Appraising Employee Performance - Amazon S3 · preparing for performance appraisal • Employees...

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Appraising Employee Performance

Your FacultyYour Faculty

Medical Laboratory Director InCyte Pathology

David Hoak, M.D.

AcknowledgementsGary Gemar, MS,MT(ASCP)

Kelcey Hendrickson

Click NEXT to continue

Kelcey Hendrickson, CGSp(ASCP)cm,HemSp(ASCP)cm,MLT(ASCP)cm

Jean Marie Dillon, MA, CFPʀVP Human Resources & Development

American Society for Clinical PathologyFor their contributions

Introduction

Motivating and managing the work of others in pursuit of organizational goals

• clearly communicating yourclearly communicating your expectations

• coaching individuals to improve skills and performance

• evaluating performance through an annual or semi-annual appraisal

A positive experience requires a basic understanding of the performance


A positive experience requires a basic understanding of the performance appraisal process as well communicating with and preparing your employees.

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PerformanceDevelopment Cycle

INTRODUCTION

Appraise

Determine common lab performance requirements, prepare your staff for the appraisal process, and conduct the appraisal using best practices while avoiding bias.


Why do them?

• Build relationships with team

Performance Appraisals

INTRODUCTION

• Motivate team members to succeed

• Maintain or improve current performance

• Impact future performance

• Document behavior

• Opportunity for staff to give feedback

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How do supervisors feel about them?

• I am somewhat nervous when conducting employee performance appraisals


INTRODUCTION

• There is not enough time or information to do a good review

• The appraisal is my chance to share with them my praise or criticism that I have kept track of in my head

• I prepare for performance appraisals shortly b f th dbefore they are due

• My reviews are subjective and not based on any concrete data

How do personnel feel about them?

• Each supervisor/manager rates his/her staff differently


INTRODUCTION

y

• I feel a rating of “Satisfactory” or “Meets Expectations” is like getting a “C” grade

• I feel like I am only rated on what has recently happened

• I am fearful that there will be surprises and I will be caught off guard

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Upon completing this course you will be able to:

• Identify common Lab performance appraisal requirements

• Describe the performance appraisal life cycle

Learning Objectives INTRODUCTION

• Describe the performance appraisal life cycle

• Discuss how you and your employees can prepare for the performance appraisal

• Identify the components of a typical Lab performance assessment form

• Discuss how to avoid perceptual distortions and errors when conducting assessment

C d t f i l i b t ti• Conduct a performance appraisal using best practices

Matt works in a busy anatomic pathology laboratory. He is a seasoned cytotechnologist with 8 years of experience

Scenario INTRODUCTION

cytotechnologist with 8 years of experience. His efficiency is near the top of the department and his abnormal rate is in the expected range.

Matt’s supervisor, Jim, would like him to work on the following:

• improve his ability to work as a team player


• mentor newer techs to be more efficient without losing quality

• communicate more effectively with his team in a positive manner

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Scenario

Thanks! I have been working hard to make sure that cases are done in an efficient manner without

sacrificing quality. I just don’t see how I have the time to train new people.

PREPARATION

Matt, I would like to thank you for your significant contribution to the efficiency of the department. Your hard work has kept the department above it’s goal for the daily turn-around-time. Now we need to focus on you passing on your great work habits to the newer

members of our lab.


Scenario

That makes sense I guess, but, I really don’t feel prepared. I know we have a new staff member

starting next week. Do you have any suggestions to prepare me for working with her?

INTRODUCTION

I know we haven’t discussed this before, but, I really feel like this is an area you need to work on. Your communication skills and relationship with

your team are important to ensuring that your team can continue to meet our TAT requirements.


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When regular feedback is not established

• Performance appraisal process

Preparing for Performance Appraisals

PREPARATION

• Performance appraisal process becomes stressful for everyone

• Employees are unsure of their supervisors’ expectations or their progress

• Reviews become one sided and employees do not feel the supervisor has their best interest in mind

Why regular meetings are important?

• Expectations are set way in advance

Benefits of Regular Feedback

PREPARATION

• Expectations are set way in advance and discussed regularly; they become more clearly established

• Performance measures are more clearly communicated

• Employees feel more confident knowing their supervisors are interested in their progressp g

• Supervisors feel more confident about progress towards their overall goals

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Benefits of Regular Feedback

Discussions about issues should take place prior to the performance appraisal process. Schedule regular check-ins with employees.

