PERFORMANCE APPRAISAL. Again, a major deficiency in most practices is lack of effective

Transcription

1 PERFORMANCE APPRAISAL It is important for the practice to have a procedure for evaluating job performance on a regular basis. Again, a major deficiency in most practices is lack of effective communication between doctor (owner) and staff (employees). The staff wants to know what the job requirements and expectations are and how they measure up against those requirements and expectations. Without this feedback, most staff (employees) will assume they are doing a good job and that the doctor (owner) is happy with them. Many doctors fail to provide this vital feedback to their employees and instead of moving forward with steady improvement, staff relations tend to deteriorate and the result is often exhibited in high employee turnover. In addition to the high cost involved in replacing and training new staff members, the doctor is often more stressed as a result. Patients also develop negative perceptions about the practice, and the doctor, when they see new faces every time they come into the practice. It is a poor reflection on the doctor when he/she can't maintain a happy, cohesive staff. Remember, patients more often develop relationships with staff members than with the doctor. The performance appraisal should help maintain and improve job satisfaction. It should let the employee know that the doctor is interested in their job progress and personal development. It should also serve as a guide for recognition of areas needing further training and provide a basis for coordinating practice and individual goals and objectives. The performance appraisal will provide an opportunity to discuss job problems or areas of special interest. It should be a time of recognition for exceptional job performance areas and for noting improvements and/or goals accomplished since the last performance appraisal. Employee performance on the job should be monitored and recorded continually. The quality of job performance, abolity to get along with co-workers, willingness to cooperate, ability to lead, attendance, appearance and personal initiative, and much more,

2 are measured and recorded. This record then becomes a permanent part of the employee's personnel file. As an absolute minimum, these appraisal conferences should be held every six months. You will not be discussing pay increases at these conferences. A separate meeting on an annual basis, usually in late January or early February (after previous year P&L numbers have been determined), is necessary to discuss compensation. The "money talk" will be based largely on the summaries of the performance appraisals coupled with the financial results of the prior year. Schedule a time to meet with each staff member. Decide on a time and a place where you will not be interrupted. The conference will take approximately 30 minutes. One week prior to the scheduled meeting, give the employee a copy of the Performance Appraisal Form. Instruct the employee to complete the form and bring it to the conference. You will also complete a form for the employee prior to the conference. At the conference, begin by first reviewing the form completed by the employee. Don't be surprised if the employee has been more critical of her own performance than you have been. This is OK. Discuss her feelings about her job and then share the form that you have completed. From these two completed forms, agree upon 3 areas for improvement, and the actions you and the employee will take to accomplish these positive changes. Agree on a reasonable time period for completion and schedule a follow-up meeting to monitor implementation. Be sure that you provide some positive feedback and encouragement every time you meet with an employee. Find something positive about their job performance and provide praise/appreciation for a job well done. If you can't honestly praise an employee for something well done, that person does not belong in your practice.

3 Remember that you are evaluating a person's job performance and not the person. Consider too, that some shortcoming may be due to your failure to provide training and guidance. Be objective and fair. You will be rating the employee in eight areas: 1. Quality of Work 2. Quantity of Work 3. Ability to Learn New Jobs 4. Job Knowledge 5. Initiative 6. Staff Relations 7. Patient Relations 8. Attendance & Punctuality In each category, you will choose from a series of five statements which rate the employee according to the following scale: 1. Unsatisfactory Performance is inadequate and clearly fails to meet the minimum requirements of the position. 2. Fair Performance meets most requirements. Employee's performance is generally satisfactory; the employee usually requires close supervision and improvement is necessary. 3. Good Performance regularly meets all the requirements. Employee's performance is competent in all respects and the employee requires minimal supervision. 4. Very Good Performance consistently exceeds most requirements. Employee makes valuable contributions to the practice. Performance is marked by initiative and high quality of work. 5. Excellent Performance consistently exceeds all requirements. This rating is reserved only for individuals whose work performance is consistently of an outstanding and superior quality.

4 PERFORMANCE APPRAISAL FORM NAME: POSITION: LIST THE MOST ESSENTIAL JOB RESPONSIBILITIES IN ORDER OF PRIORITY IN THE FOLLOWING EIGHT (8) SECTIONS, CIRCLE THE NUMBER FOR THE RATING DEFINITION THAT BEST DESCRIBES THE JOB PERFORMANCE. QUALITY OF WORK 1. Makes frequent errors; frequently produces work that is not acceptable. 2. Produces work that is passable, although quality needs improvement. 3. Quality of work is good. Makes few mistakes. 4. Work is very neat and accurate. Requires little supervision. 5. Consistently high degree of neatness and accuracy on all work produced. Requires minimum supervision. QUANTITY OF WORK 1. Very slow. Seldom completes assignments in required time. 2. Requires close supervision in order to complete assignment on time. 3. Volume of work is satisfactory. Most assignments are completed on time. 4. Very good producer. Meets schedules on all assignments. Does more than is required. 5. Superior work production record. Frequently completes jobs ahead of schedule. ABILITY TO LEARN NEW JOBS 1. Very slow to absorb new jobs. Poor memory. 2. Requires a great deal of instruction. Has to shown or told numerous times. 3. Average instruction required. 4. Learns rapidly. Retains instructions satisfactorily. 5. Exceptionally fast to learn and adjust to changed conditions.

5 JOB KNOWLEDGE 1. Lacks sufficient understanding of job duties to perform duties effectively. 2. Shows understanding of job but requires help and instruction in some phases of work. 3. Understanding of most job functions is good. Requires minimum supervision. 4. Gas very good knowledge of job functions and performs them well. 5. Thoroughly understands all phases of work. Has complete mastery of duties and caries them out skillfully. INITIATIVE 1. Needs constant prodding. 2. Rarely shows any initiative. 3. Shows initiative occasionally. 4. Very resourceful. 5. Initiative results in frequent savings of time and money. STAFF RELATIONS 1. Poor attitude. Unfriendly and uncooperative in contacts with others. 2. Usually cooperative. May occasionally have problems in this area. 3. Works well with others and takes direction. Cooperative. 4. Is willing to provide assistance. Alert to needs of others. Quick to respond. 5. Goes out of the way to be cooperative and provide assistance. Works exceptionally well with others. PATIENT RELATIONS 1. Frequently rude or blunt. 2. Attitude and behavior not consistently effective. 3. Deals effectively with patients. 4. Consistently very good with patients. Leaves them with a good feeling towards the office. 5. Extremely good in dealing with people. Goes out of the way to be helpful and courteous. ATTENDANCE & PUNCTUALITY 1. Undependable. 2. Often late or absent. 3. Average. 4. Seldom late or absent. 5. Very dependable.

6 ACTION PLAN List three essential items that the employee is performing well: List three essential items in need of improvement: PLAN for employee to achieve results. WHAT: BY WHEN: Employee signature: Date: PLAN for dentist to support employee to achieve results. WHAT: BY WHEN: Follow-up date: Dentist signature: _Date: NOTE: Original to be filed in Employee Personnel File; copy to be given to employee.

7 COMPENSATION REVIEW NAME DATE Salary (twelve months) Matching Social Security (FICA) Unemployment Health/Medical Insurance Group Life and Disability Insurance Pension/Profit Sharing Plan Seminars and C.E. (tuition, travel, meals, lodging) Uniforms Staff Incentive Program (bonus) Professional Dues Paid Holidays Vacation Pay Dental Care (self/family) Other TOTAL PAID FOR YOU Recommendations: Salary Benefits Doctor signature: Employee signature: NOTE: Original to be filed in Employee Personnel File; copy to be given to employee.