employee-performance-evaluations-measuring-employee-performance3248

8/7/2019 employee-performance-evaluations-measuring-employee-performance3248

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Employee Performance

Evaluations

Measuring Employee

Performance


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Performance Appraisal: An

Overview of the Process

The very nature of appraisal systemsputs both employees and supervisorsinto situations that most people find

uncomfortable.Mangers and Supervisors find itdifficult to be candid and constructive

when theyre conducting an appraisalsession that involves negativefeedback.


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Overview of the Process contd

Why, then, should you put in the timeand effort needed to create andimplement this process?

The answer, simply put, is that thebenefits of an effectively structured

and administered performanceappraisal process far outweigh thetime and effort the process requires.


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What can this do for our company?

Motivate employees to improve their jobperformance

Provide an objective- and legallydefensible-basis for key human resourcesdecisions, including pay increases andpromotions

Establish a reasonably uniform set ofperformance standards that are in sync

with company values Confirm that employees possess theskills or attributes needed to successfullyfulfill a particular job


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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 companys success

Give employees who are under-performing the guidance that can lead to

better performance.


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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.


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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.


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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.


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Preparing for the Meeting

Give employees sufficient time toprepare for the session

Allotting sufficient time to conduct aproductive session

Having all documentation readyprior to the meeting including the

physician feedback portion.* Choosing a suitable place (private,quiet, relaxing) for the meeting


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Conducting the session

The appraisal meeting shouldalways be a two-way conversation,not a one-way lecture

Positives should always beemphasized before negatives arediscussed

The emphasis should be always onwhat needs to be done to improve

and not what was done wrong


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Conducting the session

Employees should be encouraged to

comment on any observation managers

share with them.

Managers should know how to explain toemployees the difference between effort

(how hard employees are working) and

quality results (whether the results of those

efforts are contributing significantly to

business objectives).


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Giving negative feedback

The toughest thing for managers to do during the appraisalmeeting will be to talk about performance areas in which theemployee is lacking.

Why candor is important. Managers, who when the needarises, fail to focus on the negative aspects of employee

performance are not only doing the employee a disservicebut can also be harming your company as well. Theemployee cant very well improve if the manager doesntcommunicate the need. Additionally, should it becomenecessary to fire an employee, a managers failure tomention the employees weakness in a performanceappraisal could jeopardize the companys ability to defend

the firing decision.


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The importance of documentation. Managers shouldalways be prepared to back up negative comments withspecific, job related examples. The documentation for theseexamples should be gathered prior to the meeting.

The importance of careful wording. Managers should

be made aware (if theyre not already aware) that how acriticism is worded is every bit as important as what behavioris being described. Remind managers to focus on thebehavior itself and not on the personality quality that mayhave led to the behavior. For example, instead of saying,Youve been irresponsible, describe the event that reflectsthe irresponsibility, as in For the past few weeks, youve

missed these deadlines.


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Encouraging employee feedback.Once managers have issued any piece ofcriticism, employees should be given theopportunity to comment. Managers should

be advised that, given a chance,employees will often admit to theirshortcomings and may even ask for help.

Ending on a positive note. No matterhow negative the feedback may be,performance appraisal meetings shouldend on an reasonably positive note- withsome plan for improvement.


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Preparing for the worst

Theres always a potential in any

performance appraisal meeting that

an employee whose work is being

criticized will be agitated,

confrontational, verbally abusive, and,

in some instances, violent.


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Advice

Within reason, let the employee blow off

steam. Dont respond, comment on, or

challenge the employee while he or she is

agitated or angry. In certain situations, acalm, non-threatening demeanor can

defuse a situation.

Dont fake agreement. The worst thing

you can say in this sort of situation is I can

see why youre upset. It can very well set

the employee off again.


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Advice

When the storm passes, continue the

interview. A lack of response usually ends

most outbursts and the employee quickly

realizes he or she has made a seriousmistake. Accept the apology and move on.

If theres any hint that the employee

might become violent, the manager should

leave the room immediately can call for

help.


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Evaluating our appraisal system

Group exercise:

Yes to all the questions, you canprobably relax. A no answer may

indicate an aspect of your program

that needs to reexamined


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Are all performance criteria job related?

Is the focus on results, as opposed topersonal traits?

Do your employees understand how theprocess works and how appraisals tie intoother aspects of their jobs?

Have managers been adequately trained

to implement the system? Is the program thoroughly understood byemployees?


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Have all relevant employeebehaviors been documented?

Have promises of confidentialitybeen kept?

Are all subsequent HR decisionsconsistent with employee

evaluations? Have you reviewed all elements ofyour program with legal counsel?


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Strengths and Weaknesses

Checklist

Attitude

Contributes to team environment

Learn and adapt CommunicationSkills

Rapport with MDs

Rapport with Staff

General attitude

Problem Solving ability

Responsibility and Accountability

Time Management

Task CompletionWork Quality

Ability to Multi Task

Completes daily task sheet


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Checklist

Medical Assistant

Triage patients according to script

Footcare script

Urinalysis

Blood Pressure

Temperature CheckBilling

Clean and Stock Rooms

Set up for MD

Confirming Appointments

Callbacks

Internal ConsultsComputer Skills

Documentation

MD boxes


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Checklist

Reception Duties

Registering PatientsImplements ScriptsValidating Health CardsChecking forpertinent informationPulling ChartsInvoices

Areas to Improve:____________________________________________________________

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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Checklist

Recommendations:

________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________Completed by:

Date:


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APR PREPARATION 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?________________________________________________________________________________________________________________________________________________________________________________________________________________________


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APR PREPARATION FOR

INTERVIEW FORMWhat are your expectations and priorities for the next year?

________________________________________________________________________________________________________________________________________________________________________________________________________________________

What position would you ultimately like to hold? Do you need information on the jobprofile 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, or any otherconcerns that you would like to discuss?________________________________________________________________________________________________________________________________________________________________________________________________________________________


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S.M.A.R.T. Objectives

S Specific

M Measurable

A Attainable

R Realistic

T Time bound


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S.M.A.R.T Objectives

*See example*

Establish 2-3 objectives with youremployee and set quarterly follow up

dates with them to discuss their

progress .


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S.M.A.R.T Objectives

Record these dates in your agenda to

ensure these meetings are not

overlooked.

Provide your employee with an

appointment card outlining their

upcoming meetings booked with you.


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A.P.R Example

Distribute Blank copies

Distribute a completed version


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Questions?


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Thank-you!

Completed by: Crystal Childs

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employee-performance-evaluations-measuring-employee-performance3248