could include creating feedback and formal staff suggestion programs as well as a performance based reward system. This is critical as all employees should want to see the company succeed and meet its goals, and that it should operate efficiently with optimal use of resources.
Learning and Development – Develop Learning Strategy and Plans
HR should work with the MD and Sales and Marketing Manager to identify where the current performance gaps are within the company, and potential areas for improvement. In addition, in a small company like MPI, the employees are aware of the capabilities and working methods of the MD and are also in a position to contribute ideas. Rather than a one-off, short term information gathering exercise, this should be a strategic move that will be integrated into common practice within the company. HR should then work with the MD and managers to develop a long-term strategy to help MPI Brokers achieve its goals. Although L&D may increase costs, if employees are working more efficiently then profits should increase.
Organisational Development- Managing Change
HR should create a long-term plan that focusses on the company’s responsiveness and willingness to change. This would mean meeting with stakeholders to decide where MPI Brokers is now and where it hopes to be. This would help make MPI relevant and more appealing to customers, helping to meet their goal of industry leadership. This would increase profit which in turn could be reinvested into more organisational development. Internally, employees would be able to work more efficiently which would save the company time and money.
The Role of HR or L&D Professionals in Supporting Line Managers and Their Staff
At MPI, the team is small enough that there are not clearly defined line managers. Other than the MD, only one employee, the Sales and Marketing Manager, manages other employees. Therefore, HR and L&D professionals should work with all employees in order to understand their needs as well as successfully unlock their full potential. Using the same examples as above, HR can support the line managers and staff in several operational methods.
Employee Engagement- Embed Employee Engagement Interventions
HR can begin working with employees in order to collect data regarding employees wants and needs. This should be done weekly so that issues are addressed promptly. In addition, HR should begin creating regu
