Veterinary Practice Culture, Part II: Writing Job Ads That Attract Intentional Applicants

Hiring the right person is one of the most crucial decisions a business owner will make. Too often, though, businesses rush to fill a position, focusing only on qualifications or immediate needs rather than thinking about long-term fit.

This approach might solve a veterinary practice’s short-term problem but can lead to bigger issues down the line.

Veterinary leadership shouldn’t just hire a warm body to plug a gap—they should hire someone who fits their culture, shares their vision, and will stick around. In short, they should be proactive, not reactive.

Here’s my road map to help veterinary practices design a job ad that attracts the right candidates and ensures their team and culture remain strong.

Step 1: Starting with practice culture

Veterinary leaders should ask themselves: “Do I love the culture in my practice?”

If the answer is yes, perfect! They should write an ad about what makes their culture amazing, highlighting why their team is happy and why they’re proud of the environment they’ve created.
If the answer is no, it’s time for them to reevaluate. Practice culture sets the tone for hiring, retention, and client satisfaction. If it’s not where they want it to be, they should fix it before adding anyone new to the team.

Hiring for culture means being intentional. The job ad should reflect who the practice is, why they exist, and what makes their team tick.

Step 2: Identifying the practice’s “why” and core values

Does leadership know what drives their practice? Why do they get out of bed every day? Why does their team do what they do?

A job ad should include the practice’s “why,” including their core values. They should be specific about what they stand for and what they expect. For example:

“We believe in creating a supportive, fear-free environment for pets and their owners.”
“Our core value? No drama—ever. We foster a team that lifts each other up.”

When candidates read the ad, they should either feel excited and aligned or realize they’re not the right fit—and that’s okay. A job ad is a filter as much as it is an invitation.

Step 3: Being transparent about expectations

The job ad should lay out exactly what the practice is looking for in a candidate, with personality. Instead of listing rigid requirements, the ad should show them what it’s like to be part of the team.

Sense of humor? A must. We love to laugh and banter here.
Adaptability? Absolutely. Every day brings new challenges.
Snacks? Who doesn’t love snacks? We keep the staff room stocked with chocolate, coffee, and everything in between.

The ad should set clear expectations for the role while being upfront about the responsibilities, schedule, and standards. Transparency builds trust before a candidate even applies.

Step 4: Building a careers section on the practice website

If the practice doesn’t yet have a website, they should stop the hiring process and create one.

If the practice already has a website but it lacks a careers page, it’s time for them to build one. The practice should always have a way for candidates to connect with them—even when they’re not actively hiring. Why? Because they’re not hiring for now—they’re hiring for next week, next month, or next year.

How many times has a practice turned away a great candidate, only for someone on the team to give notice a week later? Practices should stop being reactive, and start building a pipeline of potential hires today.

Step 5: Networking and collecting resumes (always)

Even when a practice isn’t hiring, managers should make time to meet people in the industry. They should let candidates know they’re not currently hiring but would love to connect for future opportunities. They should be honest and transparent, and show genuine interest.

Personally, I rarely have to advertise anymore because I’ve built a network of pre-vetted candidates. Over time, I’ve kept in touch with people who didn’t join my team initially, and when the timing was right, they came on board.

Even if potential candidates don’t make the move immediately, they’ll remember the connection, and the practice will be their first call when they’re ready to leave their current role.

Step 6: Creating an intentional application process

A practice’s careers page should include applications for every position in the practice—even ones they’re not currently hiring for. They should keep it simple but intentional, asking candidates to answer a few key questions, such as:

Why do you want to work with us?
What are your long-term career goals?
How do your values align with ours?

The job ad should filter out bots and people who apply without reading the ad by adding something specific, such as “Applications will only be considered via our website.” When candidates take the time to visit the site, learn about the practice, and apply intentionally, practice leadership will know they’re serious.

For example, when I used to post on platforms like Indeed, I’d get more than 100 resumes—most of them generic and irrelevant. Since switching to my current method, I get six to nine intentional candidates and typically hire within two weeks.

Step 7: Hiring for culture, training for skills

Of course, certain positions, like veterinarians and registered veterinary technicians, require specific degrees and training. But beyond the basics, skills can be taught. Personality, however, cannot.

Practices should look for candidates who align with their values and bring energy, enthusiasm, and adaptability to the table. If they fit the practice’s culture, the rest can be trained.

A job ad should do more than fill an empty chair—it should excite candidates to join a practice’s team and align with their culture. If practice managers can’t read their own ad and think, “Wow, I’d love to work there,” how can they expect anyone else to feel that way?

Practice leaders should take the time to refine their culture, hiring process, and job ads. The result? A team they love and a practice that runs like a dream