Use performance evaluations to boost morale, open lines of communication, and bring out the best in your employees

A job performance evaluation is a valuable tool for both employer and employee to assess and improve the job description, individual performance, goals, and achievements. Evaluations are helpful in identifying five key factors:

1. Job satisfaction—Is the employee happy in her position? Does the job satisfy the employee’s career goals?
2. Abilities—Is the employee performing to the best of her ability? Are improvements possible?
3. Job description—Does the job description accurately describe the day-to-day duties of the position? Is the employee expected or doing more than the job description suggests?
4. Training—Has the level of training been sufficient to aid the employee in completing tasks required?
5. Self-evaluation—Does the employee have suggestions on how to improve her position?

Finding answers to these questions will assist the employer in truly managing the employee and ensuring that the employee understands his or her duties.

A Job Worth Doing

The benefits evaluations bring to the employer are multifaceted. They serve to identify and correct substandard performances and recognize outstanding achievements. Evaluations ensure communication with the employee on what duties and standards are expected. And, while not always automatic, annual evaluations allow the employer to determine whether a merit raise or salary increase is indicated.

Employee evaluations are two-fold—personal and performance. An employee may be a wonderful person who is caring and outgoing, an individual whom everyone likes, but one who does not fulfill the requirements of the job. Some employees may excel on the personal side and fail on the performance side. A comprehensive evaluation should take both aspects into consideration.

Employers must assess their staff with regularity by having an evaluation procedure. For example, new staff can be evaluated after 30 days and again after 90 days, and regular staff after specific training or job duty changes. It is a business sin to not evaluate all employees on anniversary dates. Annual evaluations are valued by employees.

Here are some tips to excel at evaluations:

• Make the evaluation process a priority. Do not delay it. These actions tell employees they are not valued.
• If possible, give employees an evalution form for self-evaluation. This helps clarify any glaring discrepancies on issues where employers and employees may differ.
• Avoid disruptions during the evalution, such as phone calls.
• Have the evaluation at the end of the workday.
• Always conduct the evaluation in the office, never during lunch or dinner, or in a public setting.
• Never perform group evaluations.
• Avoid giving the employee a grade or numerical rating.

Assume the Position

All of us have strengths and weaknesses, and therefore perform our best in positions that highlight our skills and talents. One employee may be a whiz at numbers and details but detest social interaction, while another makes simple mathematical mistakes, but can calm a distraught patient. It is clear which individual to place at the front desk and in the insurance department.

Personal evaluations. When assessing your employees, ask the following questions:

• Are they dependable?
• Are they emotionally stable?
• Do they bring their problems to work? (Consider their home life and work ethics.)
• Do they pay attention to their personal appearance?
• Do they work well with their collegues?
• Are they well trained or have special talents to offer? (Experience and training usually indicate that they have made a vocational choice. These individuals are loyal and dedicated.)
• Are they articulate and do they communicate well? (Never underestimate the importance of a well-spoken staff. A polished and professional staff increases patient compliance.)
• Do they take responsibility for errors as well as accomplishments?

Employees who are self-starters and need little supervision “own” their positions. These individuals accept challenges, adapt well to change, and are the most efficient employees. They are also role models for other employees and make great office managers.

When an employee scores high personal marks but performance scores are not as high as required to perform the job duties, training or a reassignment of duties may be the answer.

Performance evaluations. An evaluation procedure that realistically captures an employee’s performance should include goals and objectives from the job description. Failure to have written job descriptions will make the evaluation process nearly impossible.

While many offices cross-train employees for multiple tasks and to work in various capacities, the evaluation process must follow standard protocol. A front desk receptionist who occasionally aids the back office in performing therapy cannot be judged by the same benchmark as the full-time, back office CA for such procedures. Likewise, the back office CA who helps the insurance clerk with follow-up on insurance claims should not be held responsible for the insurance filing. All employees should have their own special department or responsibilities. Although everyone may know how to turn on the hydrocollators, only one employee should be responsible for that action on a daily basis.

Before an employee comes in for an evaluation, review the job description.

• What are the objectives of the position?
• What role does the position play in the entire operation?

Always observe employees in their work environment prior to holding the evaluation. Since most employees react differently when they know they are under observation, plan the visual observation without prior employee knowledge. Areas to observe are:

• work station cleanliness or clutter;
• quantity and quality of production;
• timeliness to duties;
• attention to details;
• coordination and interaction with other employees and patients;
• adherence to rules and procedures;
• enthusiasm and knowledge;
• control and skill in performance; and
• respect for the equipment and tools.

After an onsite evaluation, review all achievements and reprimands from the personnel folder. Review all goals established during previous evaluations and determine whether they have been met.

Open Door Policy

Finally, sit down with the employee and have a frank, honest discussion of the findings. Never make personal comments or use a condescending tone. If the employee has done a self-evaluation form, start with the points that the employee has raised. Be willing to offer suggestions and possible training opportunities if the employee has rated a poor performance. Establish a goal for improving unsatisfactory performance. Discuss the goals—how to achieve them, the means in which they will be measured, and a reasonable timeframe to accomplish them. Schedule another evaluation at the end of that timeframe.

The evaluation process is also a crucial tool to developing a strong employer-employee relationship. Employees crave structure and discipline and look forward to rewards and reviews. A well-organized, constructive evaluation will help employees strive to achieve goals and assure employers of an efficient, well-trained staff. When evaluations are done in a setting of trust and openness, everyone benefits. If done fairly and consistently, employees view the procedure as a means to improve performance and for recognition of a job well done.

Ces Soyring, CA, is cofounder of the National Academy of Chiropractic Assistants (www.naca-online.com) and a chiropractic consultant. She can be reached at: 888-218-7757 or via email: naca_csoyring@yahoo.com.