Register now or log in to join your professional community.
Thank you for the invitation. This is an interesting question and needs focusing on right angle and factors affecting EES(Evaluation Employees Systems).
The primary goals of a performance evaluation system are to provide an equitable measurement of an employee's contribution to the workforce, produce accurate appraisal documentation to protect both the employee and employer, and obtain a high level of quality and quantity in the work produced.
Performance evaluations, which provide employers with an opportunity to assess their employees’ contributions to the organization, are essential to developing a powerful work team. Yet in some practices, physicians and practice managers put performance evaluations on the back burner, often because of the time involved and the difficulties of critiquing employees with whom they work closely. The benefits of performance evaluations outweigh these challenges, though. When done as part of a performance evaluation system that includes a standard evaluation form, standard performance measures, guidelines for delivering feedback, and disciplinary procedures, performance evaluations can enforce the acceptable boundaries of performance, promote staff recognition and effective communication and motivate individuals to do their best for themselves and the practice.
Employee performance evaluation is a key factor to inspire your employees, improve the quality of work, and keep them motivated. ... A comprehensive employee performance evaluation process often consists of different evaluation methods to help judge an employee's performance
If your employees are not “salespeople,” it's hard to track their performance. What are the most important metrics to look at when evaluating an employee?
So, an employee performance evaluation gives employees who aren't meeting expectations a baseline to learn how to improve in order to be viewed as successful in the future. ... The employee performance evaluation is the tool that provides the measurement for creating a pay-for-performance culture within an organization.
The primary goals of a performance evaluation system are to provide an equitable measurement of an employee’s contribution to the workforce, produce accurate appraisal documentation to protect both the employee and employer, and obtain a high level of quality and quantity in the work produced. To create a performance evaluation system in your practice, follow these five steps:
1. Develop an evaluation form.
2. Identify performance measures.
3. Set guidelines for feedback.
4. Create disciplinary and termination procedures.
5. Set an evaluation schedule.
It is also advisable to run the finished system by your attorney to identify any potential legal problems that should be fixed.
Develop an evaluation form.
Performance evaluations should be conducted fairly, consistently and objectively to protect your employees’ interests and to protect your practice from legal liability. One way to ensure consistency is to use a standard evaluation form for each evaluation. The form you use should focus only on the essential job performance areas. Limiting these areas of focus makes the assessment more meaningful and relevant and allows you and the employee to address the issues that matter most. You don’t need to cover every detail of an employee’s performance in an evaluation.
For most staff positions, the job performance areas that should be included on a performance evaluation form are job knowledge and skills, quality of work, quantity of work, work habits and attitude. In each area, the appraiser should have a range of descriptors to choose from (e.g., far below requirements, below requirements, meets requirements, exceeds requirements, far exceeds requirements). Depending on how specific the descriptors are, it’s often important that the appraiser also have space on the form to provide the reasoning behind his or her rating.
Identify performance measures.
Standard performance measures, which allow you to evaluate an employee’s job performance objectively, can cut down on the amount of time and stress involved in filling out the evaluation form. Although developing these measures can be one of the more time-consuming parts of creating a performance evaluation system, it’s also one of the most powerful.
If you have current job descriptions for each position in your practice, you’ve already taken the first step toward creating standard performance measures, which are essentially specific quantity and quality goals attached to the tasks listed in a job description. A job description alone can serve as a measurement tool during an evaluation if, for example, you’re assessing whether an employee’s skills match the requirements of the position. But standard performance measures take the job description one step further. For example, one task listed in a receptionist’s job description might be entering new and updated patient registrations into the computer. The standard performance measure for that task might be to enter 6 to 12 registrations per day (quantity) with an error rate of less than 2 percent (quality).
Set guidelines for feedback.
Feedback is what performance evaluations are all about. So before you implement your performance evaluation system, make sure that everyone who will be conducting evaluations knows what kind of feedback to give, how to give it and how to get it from the employee in return.
Give balanced feedback. Don’t make the common error of glossing over an employee’s deficiencies and focusing only on his or her strengths. It is by understanding their weaknesses that employees can take ownership of their performance and role in the practice. And when given the support they need to make improvements in these areas, employees learn to take pride in their work and are willing to take on new challenges with confidence.
Outline expectations for improvement. When you address areas where improvement is needed, outline your expectations for improvement and how you intend to help the employee meet them. For example, if an employee is speaking harshly with other employees and does not seem tolerant with patients, give the employee some examples of his or her behavior and offer some suggestions to resolve the problem, such as role-playing sessions or a communication skills/customer-service workshop or seminar. Define the boundaries by letting the employee know what is acceptable and what will not be tolerated, and then establish a plan for monitoring performance and re-evaluating the employee.