PREPARATION

Regular feedback results in

• Better performance appraisal experience

• Issues are addressed sooner rather than later

• Supervisors and employees can voice concerns and ask questions

• Employees become more comfortable meeting with the supervisor

Coaching sessions give the supervisor smaller snapshots of the employees performance. It also provides the employee with a sense of security.

PREPARATIONBenefits of Regular Feedback

Regular feedback results in

• Supervisors are more informed about employee performance when preparing for performance appraisal

• Employees feel more secure going into the performance appraisal because they know what to expect

• Employee adjusts performance basedEmployee adjusts performance based on consistent reminders of expectations

• Employees have more success making smaller adjustments rather than trying to make big moves

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PERFORMANCE APPRAISALS

Performance AppraisalComponents

Based on prior

expectations


p

Summarize and validate

prior conversations

Highlight hi t

Specify ways to improve

Agree on future goals

that are S.M.A.R.T.


achievements

Discuss areas for

improvement

to improve performance


• Typically completed twice per year for new

PERFORMANCE APPRAISALSEffective Appraisals

employees and annually there after

• Examine employee performance over a 6 month and 1 year cycle

• Supervisor and employee meet in person and event is documented

• 60-minute conversation

• Supervisor and employee typically sign and p p y yp y gdate the form

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• Document is placed in the personnel file

P id t t b

Effective Appraisals PERFORMANCE APPRAISALS

• Provide a copy to team member

• Justifiable should a demotion or termination be challenged

• Liabilities for bad documentation exist

You should:• Remind your team of expectations by

providing an agreement about specific d l

Best Practices PERFORMANCE APPRAISALS

measures and goals

• Generate content including work samples, notes and recollections of performance for the entire year

• Formulate a tentative appraisal

• Set it aside and review it a day prior to the performance appraisal


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You should:• Be prepared to have a dialog with your

employees about their performance

Best Practices DOCUMENTATION

• Document your ratings when employees have performed at a Superior or More than Satisfactory level

• Document specific areas where improvement is needed or unsatisfactory


Expectations of the Employee • Ask employees to write a tentative self-

appraisal that includes specifics about

Best Practices DOCUMENTATION

performance

• List areas of accomplishments including Superior or More than Satisfactory ratings with examples

• List areas for improvement with examples


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Major Task Accomplishment Impact Obstacles

Accurately perform microscopic screening to

Screen 72 slides/day in an8 hour shift

Surpassed minimum workload requirements by

Difficult cases could slow down screening productivity

Documentation

microscopic screening to diagnose gynecological and non-gynecological specimens

8 hour shift workload requirements by 5%

down screening productivity

Participate in Quality Assurance Programs

(GYN) – 98% accuracy for all diagnoses every 6 months(Non-GYN) – 94% accuracy for all specimen types every 6 months

Reduced number of false negative slides by 1% from previous 6 months

Variation in diagnosis by multiple reviewers

Trains other Trains new Reduced time spent Cytotechnologist does not Cytotechnologists on entering patient information and diagnosis into computer system

Cytotechnologists to successfully enter data and microscopic descriptions with an accuracy rate of 99.95% at a rate of 9/hour in 6 months

entering information in computer system by 10% from pervious 6 months

y guse the macroscopic diagnostic short cut descriptions appropriately to enter diagnoses


Expectations of the Employee • Provide employees with a blank evaluation form

• Employees are more prepared to discuss

DOCUMENTATIONBest Practices

p y p pspecifics creating a more meaningful experience

• Helps fill in details needed for a score that is above or below in the prior appraisal


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Scenario

Mary has her annual evaluation with several of her team members in the next month The best way to prepare for it is:

Multiple Choice PERFORMANCE APPRAISALS

a. Wait until the last minute and write the evaluations up an hour before they are scheduled.

b. Have each employee fill out his or her own evaluation and just sign off on it.

c. Carefully begin gather data on each employees performance in the last year-including expectations on performance and a list of issues that she have been meaning to discuss with them.

month. The best way to prepare for it is:

Click HERE to the 4 Keys Menu

d. Pull out data from her quarterly coaching sessions to refresh herself on issues that she has discussed with them in the past.

Scenario MEASURING PERFORMANCE

I gave you a 4 out of 5 in the category of quality assurance. I am pleased with your

initial progress in reducing your team’s errors over the last two quarters, but feel there is

Thanks Jim. The checklists we have implemented have helped reduce the error rates by 5%. It sounds like you have some additional ideas to decrease the error rates further, can we

discuss your ideas?

over the last two quarters, but feel there is room for further improvement.


