Transcript Performance Review A Time to Build Your Team

Focus 2010
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Employees learn about their strengths and
weaknesses
They are active participants in the evaluation
process
Relationship between employee and manager
is taken to an adult to adult level
Employees renew their interest in being part
of the organization
Training needs are identified
Time is devoted to discussing quality of work
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Relationship between employee and manager
becomes more comfortable
Employees feel they are heard and taken
seriously as individuals
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Integral part of helping employee know where
they stand
When fair, accurate and conducted on a
regular basis appraisals can stimulate
employee morale
Improved morale can lead to more efficient
business operations and discourage litigation
CAUTION – when not fair they have the
opposite effect
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Working together to analyze the employee's
performance
As well as identify their place within:
◦ Department
◦ Organization as a whole
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Identify near and long term goals
Strengthen your relationship
Become a team of two adults working to a
common agreed-upon goal
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Open communication
Recognition from manager
Remember people join companies and leave
managers
The difference between an active and passive
job seeker is one bad day
Try and prevent premature turnover
Ongoing conversations which allow each
employee an opportunity to grow in their job
Hopefully, renew employee’s commitment to
the organization
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Treat adults like adults
No need to be paternalistic
They have as much right to their opinions as
you do to yours
Being dictatorial only breeds resentment
Ask questions, it is the only way employees
can benefit from your experience
Watch your language
Your intent should be to relate directly to
them as individuals
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Keep performance log
Prepare employees in advance
Ask them to complete a self evaluation
Do not talk about money when reviewing
performance
Hold all reviews in a private setting
Know how to give criticism without arousing hostility
Know what not to say
Feel that giving reviews is a good use of your time
Feel comfortable
Follow up on areas of concern prior to review
Discuss both what has been done right and what has
been done wrong
Frank
Shelle
Ryan
Lamar
Lamar covered all of my meetings
so I could go to Focus ☺☺☺☺ May 12,2010
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Don’t cut them off
Lean forward
Write what they say
Nod head
Tilt head to one side
Don’t hold neck
Squinting implies you have heard something
negative
Don’t compress lips – keep lips relaxed
Give them time to answer – it shows your interest
and implies they are doing well
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Have fun
When appropriate,
make light of things
Be friendly
Make a joke if
appropriate
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Job description
Copy of prior year performance review
Critical incidents dairy
Completed self-evals
Record of attendance
Example of work, pyxis record, bar code
compliance, PI
List of training available
Manual of policies and rules
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Length of service
Current projects employee is working on
Progress on current projects
Educational and experience background
Date of last promotion or milestone
How they relate with other employees,
patients and families
Level of technical skills
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Should not be something that happens to
them
Requires cooperation and collaboration
Preparation is needed to help them be
objective
Let them know when to expect their review
Give them information to complete and bring
to the meeting
Ask them to come prepared to speak
If they have questions ask them to see you
prior to meeting
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Ours were not lofty the first two years
Hand washing
Gowning
Gloving
Membership to professional organization
Bar code compliance
Pyxis compliance
Following lung protective strategies
Following assess and treat protocols
Complete documentation and billing
Commitment to co workers and core values
Agree with mission and vision of department and
organization
◦ Participation in organizational and department giving
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The Deadly Ds
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Debt
Divorce
Death
Drugs
Drunkenness
Divisiveness
Deceit
How are we going to behave when someone is
facing these?
How would you want to be treated
Does it rain on the just, does it rain on the unjust
or does it just rain. One day you will be rained
on, how do you want to be treated
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Arrange for all calls to be forwarded
Make sure to schedule enough time
Clear your desk
Make temperature level comfortable
Have water available
Put away anything you might fidget with
Have all paperwork available
Provide a comfortable chair
Have nothing between the two of you, i.e.
desk
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What is your true hope for the department
What and how does this one individual
contribute to the strategic plan
How does this one interview move you closer
to that goal
What relationship do you want with this
individual at the end of the interview
Remind them you need them to be the
individuals you hired
“I don’t want you to quit, I want you to start.”
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This should be our main goal
Not humiliation
Not lording over them
Nothing that is anything other than for the
benefit of the person before us
Some times it is a benefit to suggest they find
an employer who would be a better fit
Even then, they are allowed to maintain their
dignity
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Do we really want to inhibit and impede
human progress
Do we really want to destroy self-worth and
diminish morale
Most people never acquire the skills
necessary to make democracy work on a
personal level
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Make sure they know what they are
Link review to critical success factors of the
hospital
Align the organizational and departmental
critical success factors to the individual
employee’s contribution
Ask for their ideas about how to achieve them
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Your technical excellence is expected, how you behave
with our patients and with each other is the stuff that will
make us great
You will be shown the core values of the hospital and the
code of conduct, give examples of how you model these
You will be given a review of High/Middle/ and Low
performance, and will be asked to self assess in each area
We will talk about your individual contributions
See me if you have any issues you need to address prior to
the interview
There will be no way for you to be in the highest
performance band if you are being counseled for tardiness
or absenteeism or if you are not an AARC member
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Set at least 1 hour, if you know the person needs
more time, plan for it
I go over questions given to them prior to
interview
Add peer comments
Allow them time to speak, do not let yourself
become distracted
Ask what their work means to them
I have not had one interview where the person
says, I just come here to do a sh—y job.
Each person has something that keeps them
coming back and it has nothing to do with you or
this performance review!