Encourage feedback from the employee. After you’ve discussed the results of the evaluation with the employee, encourage him or her to give you some nondefensive feedback. Ask the employee whether he or she agrees with your assessment, and/or invite suggestions for improvement. For example: “You seem to become impatient and short with patients when the physician is running late. Since there are times when running late cannot be avoided, how do you suggest we handle this to avoid such a reaction?” This should lead to an open exchange of information that will allow you and the employee to better understand each other’s perspective.
4. Create disciplinary and termination procedures.
In some cases, even after a thorough performance evaluation and a discussion of expected improvements, an employee will continue to perform poorly. You need to be prepared to handle such a situation by having well-defined, written disciplinary and termination procedures in place. These procedures should outline the actions that will be taken when performance deteriorates – a verbal warning, a written warning if there is no improvement or a recurrence, and termination if the situation is not ultimately resolved.
Verbal warning. This should be given in private, with the behavior or reason for the discipline clearly stated. For example: “I observed you talking disrespectfully to another employee at the front desk. You said she was brain-dead and tossed a chart at her. We will not tolerate disrespect in the work-place. Furthermore, this outburst could be overheard from the reception room. If this occurs again, a report will be written up and placed in your file. Do you understand the importance of this?” After the verbal warning is given, allow the employee to respond, but keep the exchange brief.
Written warning. How you handle the written warning plays a critical role in the success of your disciplinary and termination procedures. This is the time to make it clear to the employee just how serious his or her performance problem is. Unfortunately, many practices fail to do this and/or to follow through with termination if necessary. Once the written warning is mishandled in this way, it no longer has any merit. A standard, written, warning form should include the following:
· A description of the behaviour or problem that includes objective findings,
· The measurable actions and changes expected of the employee,
· The support the employer will provide for improvement,
· A description of what will occur (e.g., unpaid time off or termination) and when (e.g., after one more occurrence or two) if the warning is not heeded,
· The signature of the employee and appraiser and the date of the warning.
· Termination. Explain the reason for the termination but do so briefly and objectively to avoid getting into an elaborate discussion that puts you in a defensive position. Validate the employee as a person, perhaps by giving a positive slant to the employee’s potential in the job market. For example, although an employee might have been a poor file clerk for you because he or she didn’t pay attention to detail, the employee may have a friendly personality that would make him or her a good telephone operator. Also, let the employee know what will become of any accrued vacation or sick leave, pension benefits, etc. Know your state’s laws on these issues. Finally, ask if the employee has any further questions and then assist the employee in retrieving all of his or her belongings and leaving with as much dignity as possible. If you handle termination well, you are less likely to have an employee who wants to “get even” by badmouthing you in the community or seeking legal revenge.
· 5. Set an evaluation schedule.
· Once you’ve built your performance evaluation system – the evaluation form, the performance measures, the feedback guidelines and the disciplinary procedures – you just need to decide when to conduct the performance evaluations. Some practices do all employee evaluations at the same time of year, while others conduct them within 30 days of each employee’s anniversary of employment (the latter may work better since it spreads the work of the evaluations out for employer and employee). However you decide to schedule the evaluations, ensure that each appraiser consistently meets the deadline. Ignoring employees’ overdue evaluations will make them feel devalued and may hurt morale and performance.
· The last analysis· A performance evaluation system should be a key component of your practice structure. When implemented effectively, it ensures fairness and accountability, promotes growth and development and encourages a sense of pride in your employees’ contributions to the practice.
The manager can evaluate the performance of employees in small companies in a fair and professional manner by choosing appropriate evaluation methods, and this depends on the purpose of its use.
THanks for invitation,
Despite of the organization's size, if it is classified small, medium, corporate, or even multinational, I do believe that managers can use "Balanced Scorecard" as a fair and professional tool to evaluate employees' performance.
Through making proper KPIs and evaluating upon those KPIs which have lowest possibility to be analyzed by human judgement.
Evaluating the performances of the employee is a tough task and very essential one. Comparing to the large companies its somehow easy to evaluate your employees in small companies since in small companies you can monitor your every single emplyee.Giving the doable targets to the employee and viewing their efforts for achieving it. flexibility of the staff according to the business requirement also should be considered.
Thank you for the invitation
i think that evaluating the performance of an employee is so easy. if you see the statistics they can tell you how to evaluate a person.I think that for evaluating the performance of an employee should be more than one person not only one in order to have a subjective evaluation not an objective one.
By tracking the achievement of goals at each stage,
and If you are close to your staff you will know the result.
Evaluating employees in small companies is usually much more simple than evaluating employees in large scale businesses. we dont need a complicated score card or multiple evaluation criterieas.
Since in small company`s case the employee`s work duties and target achievments are simple and can be measured easily, we will start evaluating his performance by measuring his achievement level compared to the target and this is the most important part in his evaluation because every employee`s productivity is essental for small companies, then we will have evaluation for the employee from some other key persons in the company as in small businesses, emplyees have to interact with all company`s departments. Moreover, there is an important measuring tool for the emplyee`s productivity in small business`s which is his harmony with the team and his commitment to the companies polices and procedures.