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I been looking at specimen tracking software and if we implement the product, I believe we can reduce the error rate to less that 1% for all samples processed. I want you to work

Scenario MEASURING PERFORMANCE

with the vendor, IT staff and me to determine if we can achieve this reduced error rate.

That sounds like a S.M.A.R.T. goal and an opportunity for me to get more experience working with vendors and IT. We can add


that to my list of outcomes for the next 6 months.

• diagnostic ability

• pathology and business

• judgment

• problem-solving

Performance Measures

MEASURING PERFORMANCE

Typical performance measures include

p gyknowledge

• performance of job duties

• productivity

• adaptability

p g

• customer service

• accountability/ethics

• cross-cultural sensitivity

• professional development


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Performance Measures

MEASURING PERFORMANCE

Professionalism•follows standards of conduct

•safety and compliance•work ethic

End‐of‐period Outcomes •accomplishments•impacts•cost or time savings

Manner of performance •timeliness•quantity of work•quality of work

•respects diversity and authority

•attendance

g•degree of “customer” satisfaction

q y•reliability•positive relationships with coworkers


• Job Duties

• Ability to perform all of the duties expected measured against a data-driven standard

Rating Performance MEASURING PERFORMANCE

g

• Professionalism

• Attendance to meetings

• Provide leadership

• Employee Responsibilities

• Safety, Attendance, Compliance, Continuing y, , p , gEducation


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Typical Rating Scale

5 Superior = Work performance is


5. Superior Work performance is consistently superior to standards for the job

4. More than Satisfactory = Work performance is consistently above the standard performance for the position

3. Satisfactory = Meets standards

2. Improvement Needed = Does not consistently meet standard

1. Unsatisfactory = Inadequate and inferior to standards of performance


If this is “Satisfactory”… What is “Superior” or “More Then Satisfactory”?

• In all categories where has the employee gone


In all categories, where has the employee gone above and beyond his or her job description?

Efficiency/Productivity

• Where are they compared to the lab standard? This should be hard data collected over time, not comparisons to other employees.

• Work with the employee to document specific instances


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Mark is Histology technologist who has worked a private clinic for 3 years as a Histology technician but only 1 year as an technologist. Ellen has supervised

LEARNING ACTIVITY

Measuring Performance

Mark for 9 months after he switched from a evening schedule to a day schedule. She has met with Mark quarterly to discuss his performance on the job. Ellen reviews her notes of his performance over the last nine months.

Select the next to view notes about John’s performance.


What overall in-progress rating should Ellen provide Mark? 5 4 3 2 1

Explain your answerMark is a “solid performer”. He is always on time to work and dresses in a professional manner.

LEARNING ACTIVITY


pHe consistently meets performance expectations; and has surpassed expectations a couple of times when performing diagnostic tests and procedures.

His work can be described as good quality in all significant areas of responsibility. He has the neatest handwriting of any of the staff. All his reports and documentation are easy to read. He is supportive and responsive to customers; has applied basic C.A.R.E. standards. His overall performance is in line with his peer group with the exception of his neat handwriting. He completed one formal training course this year on Animal safet

<Click here to enter your response>

Animal safety.

Submit

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Jane is a Cytology Technologist. Jane as worked at the hospital for 1 year. Martin hired Jane and have supervised her for all 12 months. He has

LEARNING ACTIVITY


met with Jane quarterly to discuss her performance on the job.

Select the next button to view notes about Jane’s performance.


What overall in-progress rating should Martin provide Jane? 5 4 3 2 1

Why?

Jane started out somewhat slower then her peers but mastered her job skills quickly (3-4 months). She has learned to implement the more technical

d ( i lid ith ffi i i

LEARNING ACTIVITY


<Click here to enter your response>

procedures (scanning slides with efficiency, using the automatic scanners) and doesn’t complain when she has to pick up extra cases. Jane comes to work generally on time, however, she has been late to work 6-times due to the fact one or more of her three kids had the flu.

Her work can be described as consistently excellent quality in all significant areas of responsibility. She is supportive and responsive to requests from her Supervisor (she has taken on many data entry projects for the department). She has enthusiastically applied basic C.A.R.E. standards.

Submit

y ppShe is one of the better performers on her peer team. She has participated in on-the-job training as needed and appears to have a natural talent for learning things quickly.

