Leadership & Cadence: Performance Reviews
Sam reports to his station for work following his regularly scheduled three days off. After checking his medical kits, he goes to the mailroom to check his mailbox. One of the envelopes contains a document with a cover sheet titled "Annual Performance Review." Sam briefly scans the document, takes a deep breath, and sighs. He puts the papers back into the envelope and places it on his desk. In four days he will meet with his supervisor to review and evaluate his performance for the last year. His mood becomes more somber and his mindset changes as he begins to mentally review the events of his performance for the last 365 days.
Unfortunately, the above scenario, including Sam's reaction to learning that it is time for his annual performance review, is not uncommon. Performance reviews can be a source of anxiety for managers and employees, in any profession. This anxiety can arise from a variety of factors. For an employee, a performance review may indicate their chances of future growth, a detailed review of their successes, and a review of the areas in which there can be improvement. From a managerial perspective, managers are responsible for providing the employee with the positives and negatives regarding their performance, encouraging potential growth, and maintaining objectivity. There are numerous methods and suggestions regarding performance reviews. The following offers examples of some key elements to consider.
Meeting notification: Avoid a surprise. In the above scenario Sam learned that his performance review would be occurring in less than a week. He learned about this by receiving a piece of mail. If possible, consider contacting your employees in person prior to them receiving the envelope with the paperwork. This will allow you to inform the employee of what to expect for the review process as well as provide any details of what will be involved.
Year-round feedback. Feedback does not need to be withheld until the actual date of the employee's review. Rather, if possible, provide feedback to employees throughout the year. This will help to avoid a scenario where you (as the manager) wait six or eight months for the employee's review to take place. Feedback throughout the year can be formal or informal, depending upon the organization's policy and your leadership/management style. It also minimizes the likelihood that any "surprises" will emerge during the evaluation.
Self-evaluation. Prior to conducting the performance review, consider asking the employee to conduct a self-evaluation. This should include both strengths and weaknesses. By taking this approach, the employee will have an opportunity to explore their own perceptions regarding their performance. It is important to acknowledge that while some employees will relish this, others may be less eager. Employees may also feel that they are too positive while others may fear that they are being excessively humble. Let your employees know that discrepancies can be explored during the meeting and that they should feel comfortable evaluating their own performance.
Schedule a meeting time. When conducting a performance review, make every effort to schedule personal meeting time with each employee that you are going to be reviewing. While it may from time to time be necessary to conduct certain meetings on-the-fly, performance reviews should be planned in advance. In addition, adequate notification should be provided so that both you and the employee can prepare. With this in mind, enough time should be set aside so that the manager and employee can discuss all topics involved in the review. The amount of time to be allocated for each review may vary. Managers are encouraged to consult with any company policies to ensure that meeting times are appropriate. Consider scheduling the first performance review six months after the employee's start date. Going forward, annual reviews may be sufficient.
During the meeting - negative feedback: try to be effective. This can be challenging. If at all possible, provide the employee with specific examples of where performance could be improved upon. When providing the feedback, also try to provide specific examples of what steps the employee can take to improve their performance. For example, if Sam's radio reports to the base hospital are too long, you might offer examples of how Sam can modify his reports. Providing feedback regarding areas of improvement and suggestions on how to improve may help the employee remain optimistic about future successes. In addition, be sure to comment on the employee's positive contributions.
Document. Document. Document. This age-old saying appears yet once again.... Similar to day one of your healthcare training, "if you didn't write it, it didn't happen." Depending on your company's policy/procedures and your management style, you may have been documenting employee interaction and feedback sessions throughout the year. When conducting an annual performance review, it is highly recommended that you document the meeting. If your employer does not have a standard form or document, consider creating one that you can use during the evaluation. Your documentation should be objective and factual. Try to include specific examples when reviewing the employee's performance. Avoid including statements or comments that refer to the employee's race, sex, religion, nationality, a handicap or veteran status.
The specific content of your documentation will vary based on your organization's policy and procedures. As a starting point, consider including the employee's name, the date the review is completed, a rating system, an area for notes or commentaries, an area for improvements, and signature space for both the supervisor and the employee.
Objectives. During the performance review, take the time to carefully review the employee's objectives for the upcoming year. This is important for several reasons. First, creating next year's objectives allows for a "target" that the employee can pursue. Depending on how they are written, objectives provide the manager with an idea of where the employee would like to take their career. This awareness may be critical, especially if the employee is pursuing new levels of responsibility and opportunity.
In addition to reviewing the objectives, managers should try to ensure that the employee's objectives realistically fit the employee's career path and that they are in concert with the organization's goals. It can be frustrating for the employee and manager if objectives are created that are unattainable due to current career path or organizational plans. If it is determined that the goals can be obtained but specific or focused training would be beneficial, these items should be included in the objectives. When the meeting is over, both the manger and the employee should have a thorough understanding of the upcoming objectives.
Annual performance reviews do not need to be stressful events. Successful meetings can offer an opportunity for managers to learn about the employee's professional ambitions. It can also provide a forum for the manager and employee to recap the employee's successes for the year. For employees, performance reviews provide an opportunity for open dialogue with their supervisor regarding future goals and aspirations. It also can provide insight to the employee regarding their overall performance.
Paul Murphy has been involved in the emergency medical services and healthcare for more than a decade. He has held a variety of clinical, administrative, and consultant roles. He has functioned as an EMT, Paramedic, Flight Paramedic, and Critical Care Paramedic. He has worked in a variety of settings, ranging from rural volunteer to paid urban EMS systems. Paul is active in healthcare management and has held management roles at start-up companies as well as a Level II Trauma Center. He is a published author and has spoken at healthcare conferences. Paul has Master's degrees in Computer Resources/Information Management and Healthcare Administration.
