The Unspoken Reality of Raises in Veterinary Medicine—and Why They’re So Hard to Get

The Unspoken Reality of Raises in Veterinary Medicine—and Why They’re So Hard to Get

If you’ve ever felt like you’re doing more than your job description—but not being paid like it—you’re probably not wrong.

This isn’t just a technician problem. It’s not just assistants, receptionists, kennel staff, leads, or managers.

It’s everywhere.

People step up. They take on more. They become the person others rely on. And somewhere along the way, the expectation quietly shifts—but the compensation doesn’t.

You become the one who:

• stays late when things run over

• fills in when someone calls out

• trains new team members—even if it’s not officially your role

• answers questions, solves problems, keeps things moving

And none of that is small.

But eventually, the question shows up:

Why hasn’t anything changed?

The part no one really explains

In veterinary medicine, we’re taught to step up.

And we’re good at it.

But here’s the part that doesn’t get talked about:

👉 The work expands… without the role ever being clearly defined.

And when the role isn’t clearly defined, the value isn’t clearly measured.

So even though you’re doing more, it doesn’t automatically translate into being paid more.

Not because it doesn’t matter—but because it hasn’t been translated into something leadership can act on.

Effort vs. value

Effort matters—but effort is hard to price.

Value—when it’s clearly defined—isn’t.

That’s the shift most people never make.

Instead of:

• “I help everywhere”

• “I stay late a lot”

• “I do more than my job”

It needs to become:

• “I train new team members and get them up to speed”

• “I manage patient flow so appointments stay on track”

• “I handle [specific responsibility] consistently”

Because that’s what leadership can evaluate—and what they can justify increasing pay for.

What actually increases your value

This is where most people get stuck—they don’t know what counts.

Raises don’t come from doing more random tasks.They come from owning more, growing your skills, and improving how the hospital functions.

And this is where one of the biggest disconnects shows up.

A lot of people operate in a very task-oriented way:

• finishing their list

• getting through the day

• doing what was asked

And on the surface, that looks like strong performance.

But the reality is, raises aren’t based on whether tasks were completed.

They’re based on whether those tasks moved something forward.

Because there’s a difference between:

• “I got everything done”

  and

• “What I did made the day run better”

That’s the shift from task-oriented → results-oriented.

👉 That’s what gets noticed. 👉 That’s what gets remembered. 👉 And that’s what gets compensated.

What that looks like depends on your role.

Veterinary Assistants

• anticipating doctor and LVT needs

• maintaining efficient patient flow

• consistent restraint and handling

• supporting treatment/surgery flow

• training newer assistants

• building technical skills and cross-training

👉 Shift from: helping when asked 👉 To: supporting flow + expanding capability

Kennel Attendants

• maintaining sanitation standards

• recognizing patient changes

• supporting comfort and stress reduction

• keeping facility flow moving

• cross-training into assistant tasks
  

👉 Shift from: task completion 👉 To: supporting patient care + hospital awareness

Client Service Representatives

• managing client interactions

• improving phone efficiency

• accurate, medically supportive scheduling

• bridging communication

👉 Shift from: answering phones 👉 To: controlling client experience + flow

Licensed Veterinary Technicians (LVTs)

• running appointments independently

• improving case flow

• anesthesia and advanced skills

• mentoring team

• correcting inefficiencies

👉 Shift from: executing tasks 👉 To: owning medical flow + outcomes

Department Leads

• creating consistency

• holding accountability

• communicating with leadership

• bringing solutions

• developing team

👉 Shift from: strong team member 👉 To: driver of structure and accountability

Practice Managers / Leadership

• improving operations

• managing staffing and payroll

• reducing turnover

• building systems

• tracking revenue and controlling costs

👉 Shift from: managing tasks 👉 To: owning hospital performance

The harder truth

Sometimes, there are things working against you.

And they matter more than people want them to.

• tardiness

• call-outs

• visible frustration

• inconsistency

• errors

Even if you’re strong elsewhere, these create hesitation.

Because raises aren’t just about what you add—they’re about how reliable that contribution is.

Fix it first—then ask

If any of those apply:

Fix them first.