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COMMON ERRORS

Matt, you are a great worker, but I really wish you could be as efficient at responding to department

inquiries as Mary is. She gets out twice the amount of work that you do in the same amount

of time.

Why are you always comparing me to someone else? I work really hard and you don’t

appreciate me. Brian does less work than me and you never talk to him.

Scenario


Contrast Effect

First Impression

ErrorStereotyping

Select each button on the diagram to review a description and questions to assess potential performance gaps in

each area.

Common Errors

Common Appraisal

Errors

Halo/Horns Effect

Similar-to-Attribution

Recency Effect

me Effect

Central tendency

Negative and

Positive Skew

Bias


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Tendency to evaluate an employee in comparison with other employees rather than against the standards/ performance expectations of the position.

Contrast Effect COMMON ERRORS

Click HERE to return to previous menu

Tendency to make an initial positive or negative judgment of an employee and allow that first impression to color or distort later information

COMMON ERRORSFirst Impressions


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Inappropriate generalizations from one aspect of an individual’s performance to all areas of that person’s performance

COMMON ERRORSHorn or Halo Effect


Tendency of managers to rate people who resemble themselves more highly than they rate others.

COMMON ERRORSSimilar to Me Effect


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The inclination to rate people in the middle of the scale even when their performance clearly warrants a substantially higher or lower rating.

COMMON ERRORSCentral Tendency


The opposite of central tendency, this is the rating of all individuals as higher or lower than their performance actually warrants.

COMMON ERRORS

Negative andPositive Skew


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The tendency to attribute performance failing to factors under the control of the individual and performance successes to external causes.

COMMON ERRORSAttribution Bias


The tendency of minor recent events to have more influence on the performance rating than major events of many months ago.

COMMON ERRORSRecency Effect


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The tendency to generalize across groups and ignore individual differences.

COMMON ERRORSStereotyping


COMMON ERRORSMultiple Choice

Scenario

It is time for June’s annual evaluation. Ellen knows in this past year June has gone through some tough times- a divorce and both of her parents passed away. Ellen just went through a similar situation so she should:

a. Give her a break. Ellen knows her performance has been suffering but she know what she is going through

b. Evaluate her on the same data scale that she evaluates everyone else on

c. Evaluate her on the data scale as she evaluates everyone else on and offer support and mentorship to get through it

went through a similar situation, so she should:


d. Put off her evaluation until her feels better

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MEETING WITH THE EMPLOYEEBest Practices

Say Thanks

Thank employees for their service and contribution to the team

Relax

The performance review is an opportunity to develop their potential

Explain

Exchange assessments. Provide concrete examples of performance and specific documentation of behaviors.

Cooperate

Be open to differences of opinion and reconcile differences where possible

Best Practices MEETING WITH THE EMPLOYEE

Create a Performance Plan

Identify and plan opportunities for f t d l tfuture development

Listen

Give employees a chance to determine ways they can improve and specific measures

Agree and Document

Document your agreement and allow for feedback

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Multiple Choice MEETING WITH THE EMPLOYEE

Scenario

Amy has left the her supervisor Julie’s office in tears following her annual review. She thinks she was unfairly rated. She was never made aware of many things that were brought up as performance issues, nor was she given the chance to

What should Julie do?

a. Sign off and turn in the review; she will get over it.

b. Do not change anything on her review, but, give her a few days to think about it and reschedule a time to talk more.

c Let her write her own review Julie brought up many issues that she should

that were brought up as performance issues, nor was she given the chance to address them.


c. Let her write her own review. Julie brought up many issues that she should have talked to her about before but never had the chance until now.

d. Review the evaluation together, being open to possible changes if merited by documentation.

CONCLUSION

“Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.”- Ralph Marston¹

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1‐Marston R. Brainy Quote web site. http://www.brainyquote.com/quotes/quotes/r/ralphmarst125719.html. Accessed May 15, 2013.

Reference

You have successful completed the online learning course:

Appraising Employee Performance

CONCLUSIONCompletion Requirements

Credit is awarded upon successful completion of the post-test.Access the post-test by exiting the course and returning to the course content page.

Click the link Post-Test to take the exam. You must score 80% in three attempts for credit to be awarded.

Interested in applying these best practices on the job? You can download LMU Educational Tools and Resources from your Learning Plan in LMUyour Learning Plan in LMU.

Please join the discussion in the Lab Management University online communities of practice. The more you participate and share, the more everyone can benefit including you and your team.


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