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The big three
◦ Absenteeism and tardiness
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Tremendous problem for employers
Maintain accurate records
Be consistent and fair
Important for an efficient workplace
◦ Performance deficiencies
 Deal with problems as they arise
◦ Misconduct and rule or policy violations
 Discuss and document immediately – keep in your
recipe box
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Mission
Vision
Core Values
Do you still agree with these and do you think
these are worth fighting for?
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Are you having any problems on the job?
What toll has workplace stress taken on your life?
In what areas do you need additional support?
What things would you like to change personally,
professionally, departmentally?
Tell me about the quality of your work.
Do you read your emails for Employee and
Departmental communications?
Do you know the hospital strategic objectives?
Do you know how we rate in customer
satisfaction?
Are you happy with leadership? Why or why not?
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How do you use your down time, not break time?
Who is our competition, how are they better than us?
Do you routinely check dirty utility rooms
Do you wash your hands every time you enter and
leave a room as well as move from one area of the
body to another?
Do you know your role in a JCAHO survey?
Do you know how to keep our department compliant?
Do you carry drugs in your pocket?
Do you speak respectfully to everyone, every time?
Do you come to work in uniform
Are you happy to work at TCH?
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How can I improve, or how can I be a better
manager for you?
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When I ask a question, I allow them to fully
answer, writing down their answers
Clarify if I don’t understand completely
After they have finished if I can offer help
from experience, only then do I try to be
heard
You must assess as to whether or not they
are in place to receive your counsel
Remind them of things we talked about at
their hiring interview, things they agreed to
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There will always be some interpersonal
problems in a department
Help them understand what is normal and
healthy and what is detrimental
Never discuss another employee unless you
have their permission to use as an example
Teams are dynamic, never stable, cyclic, help
identify where we are
Help them identify how they can improve
team dynamic, commitment to coworkers
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100% participation in
◦ AARC membership
◦ Contributions to organizational and department fund drives
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Fine Arts Fund
United Way
Mini Heart Marathon
Heart to Hand Campaign
American Lund Association
 Fund raising during Respiratory Care Week
 Climb for Air
 Lung Walk
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Talk about time and attendance, make sure they
know the policy, especially about inclement weather
Dress code, review uniform expectations
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Aim for 100% Compliance
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Hand washing, gloving, gowning
Pyxis
Barcode of medication and patient
Two patient identifiers
No food or drinks in patient care areas
Department in a state of JCAHO readiness
Competency assessment
Yearly organizational training
Ask them how they are doing, find out why
they haven’t been compliant
Show Them How They Compare to Peers
Patient Scanning
95.55%
97.62%
100.00%
96.83%
100.00%
100.00%
100.00%
96.00%
100.00%
98.48%
100.00%
99.75%
100.00%
100.00%
90.07%
Compliance Medication Scanning Compliance
97.57%
97.62%
100.00%
100.00%
96.87%
100.00%
100.00%
95.00%
98.97%
98.48%
100.00%
98.00%
100.00%
100.00%
93.62%
Find out why they are not 100%, then find solutions.
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Crucial Conversations
Make sure I have planned the outcome I seek
prior to meeting
When might I expect you will come on board
As a leader I will exert my right to have you
not lead people away from me
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As a group decide what “barometer” we are
going to use to measure each therapist
How do you want to be treated if “God
Forbid…”
Explain what progress looks like to you
How long does it take to grow a human?
Talk plainly about disruptive behaviors
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Acting clinically superior
Using condescending language or tone
Impatient with questions
Reluctance to answer calls
Strong verbal abuse
Strong body language
Non verbal innuendo
Undermining activities
Sabotage
ZERO tolerance
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I will ask, what would you like to accomplish
in the next year
I was shocked once by a response from an
employee who had a daughter who had
committed suicide the year prior to my
coming to TCH and I did not know.
Her response, “I just try to get through the
next 15 minutes...a year, I don’t know.”
That’s enough, this year she will be a great
therapist, I can’t expect more.
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At the time of the interview, I explain that I will
take the information obtained in our interview,
peer reviews, and my own observations and use
those to try to capture the spirit of our meeting
I will record those in the form of a performance
review
We will meet again to go over that review
We will agree on the content
We will both sign the document
We will both keep a copy and a copy will be in
their file in Human Resources
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Use all the collected information to facilitate
writing the review
Plan a time when I will be uninterrupted and can
give my full attention to the process
Make sure all of my comments reflect behaviors
not attitudes
Plan so I am not doing too many at one time, so I
can give each individual the attention they
deserve
Evaluate the person, do not compare to others
Have clear guidelines about performance,
definitions, i.e. leads themselves, emerging
leader, leader under Leadership
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This is usually a pretty brief meeting as the
real work was already done
Take the time needed
I read it to them, so I can catch mistakes and
correct them prior to giving it to them
People will share their review with their
family, make sure to check spelling, etc.
We agree or they clear any misunderstanding
We sign and copies are made and filed
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Care for the Caregiver
Create an environment that nourishes
Have an area where no postings are
permitted, especially where employees
nourish themselves physically
“We are just as precious as those we care for,
only we are not as vulnerable.” Harvey Zarren
MD
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Make sure department is clean and in good
repair – follow Disney
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Employee Recognition
Sunshine Fund
Morale Committee
Employee of the Month
Birthday Board
Clinical Ladder
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Respiratory Care Services
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