Employee Performance Evaluations

Measuring Employee Performance

Performance Appraisal: An Overview of the ³Process´
The very nature of appraisal systems puts both employees and supervisors into situations that most people find uncomfortable. Mangers and Supervisors find it difficult to be candid and constructive when they¶re conducting an appraisal session that involves negative feedback.

Overview of the ³Process´ cont¶d
Why, then, should you put in the time and effort needed to create and implement this process? The answer, simply put, is that the benefits of an effectively structured and administered performance appraisal process far outweigh the time and effort the process requires.

What can this do for our company?  Motivate employees to improve their job performance  Provide an objective. including pay increases and promotions  Establish a reasonably uniform set of performance standards that are in sync with company values  Confirm that employees possess the skills or attributes needed to successfully fulfill a particular job .and legally defensible-basis for key human resources decisions.

What can this do for our company?  Assess training and staff development needs  Motivate employees to upgrade their skills and job knowledge so that they can make a more meaningful contribution to your company¶s success  Give employees who are underperforming the guidance that can lead to better performance. .

Objective All performance appraisal systems are driven by the same objective: to establish a systematic way of evaluating employee performance and providing constructive feedback to employees. .

Basic Ingredients  Setting performance criteria  Developing tracking and documenting procedures  Setting up a measurement system. and deciding how the information is to be communicated to employees. .

Preparing for the Meeting Be ready! Do not wait until the last minute before thinking about how the meeting is going to be handled. Managers should have a clear idea before the meeting begins of what specific behaviors are going to be the focal point of the session. .

quiet. relaxing) for the meeting .Preparing for the Meeting  Give employees sufficient time to prepare for the session  Allotting sufficient time to conduct a productive session  Having all documentation ready prior to the meeting including the physician feedback portion.*  Choosing a suitable place (private.

Conducting the session  The appraisal meeting should always be a two-way conversation. not a one-way lecture  Positives should always be emphasized before negatives are discussed  The emphasis should be always on what needs to be done to improve and not what was done wrong .

.Conducting the session  Employees should be encouraged to comment on any observation managers share with them.  Managers should know how to explain to employees the difference between effort (how hard employees are working) and quality results (whether the results of those efforts are contributing significantly to business objectives).

. fail to focus on the negative aspects of employee performance are not only doing the employee a disservice but can also be harming your company as well. Additionally. Managers. The employee can¶t very well improve if the manager doesn¶t communicate the need. should it become necessary to fire an employee.Giving negative feedback The toughest thing for managers to do during the appraisal meeting will be to talk about performance areas in which the employee is lacking.  Why candor is important. a manager¶s failure to mention the employee¶s weakness in a performance appraisal could jeopardize the company¶s ability to defend the firing decision. who when the need arises.

Remind managers to focus on the behavior itself and not on the personality quality that may have led to the behavior.Giving negative feedback  The importance of documentation. instead of saying. as in ³For the past few weeks. The documentation for these examples should be gathered prior to the meeting.´ .´ describe the event that reflects the irresponsibility. For example. job related examples. Managers should be made aware (if they¶re not already aware) that how a criticism is worded is every bit as important as what behavior is being described. Managers should always be prepared to back up negative comments with specific. ³You¶ve been irresponsible.  The importance of careful wording. you¶ve missed these deadlines.

No matter how negative the feedback may be. employees will often admit to their shortcomings and may even ask for help.  Ending on a positive note.Giving negative feedback  Encouraging employee feedback. Managers should be advised that. employees should be given the opportunity to comment. performance appraisal meetings should end on an reasonably positive note.with some plan for improvement. Once managers have issued any piece of criticism. . given a chance.

in some instances. violent. . and. confrontational. verbally abusive.Preparing for the worst There¶s always a potential in any performance appraisal meeting that an employee whose work is being criticized will be agitated.

let the employee blow off steam. In certain situations. . a calm. non-threatening demeanor can defuse a situation.´ It can very well set the employee off again. or challenge the employee while he or she is agitated or angry. Don¶t respond.Advice  Within reason. The worst thing you can say in this sort of situation is ³I can see why you¶re upset.  Don¶t fake agreement. comment on.

Accept the apology and move on. continue the interview. A lack of response usually ends most outbursts and the employee quickly realizes he or she has made a serious mistake.  If there¶s any hint that the employee might become violent. . the manager should leave the room immediately can call for help.Advice  When the storm passes.

Evaluating our appraisal system Group exercise: ³Yes to all the questions. you can probably relax. A ³no´ answer may indicate an aspect of your program that needs to reexamined .

as opposed to personal traits?  Do your employees understand how the process works and how appraisals tie into other aspects of their jobs?  Have managers been adequately trained to implement the system?  Is the program thoroughly understood by employees? .Evaluating our appraisal system  Are all performance criteria job related?  Is the focus on results.

Evaluating our appraisal system  Have all relevant employee behaviors been documented?  Have promises of confidentiality been kept?  Are all subsequent HR decisions consistent with employee evaluations?  Have you reviewed all elements of your program with legal counsel? .

Strengths and Weaknesses Checklist Attitude Contributes to team environment Learn and adapt Communication Skills Rapport with MD¶s Rapport with Staff General attitude Problem Solving ability Responsibility and Accountability Time Management Task Completion Work Quality Ability to Multi Task Completes daily task sheet .

Strengths and Weaknesses Checklist Medical Assistant Triage patients according to script Footcare script Urinalysis Blood Pressure Temperature Check Billing Clean and Stock Rooms Set up for MD Confirming Appointments Callbacks Internal Consults Computer Skills Documentation MD boxes .

Strengths and Weaknesses Checklist Reception Duties Registering PatientsImplements ScriptsValidating Health CardsChecking for pertinent informationPulling ChartsInvoices Areas to Improve: ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________ .

Strengths and Weaknesses Checklist Recommendations: ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ Completed by: Date: .

APR ³PREPARATION FOR INTERVIEW´ FORM Name: ___________________ Date: __________________ What have been your most important achievements this year? _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________ What support would assist you in improving your job or to reach your objectives? _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________ Where do you think that you could improve? _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________ Would you like to discuss any concerns or problems that could affect your work performance? If so. what are these concerns or problems? _________________________________________________________________________________ _________________________________________________________________________________ ______________________________________________________ .

or any other concerns that you would like to discuss? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _________ .APR ³PREPARATION FOR INTERVIEW´ FORM What are your expectations and priorities for the next year? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _________ What position would you ultimately like to hold? Do you need information on the job profile and qualifications of a particular position? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _________ What are the training activities that you would like to take part in during the next year? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _________ Do you have any other comments on your work or your performance.

A.S.R.M.T. Objectives S ± Specific M ± Measurable A ± Attainable R ± Realistic T ± Time bound .

T Objectives *See example* Establish 2-3 objectives with your employee and set quarterly follow up dates with them to discuss their progress .M.R. .A.S.

A. .T Objectives Record these dates in your agenda to ensure these meetings are not overlooked.R. Provide your employee with an appointment card outlining their upcoming meetings booked with you.M.S.

A.P.R Example Distribute Blank copies Distribute a completed version .

Questions? .

Thank-you! Completed by: Crystal Childs .

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