EMPLOYEE EVALUATIONS Increasing efficiency productivity and communications with

EMPLOYEE EVALUATIONS Increasing efficiency, productivity and communications with a review-based pay incentive.

CONS Time consuming Potentially uncomfortable for everyone Challenging Upsetting Perceived bias “One-sided fight” More?

PROS – MANAGER Efficiency and Productivity Development and growth of Dept. and Hospital Helps achieve goals � Individual � Departmental � Hospital Mostly “pressure free” raise system Get feedback on your performance, advance your own effectiveness

PROS – EMPLOYEE Relaxes work environment Removes uncertainty Provides goals for job advancement Pride Guidance towards career goals Provide opinions, suggestions, concerns

CONTINUOUS EVALUATION Never stop assessing employees � From the minute the review is done � Provide “in-the-moment” reviews when you can Write notes � Brief or detailed � Provide specifics – good or bad Keep yearly files or folders for each employee � Digital or Physical There should never be surprises on an annual review

PAINT A PICTURE Create a general overview by providing specific examples � “Your communication to other departments is good. On these two occasions I received compliments from…” � “You sometimes aren’t utilizing your time efficiently, I noticed this morning…” Citing specific examples does three things: � Bolsters your review notes � Takes the personal aspect out of the criticism � Provides specific examples of behaviors Keep track of their progress post-review � If you don’t follow through, they won’t.

MAKE THIS WORTH EVERYONE’S TIME Don’t be afraid to give feedback � Be open and honest � Don’t hide the negatives � Don’t over emphasize the positives Constructive vs. Destructive � Constructive: information-specific, issue-focused, and based on observations. Positive or Negative (negative doesn’t always = bad) � Destructive: Praise or criticism on employee performance based solely on personal opinion, or given without suggestions for improvement.

MAKE THIS WORTH EVERYONE’S TIME Be thorough, honest and specific Avoid halo effect � For either positive or negative End on a positive note (only if possible) � “I really like the way you project our hospital, very professional” � “Your bedside manner is top notch”

TWO-WAY STREET Ask open ended questions Provide a safe atmosphere for opinions: � Beware of non-verbals and body language 90% (depending on study) of communication is non-verbal Tone, tempo, body position, attention, doodling, checking watch, tapping, inflection, etc. Be open to change Listen, don’t just hear.

TWO-WAY STREET Encourage employees to respectfully make suggestions or ask questions throughout year � No one has all the ideas or answers Have them prepare a list of questions regarding their employment, or the hospital � What is your plan for me in this department? � How can I earn a promotion or advance my career? � How do you see my role evolving this year? � How are we going to solve the issues we’ve been having with… Give quality, honest answers to these questions, show the employee they are valued and worth your time. Utilize suggestions that are good, show them you are working at being better too

MOST IMPORTANTLY… Understand reviews can be awkward, difficult and/or uncomfortable for everyone. People fear the unexpected or unknown. Be patient and friendly. Being kind goes a long way to making this process easy.

THE MOST REDUNDANT SLIDE EVER MADE K – K. I. S. S. � You don’t have to provide game changing suggestions to every employee. Some reviews are simple, let them be. I - Info through year � No surprises, suggest changes when change is needed, don’t let bad feelings accumulate, helps avoid halo effect. S – Surprises… No S – Supervisor + Employee = Two way street

HANDLING POSITIVE REVIEWS Don’t (always) put employees on a pedestal Don’t over emphasize a small good to compensate for a big bad Don’t compare employees to others Do tell employees little things that they do are good, sometimes those are the most appreciated Do tell them you have high expectations for their next evaluation

HANDLING NEGATIVE REVIEWS Be calm and confident, YOU did not perform poorly Don’t accuse, cite specific incidents, give explanations Allow them to respectfully give their opinions or account, there may be info you weren’t aware of previously. Show confidence they can improve (if applicable) � “I know this review wasn’t your best, but I have seen how good you can be. ” Give them compliments where they deserve them (compliment sandwich) NO SURPRISES!

EMPLOYEE SELF EVALUATIONS

TIMELINE 3 weeks pre-evaluation � 2 weeks pre-evaluation � Reminder to have self evaluation done no less than 3 days before 2 -3 days before � Provide the employee with a copy of the evaluation sheet, filled out with their personalized goals 1 week before � Notify the employee in person of their review date/time Review self evaluation, note differences, prepare reasoning for differences During the review, reference self evaluation and incorporate into suggestions.

SELF EVALUATION For realistic employees, they tend to be relatively accurate Majority of employees will rate themselves slightly lower than manager does � Several reasons: Hold themselves more accountable, they remember specific instances and hold onto them longer than you They don’t want to seem to arrogant, and avoid perfect scores They genuinely think they are doing that well Some may be

SELF EVALUATION This is only a discussion point, your review is the only relevant one. � Consistent drastic disparity represents a deeper problem: lack of communication NO SURPRISES

THE NEW EVALUATION FORM

CHANGES Format Departmental Goals Individual Goals � More to come Comments for each section � Provides specifics, or talking points to address during the review. This doesn’t have to be a novel, just a reminder. Compliments/Complaints � Patients, visitors, repeated coworker complaints, other managers, etc. Anything specific to this employee. Performance-based pay incentive

INDIVIDUAL GOALS 2 -3 personalized goals, specific to each employee � Challenging Track progress throughout year � Set yet attainable benchmarks if necessary Give updates if you have the relevant data

INDIVIDUAL GOALS Make sure to have perspective of what each employee’s day is like: personal and professional � These goals should be tailored like a suit, each person is different, and everything has to be taken into account Employee is always close to being late, but babysitter doesn’t open until 10 minutes before shift starts. Employee takes a long time to change sheets, but takes extra time to walk patients to next destination.

RAISES How this system works: � Administration decides on what the maximum % raise for each employee could realistically be if everyone got a perfect review. (affordable, reasonable) � Management team assigns ranged review results (meets, exceeds, exceptional) to a raise percentage � Use continuous evaluation notes to accurately assess each employee, and place their score in the proper category. � Disclaimer

LASTLY Have employee sign off on review � This does not indicate they agree, just that they were informed. � They may file any comments or concerns with their supervisor or administration. Do not take this personally, some people do not cope with constructive criticism (an interesting goal for next time around) � Raises are always pending approval by management, they may change due to unforeseen circumstances. File all reviews, notes, self evaluations and other relevant documents in personnel folder Keep a Personnel Folder for every employee

THE LAST SLIDE Continuous reviews throughout the year � No Surprises Be a coach, a mentor and a person � All working for the same end goal Listen, and where applicable, take suggestions Relax, most people know what is coming No Surprises