4 t h a n n u a l s a l a r y s u r v e y...2020/01/16 · the reason we asked this question was...

4th Annual Salary SurveyRecruit4vets

2019

www.recruit4vets.co.uk | 01423 701 321 | [email protected]


2019


Recruit4vets conducted its 4th annualsalary survey with the aim to understand

salary trends in the veterinary sector.

Survey results came from vets and nurseswho are registered on Recruit4vets

database.

This year we also looked at Employee NetPromoter Scores and the reasons behind

the scores.


2019


VETS

The mean salaries for vets with 2 year or lessexperience was £28,181

The mean salaries for vets with 3 to 5 years’

experience was £35,312

The mean salaries for vets with 6+ years’experience was £46,282

Overall the mean salary for permanent vets was

£40,000 in 2019 up from £37,365 in 2018representing a 7% increase.


2019


NURSES

The mean salaries for nurses with 2 year or lessexperience was £19,861

The mean salaries for nurses with 3 to 5 years’

experience was £21,153

The mean salaries for nurses with 6+ years’experience was £24,250

Overall the mean salary for permanent nurseswas £21,911 in 2019 up from £19,635 in 2018

representing a 11.6% increase.


2019


NET PROMOTER SCORES

We asked respondents:

'How likely they would be to recommend theircurrent employer as a place to work?'

On a scale of 0 to 10 with 0 being extremely

unlikely and 10 being extremely likely.

The reason we asked this question was because wewanted to know what the Employee Net Promoter

Score (eNPS) was for the veterinary industry.

Net Promoter Scores have been used for 15 yearsby top companies to measure customer experience

and predict business growth.


2019


NET PROMOTER SCORES

Promoters (scores 9-10): Customers who referyour brand to others and help fuel growthPassives (scores 7-8): Customers who are

satisfied, but are vulnerable to your competitorsDetractors (scores 0-6): Unhappy customers

who can impede growth

Respondents are divided into three groups:

Because businesses have found NPS to be an

effective tool for measuring customer loyalty, itmakes sense to apply the same concept to

evaluate employee engagement. Instead of askingcustomers, we asked respondents how likely theywould be to recommend their current employer as

a place to work to determine eNPS.


2019


NET PROMOTER SCORES

To calculate the eNPS you subtract the % ofPromoters from the % of Detractors ignoring the

Passives.Scores therefore can range from -100% to +100%Across industry anything above zero is acceptable,a score of 10 to 30 is considered good and a score

of 50 or above is considered excellent.

Surprisingly we found the eNPS from therespondents we surveyed to be -35.4%, acrossindustry a fairly typical score would be +14%

It is important to look beyond the data tounderstand why employees are satisfied

or dissatisfied, so we asked respondents what wasthe reason for their score.


2019


NET PROMOTER SCORES

Some of the negative comments given were:

Bad management Stressful

Employees not valued Poor working conditions

Long working hours, no work life balance Lack of staff leading to excessive workload

Low employee moralePoor communication


2019


NET PROMOTER SCORES

However it wasn't all bad, some of the positivecomments given were:

Friendly supportive workplace

Friendly team4 day week and good weekend rota

Approachable employerSupportive colleagues

Good working environment

Overwhelmingly poor management and longworking hours came out most frequently as

reasons for a low score.Considering the veterinary industry suffers fromserious staff shortages this is an area we feel

needs addressing.


2019


CONCLUSION

Clearly we're doing a better job at providingengaging experiences for the veterinary customerthan we are for the veterinary team. And this is a

problem because eNPS has been found to be aleading indicator of employee churn. In a sector

where talent can be in short supply, churn is a bigand expensive problem.

We also know that as a sector we face problemswith employee burn out, compassion fatigue and

shockingly high suicide rates. By deploying eNPS asa metric, we can arm ourselves with a metric by

which to measure the results of our efforts toimprove the employee experience, and hopefully

get early feedback on problems that couldotherwise boil over.


2019


CONCLUSION

Perhaps more importantly, the respondents as awhole highlighted the following areas as

opportunities for improvement:

Unresponsive managementHigh levels of stress

Employees not valuedPoor working conditions

Overly commercial

It's worth noting that the people we surveyed camefrom a range of backgrounds, had different rolesand worked at a plethora of different clinics. It's

important as leaders we realise that not everyoneexperiences the world the same way. Someone

that is miserable in one clinic could be ecstatically


2019


CONCLUSION

happy in another. Context matters. That's why ourmotto is to match the best with the best, becausewhat's best for you, is not necessarily what's best

for someone else - it's subjective and so muchdepends on context.

Ultimately, a lot of this comes back to

recruiting/selecting the right person in the firstplace - get the right people on your bus! But once

they're there keep them there by engaging toretain. A good first step is to start measuring eNPS

as a measure of your employee engagement,remembering the old adage that what gets

measured gets managed.

4 t h a n n u a l s a l a r y s u r v e y...2020/01/16 · the reason we asked this question was...

Documents