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Todays outline Delivering an Effective Review

• Introduction
• Definitions
• Guidelines
• Setting and Reviewing Goals
• Handouts and Sample Forms

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Definitions

• Performance Review
• Performance Improvement Plan
• Probationary Period
• Coaching/Counseling

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Performance Review

• The analysis of an employees performance at a
  fixed point in time to determine the degree to
  which stated goals and objectives have been
  accomplished.
• Opportunity to motivate employees
• Opportunity for the employee to improve
  performance
• Protects employers from false claims by former
  employees

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Performance Improvement Plan (PIP)

• A set of explicit goals given to an employee to
  meet.
• Goals are usually given as a result of some
  failure, either dramatic or systemic on the part
  of the employee.
• Can be a pre curser to termination
• Employees are often intimidated by PIPs.

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Probationary Period

• Set period of time during which an employee, new
  to a position, is required to demonstrate fitness
  for the position by actual performance of the
  positions duties.
• Typically required for an original appointment,
  reinstatement, reemployment to a class not
  previously held, promotion, voluntary demotion or
  lateral transfer out of class.

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Probationary Period

• Performance reviews and probationary periods
• Probationary period extensions
• Termination of employment during a probationary
  period

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Coaching/Counseling

• On-going process of helping employees identify
  and overcome the hurdles that prevent them from
  excelling at their jobs.
• Not telling employees what to do identifying
  solutions

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Coaching/Counseling

• Not a formal plan of action or documentation, but
  a discussion.
• Share observations. Compare and contrast
  observations with the employees self-assessment.

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Guidelines

• Performance Review
• Performance Improvement Plan
• Probationary Period
• Coaching/Counseling

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Guidelines Performance Review

• No surprises
• Be consistent and objective
• Give a balanced picture of the employees
  strengths and weaknesses
• Use specific examples of where the employee has
  met, exceeded or fallen short of expectations.

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Guidelines Performance Reviews Cont.

• Let the employee know the areas that need
  improvement. Set objective goals for the employee
  to meet.
• Where an employees performance is substantially
  below par, set a date to meet again to review the
  progress.
• If the employees failure to improve may lead to
  disciplinary measures or discharge, state this
  clearly in the evaluation

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Guidelines Performance Reviews Cont.

• Leave space on the form for the employee to
  comment on the evaluation and to acknowledge
  receiving a copy of it.
• Use the sandwich approach if you are concerned
  with confronting the employee.

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Guidelines Performance Reviews Cont.

• Focus on workplace performance, not personality
• Tell it like it is
• Be sure the merit raise fits the performance.
  Giving generous increases or promotions to poor
  or mediocre performers means you dont take the
  criticisms in your evaluation report seriously,
  so why should the employee?
• Likewise, dont give glowing praise in report
  after report to make the employee feel good and
  then fire them for a single infraction. That
  strikes most people as unfair.

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Guidelines Performance Improvement Plans

• State performance to be improved be specific and
  cite examples
• State the level of work performance expectation
  and that it must be performed on a consistent
  basis.
• Identify and specify the support and resources
  you will provide to assist the employee.

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Guidelines Performance Improvement Plans

• Communicate your plan for providing feedback to
  the employee. Specify meeting times, with whom
  and how often. Specify the measurements you will
  consider in evaluating progress. Be sure these
  are reasonable and attainable.
• Specify possible consequences if performance
  standards are not met.
• This is not an employee Warning Notice.

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Guidelines Probationary Period

• Evaluation of performance at conclusion of
  probationary period
• Extension of probationary period if performance
  is below expectations
• Termination of employment during a probationary
  period

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Guidelines Probationary Period Cont.

• Employment At Will
• Race, Color, Religion and National Origin
• Age, Gender, Pregnancy, Sexual Orientation and
  Gender Identity
• Sexual Harassment
• Disability
• Lie detector
• Alien Status
• Safety or Health Conditions
• Breach of Contract
• Good Faith and Fair Dealing
• Public Policy

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Guidelines Coaching/Counseling

• Prepare to talk to the employee. Think about the
  message you want to send.
• List the job behaviors and competencies that are
  most important to the position. Compare the
  observed behavior of the employee with ideal
  behaviors.
• Invite the employee to provide a self-assessment
  as a means of initiating a coaching session.

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Guidelines Coaching/Counseling Cont.

• Share the observation with the employee. Compare
  and contrast observations with the employees
  self-assessment.
• Ask questions about what could be changed or
  modified so the ideal performance standards are
  reached.
• Develop a course of action to obtain the
  preferred behavior. Coach the employee to choose
  the direction that leads to positive change.

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Guidelines Coaching/Counseling Cont.

• Make observations and note what works and what
  does not as the employee strives to make changes.
  Summarize observations to the employee and verify
  that there is understanding of what was observed.
  Provide immediate feedback.
• Set a time and place for future coaching
  sessions, if needed.

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Guidelines Coaching/Counseling Cont.

• Close each coaching session on a positive note.
• Make a few informal notes on the session for
  reference during future coaching session or for
  future disciplinary action, if necessary.

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Setting and Reviewing Goals and Expectations
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Creating S.M.A.R.T. Goals

• Specific A specific goal has a much greater
  chance of being accomplished than a general goal.
  Answer Who, What, Where, When, Which and Why?
• Measurable When you measure progress, you stay
  on track, reach target dates and experience
  satisfaction of achievement toward your goal.
• Attainable You can attain most any goal when
  you plan your steps wisely and establish a time
  frame that allows you to carry out those steps.
• Realistic A goal must represent an objective
  toward which you are both willing and able to
  work.
• Timely or Tangible A goal should be grounded
  within a timeframe.

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Cascading Practice Goals

• Share strategic objectives with all employees
  throughout the practice clinical quality,
  patient volume, patient satisfaction, AR, supply
  cost savings, etc.
• Each employee in the practice should be assigned
  specific goals that support the practices
  strategic objective.

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Cascading Practice Goals Cont.

• Employees must understand the activities they are
  expected to perform, how their performance will
  be measured, and how their performance will help
  the practice achieve its high-level targets.
• Each goal needs to be weighted so that all
  employees know where to concentrate their
  efforts.

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Handouts - Sample Forms
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Summary Delivering an Effective Review

• Managing Performance
• Coaching/Counseling
• Preparation - Handouts and Sample Forms

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Thank you..