While most new Veterinary graduates already have positions by this time of the year, many of last year’s new graduates are hitting their one-year mark leading to contract negotiations and fresh veterinarian talent hitting the job market. Whether it’s veterinarians, managers or paraprofessionals, we can’t talk hiring without also acknowledging the “dark side” of what happens when hiring, onboarding or culture goes wrong— turnover.
As a private practice owner, I’ve been as guilty as any of my colleagues at times in living up to our profession’s reputation to “hire fast and fire slow.” This article digs into the cost of turnover in hopes that it causes all of us to be more intentional about the hiring and interview process, as well as creating hospital environments where the right employees (not all employees are “right” for every practice), want to stay. The goal: hire, train and retain the right team members versus falling into the vicious cycle of hiring too fast which can lead to sub-par screening and onboarding, which leads to turnover, which leads to the cycle.
The conversation around turnover is particularly important in Veterinary medicine because our profession continues to experience significant staffing instability. According to recent industry reports from the AVMA and VHMA, Veterinary practices across the country continue to report ongoing challenges with staffing shortages and retention, particularly among credentialed technicians and support staff. Surveys from Veterinary recruiting and management organizations suggest annual turnover rates in Veterinary practices commonly range between 20–35% for support staff positions, with some hospitals experiencing significantly higher rates during periods of burnout or rapid growth.
While turnover has always existed in Veterinary medicine, the post-pandemic environment has amplified the problem through increased caseloads, compassion fatigue, workforce shortages, and growing client expectations. Unfortunately, many hospitals underestimate just how expensive turnover truly is. To begin addressing turnover, let’s start at the beginning.
When a team member leaves, the immediate concern is often filling the open position. The hospital still needs doctors, technicians, assistants, or receptionists to keep the schedule running smoothly. As leaders, we, and our teams, feel that “cost”—the cost of a vacant position. But the true cost of turnover extends far beyond the job posting and interview process and every departure carries ripple effects that impact productivity, culture, and financial performance across the entire practice.
The Direct Cost of Hiring
Replacing an employee requires time and resources with us spending money on job advertisements, recruiting platforms, background checks, and sometimes recruiter fees. Leadership teams invest hours reviewing resumes, conducting interviews, and coordinating hiring decisions. Once a candidate is selected, onboarding begins requiring orientation, training, and supervision before a new team member is productive. These direct hiring costs add up quickly, particularly in a profession already facing workforce shortages.
Studies across healthcare and service industries consistently estimate that replacing an employee costs somewhere between 50% and 200% of that employee’s annual salary depending on the role and level of specialization. In Veterinary medicine, those costs can escalate quickly because productivity depends heavily on teamwork, efficiency, and client relationships. For example:
- Replacing a Veterinary receptionist earning $40,000 annually may realistically cost the practice $20,000–$30,000 once recruiting, onboarding, training time, lost productivity, and overtime are considered.
- Replacing a highly experienced, skilled credentialed technician earning $60,000 (which may sound a bit high, but a highly skilled CVT in some markets will require a salary close to that) annually may cost $45,000 or more due to the temporary decline in efficiency and the loss of technical expertise.
- Associate veterinarian turnover can be dramatically more expensive. Industry consultants frequently estimate the true cost of losing an associate veterinarian can exceed $150,000–$250,000 when factoring in lost production, recruiting fees, signing bonuses, relocation expenses, reduced appointment capacity, and the time required to rebuild client relationships.
These numbers are often difficult to appreciate because many of the costs are indirect. They do not show up as a single line item on a profit and loss statement. Instead, turnover slowly erodes profitability through decreased efficiency, increased overtime, lower morale, scheduling disruption, and missed revenue opportunities.
The Productivity Gap
Even the best new hires need time to learn the systems and workflows of a practice. During this period, productivity often decreases across the team as new technicians may need extra guidance. Doctors may need time getting up to speed on the hospital’s SOPs and ways of working. Client service representatives may take longer to manage calls or appointments while learning the hospital’s procedures.
Meanwhile, experienced team members often shoulder additional responsibilities while helping train the new employee. This temporary productivity gap places strain on the entire team, which can lead to even more turnover. In many hospitals, one vacant technician position can reduce the productivity of multiple doctors simultaneously. Appointment flow slows down, callbacks take longer, surgeries become less efficient, and doctors may perform tasks that would normally be delegated to trained support staff.
Even short periods of understaffing can create measurable revenue loss. A veterinarian seeing just two fewer appointments per day due to staffing limitations can represent tens of thousands of dollars in lost annual revenue for the practice.
The Loss of Experience
When a long-term employee leaves, they take valuable institutional knowledge with them. Experienced team members understand the nuances of the hospital:
- How doctors prefer to work
- How difficult cases are handled
- How to communicate with long-standing clients
- How to keep the day running smoothly during busy moments
These insights are rarely written down as they are developed through years of experience within the practice and replacing that level of familiarity takes time.
The Cultural Impact
Turnover also affects team morale. When a respected colleague leaves, remaining team members may feel uncertain about the stability of the workplace. In some cases, turnover can trigger additional departures if employees begin questioning their own long-term plans.
Turnover also creates what many leaders refer to as “secondary turnover.” As remaining team members absorb additional workload and emotional stress, burnout increases and additional resignations often follow. This domino effect is particularly dangerous in Veterinary medicine, where teams are already operating under high emotional and physical demands.
Research on healthcare teams consistently shows that employee engagement and retention are closely tied to leadership quality, communication, workload management, and psychological safety within the workplace. A stable, cohesive team is one of the greatest strengths a Veterinary hospital can have. Frequent turnover disrupts that stability and makes it harder to maintain a positive workplace culture.
The Impact on Clients
Clients notice staff changes more than we sometimes realize with many clients building relationships with specific technicians, receptionists, or assistants over time. These team members often become familiar faces who provide continuity and trust during visits and when those individuals leave, the client experience can change as well. As such, maintaining a stable team helps reinforce the sense of trust and familiarity that clients value in Veterinary care.
Addressing the Root Causes
Reducing turnover requires more than simply hiring good people. It requires creating an environment where team members want to stay. Several factors consistently influence retention in Veterinary hospitals (and really, any workplace for that matter):
- Supportive leadership
- Clear expectations and accountability
- Opportunities for growth and learning
- Fair and competitive compensation
- Respectful workplace culture
No practice will eliminate turnover entirely. Career changes, relocations, and personal circumstances will always occur. However, practices that invest in appropriate hiring screening and onboarding, combined with leadership, communication, and team development often experience significantly greater stability.
A Leadership Responsibility
For practice owners and leaders, turnover should not be viewed simply as a staffing issue. It is often a reflection of deeper organizational dynamics. Healthy practices focus not only on recruiting talent, but also on retaining the talented people already on the team. When employees feel valued, supported, and part of a meaningful mission, they are far more likely to build long-term careers within the hospital.
In today’s Veterinary labor market, retention is no longer simply an HR metric—it is a critical business strategy. Hospitals that create healthy cultures, invest in leadership development, and build intentional hiring and onboarding systems are far more likely to maintain stable teams and sustainable profitability.
The true cost of turnover is not simply replacing an employee. It is the cumulative impact on culture, efficiency, client trust, team morale, and ultimately patient care. Practices that recognize this and prioritize retention position themselves for long-term success in an increasingly competitive profession.