Then give it time.

👉 30–60 days of consistency

That’s what builds trust.

The part most hospitals don’t say out loud

Many hospitals don’t have a clear structure for:

• role progression

• compensation growth

• or how expanded responsibilities are recognized

So decisions happen reactively instead of strategically.

This is something I see often when I’m working inside hospitals—people stepping up constantly, taking on more, becoming essential to how the day functions… but without a clear structure around how that growth is recognized or compensated.

And without that structure, even strong teams end up navigating these conversations without a clear path forward.

How to actually ask for the raise

At some point, the conversation has to happen.

And how you approach it matters.

Example: Raise / Role Alignment Request LETTER

[Date]

[Manager/Doctor’s Name],

I wanted to take a few minutes to put some thoughts together around my role and how it’s evolved since I started here.

Over the past [time you've been at your current hospital], I’ve taken on quite a bit beyond my original position. Some of that happened naturally as I got more comfortable in my role, and some of it came from stepping in where needed—but at this point, it’s become a consistent part of how I function in the hospital.

On a regular basis, I’m: [list your own areas of contribution and outcomes]

• helping train and support newer team members

• stepping into different areas to keep the day moving

• acting as a go-to when situations need to be worked through

• taking on responsibility for [specific area]

I’ve also been continuing to build my skills so I can contribute more effectively.

[list examples]

At this point, my role has grown beyond what I was originally hired for, and I’d like to talk about aligning my compensation with that level. Based on the responsibilities I’m consistently handling, I’m seeking a range of [$X–$X].

I’d appreciate the opportunity to sit down and talk this through.

Thank you,

[Your Name]

Should you list a number?

Most people hesitate here.

But:

👉 Not listing one often leads to weaker outcomes

👉 Listing one creates clarity

Pros

• anchors the conversation

• avoids low offers

• shows preparation

Cons

• too low = undercut

• too high = resistance

• unclear role = weak ask

Best approach

Don’t give one number.

Give a range.

Where to find your number

• job postings (Indeed, local listings)

• recruiters

• interviews

Be realistic.

Not just based on your skills, but your location.

If you're in a 1 doctor hospital and there are a lot of support staff doing your same role, you may not be able to reach as high as if you're in a multi-doctor practice. That doesn't stop you from giving a range, but be ready to negotiate if they can't meet your range.

Base it on:

• your role

• your market

• your consistency

• 
  

The bigger picture

The number matters—but it’s not first.

1. define your role

2. demonstrate consistency

3. understand your market

4. then anchor your range

Final thought

Veterinary medicine runs on people who step up.

But growth happens when people learn how to step forward.

To define what they do.

To communicate it clearly.

And to align their role with the value they’re already bringing.

Because the gap isn’t always effort.

Sometimes, it’s clarity. This is something I see often when I’m working inside hospitals—people stepping up constantly, taking on more, becoming essential to how the day functions… but without a clear structure around how that growth is recognized or compensated. And without that structure, even strong teams end up navigating these conversations without a clear path forward. Don’t let not getting a raise be the thing that pushes you out the door before you’ve been willing to have the conversation.

When you work within a team, what you contribute individually can get lost in the day-to-day.

That doesn’t mean it doesn’t have value.

It means it hasn’t been clearly defined yet.

And that’s worth the conversation.

So instead of guessing where to start, I’ve put together something to help you walk into that conversation with clarity.

A simple worksheet and letter builder that helps you:

• define what you’re actually doing

• translate it into measurable value

• and structure the conversation in a way that’s clear, grounded, and easier to respond to

Because this doesn’t need to be complicated—but it does need to be intentional.

The Unspoken Reality of Raises in Veterinary Medicine—and Why They’re So Hard to Get Download the Raise Clarity Worksheet Below

Veterinary Superheroes Raise Clarity Worksheet.pdf

Download PDF • 182KB

Meet the author! Tracy is a Licensed Veterinary Technician with a long history of Practice Management. Today she also provides practice consultation, team training, LVT relief, conflict resolution in teams, leadership training, and more! Her passion in supporting veterinary teams and hospitals in becoming the best they can be for the clients, patients, and the industry.