Ensuring employee development: what team leaders and individuals can do

I used to have a personal seasonal trend in wondering what on earth I was doing with my career. I am a farm vet, so you won’t be surprised to know that was usually just after spring, while tending to the livid grooves in my fingers worn by tightening sutures in thick cow flanks. Now that I manage several vets, technicians and administrators within my practice structure, I think of career development almost constantly. It is not a seasonal trend anymore – especially if you regularly employ light-touch reviews with your teams, rather than saving all the goal setting for an annual personal development review (PDR).

Some expressions of career stagnation usually take the form of not being sure what the next step is, and many of these worries are compounded by team members feeling as though they are on a ladder. I feel if we as leaders and individuals could consider our careers more like a metaphorical twister map, where we could take different directions and try new positions (stay with me), then we would open ourselves to far more opportunities for career fulfilment and a more enjoyable life in practice.

Synergistic employee development

I say leaders and individuals because development is not solely a management task. The time for passively awaiting opportunities is over. We need, as individuals, to take responsibility for our development by opening our eyes to opportunities and actively shaping our own growth, then together with our managers we can determine the tools, resources and time required to achieve our goals.

Employee development requires a synergistic approach – an open-minded and approachable leader, and individuals who actively seek out opportunities. The practice culture itself feeds into development: a supportive environment, where growth is fostered and achievement is celebrated, is hugely motivational. Everyone should feel like they are moving – if not forward, maybe laterally – or at least that they would be supported in further growth should they choose to start exploring possibilities.

Allowing this culture to perpetuate isn’t about feathering caps for no reason – it’s about enhancing job satisfaction and improving retention, while simultaneously boosting practice offerings, improving quality of care and improving practice for both teams and patients/clients.  

The leader’s role: looking beyond the annual review

As leaders, it’s easy to get caught up in the immediate demands of practice life: balancing clinical duties with seemingly endless administrative tasks. Development can feel like a luxury or something to address only during a formal PDR. True growth doesn’t happen in a single annual conversation; it’s a continuous, often informal process of support and encouragement.

Creating a culture of learning

One of the most powerful things we can do as leaders is to foster an environment where learning is embedded in daily life. This means cultivating open communication where team members feel safe to voice their aspirations and where feedback flows freely – not just once a year, but regularly and constructively.

I’ve found that a weekly practice check-in where we ask, “What’s one thing you’d like to achieve this week?” can help team members get into the habit of considering short-term goals. Monthly check-ins could also be beneficial, particularly in early years, where medium- to long-term goals are considered, and regular checking in should not be neglected even in established team members, as this is often when feet start to become itchy.

It’s also our role to develop a keen eye for identifying potential and needs. Who on your team shows a natural aptitude for client communication? Who lights up when their clinical skills are tested? Who has a passion for teaching? Recognising these sparks allows us to guide individuals towards relevant growth while supporting leaders with their ever-evolving roles.

Delegation is development in disguise. I have previously noted that delegating some elements of your job can foster the growth of aspiring leaders. Handing over a new responsibility, even a small one, gently encourages individuals out of their comfort zone where they can learn new skills and build confidence. It’s a powerful act of trust that shows team members that they are valued. It also creates space for leaders to pursue their own professional interests – which should not be neglected either.

Beyond the informal, we should also provide tangible pathways for growth:

• CPD and training: while mandatory CPD is a given, leaders can go further by proactively identifying and supporting training that aligns with both individual aspirations and practice needs. Though there are many avenues for clinical development, such as events, conferences and certificates, the non-clinical side of development should not be overlooked. SPVS Congress provides a great platform for discovering many non-clinical aspects of practice that all team members could potentially get their teeth into, as well as bolstering “soft skills” and leadership training that are often overlooked but incredibly impactful
• Mentorship and coaching: consider setting up internal mentorship pairings within your practice, or actively guiding team members towards external mentors. My own unexpected transition into leadership was incredibly lonely until I found a mentor through a SPVS congress. The value of discussing concerns with someone who understands them, without being directly connected to your organisation, is eye-opening. Resources like the SPVS Business Club or their networking opportunities can be fantastic for finding these connections and a sense of community
• Structured plans: even if not a rigid document, co-creating personalised development plans with individuals shows commitment if they are properly followed up on. They could be as simple as agreeing on a few specific goals for the next few months and outlining the steps towards achieving them, and who is personally responsible for each action
• Time and budget allocation: it seems silly even mentioning it, because we almost always feel both time and cash poor, but viewing development as an investment, not an expense, shifts the perspective. Even small allocations for a course or book, or dedicated time for shadowing, can yield significant long-term returns in retention and improved performance or service offerings

The individual’s agency

While leaders lay the groundwork, the most impactful development often comes from within. It’s about individuals taking ownership of their own career path and actively seeking opportunities to grow.

Taking ownership

Take everyone else out of the equation for a moment and consider what truly brings you joy in your role. What elements of your job would you do all day? What skills do you genuinely want to hone? When you can articulate this, you’re better equipped to have proactive conversations with your leaders about your development goals, rather than waiting to be asked while your frustration grows.

It’s also worth understanding your personal learning style. Do you learn best by doing, reading or watching? Knowing this helps you tailor your approach to development.

Utilising available resources

The veterinary world is rich with opportunities for individual growth, far beyond the confines of your own practice:

• CPD beyond practice: don’t just focus on the mandatory. Explore online resources, webinars, podcasts and professional publications that align with your interests. Many are free or low-cost and can provide valuable insights. The SPVS hub has a wealth of non-clinical resources that whet appetites for a more diverse practice role
• Networking  and community: your career journey doesn’t have to be one you largely take alone. Building a professional network, finding like-minded individuals and engaging with communities like those fostered by SPVS can be transformative. Attending congresses and events isn’t just for learning; it’s for connecting, sharing experiences and realising that many of your struggles are not unique. I’ve learned professional lessons from farm vets, small animal specialists, literal rocket scientists, marketeers and even kayakers! Diverse perspectives are essential for our evolution
• Seeking feedback and mentorship: don’t be shy about actively seeking feedback from colleagues and leaders. Constructive criticism, when sought out, is a powerful tool for growth. If this makes you feel physically sick, I do sympathise, but it does get easier when you consider that everyone in your practice should have a common goal of a positive working environment. If you’re feeling stuck, consider seeking out a mentor, even if it’s someone you admire from another practice or field
• Taking initiative: you don’t always need formal training to develop. Offer to lead a small project, shadow a colleague in a different department, environment or country, or volunteer for a new responsibility. These self-initiated steps demonstrate drive and can unlock unexpected enjoyment and growth

A shared journey on the career path

Ultimately, effective employee development isn’t a mandate from head office or an individual burden. It’s a continuous, collaborative relationship between leaders and individuals who invest in themselves. When this synergy occurs, the ripple effect is evident – from increased job satisfaction and reduced burnout to enhanced patient care and a more sustainable practice.

I feel like I have repeated the word investment so many times, but to invest in oneself and your teams is an investment in the most valuable asset any veterinary business has: its people. So, whether you’re a clinical director, a head nurse or a new graduate, I urge you to take one small, actionable step this week. Leaders, identify one team member and brainstorm a quick, informal development opportunity for them. Individuals, reflect on one skill you’d like to improve and seek out a resource or conversation that can start you on your way.

The challenges we face in the veterinary sphere may be the age-old ones, or pesky new entrants, but the power of collaboration means that we can rise to meet them and adapt together. When everyone is empowered to grow, our profession evolves.