5712 Performance management

Taking Constructive Criticism

• Listen carefully to others, don't interrupt, and focus on understanding their perspective.
• Express gratitude towards the person providing feedback, e.g., "I really appreciate you taking the time to talk about this with me."
• Ask questions to break down the feedback and clarify any concerns.

Performance Management

• Embrace feedback and learn from it, even if it's difficult to do well.
• Be humble and gracious, especially when new staff members join or when you're the leader.
• Always be open to learning new things.
• The job of the manager is to supervise the process and review the self-evaluation with the team member.

360 Evaluations

• Involve a written list of questions, often focusing on strengths, opportunities for development, and relationship dynamics.
• Completed anonymously by the team on one another.

Criticism vs Feedback

• Criticism focuses on what we don't want, while feedback focuses on what we do want.
• Criticism focuses on the past, while feedback focuses on the future.
• Criticism focuses on weaknesses, while feedback focuses on building up strengths.
• Criticism deflates, while feedback inspires.

Handling Constructive Criticism

• Stop your first reaction and stay calm.
• Remember the benefits of getting feedback, including improving skills, work product, and relationships.

Performance Review Cycle

• Coaching and training: informal on-the-job, formal courses, seminars, and conferences.
• Performance review: a formal structured discussion, reflecting on achievements, discussing areas of improvement, and setting goals for the future.

Performance Management Challenges

• For supervisors/employers: setting clear and realistic expectations, measuring performance objectively, providing timely and constructive feedback, addressing performance issues, and managing employee engagement.
• For workers/employees: unclear expectations, subjective evaluation criteria, lack of feedback, difficulty in addressing performance issues, limited opportunities for development, perception of unfairness, work-life balance, and career growth and recognition.

Review Types

• Traditional reviews: typically utilize a rating system based on technical and professional skills, reviewed in a one-on-one conversation.
• Employee self-evaluations: place the employee in the driver's seat, encourage self-accountability, and assess personal goals.

Performance Management

• Ongoing, regular, and open discussions between employees and managers to discuss progress, goals, and areas for improvement.
• Informal real-time on-the-job check-ins and formal meetings to discuss performance.

Performance Review Cycle

1. Plan

• Setting of performance goals and expectations.
• Collaborative goal setting between managers and employees to define clear, achievable, and measurable goals (SMART Goals).
• Aligning individual goals with the organization's objectives.

2. Monitor & Measure

• Observing, recording, and reporting progress towards set goals.
• Regular check-ins to report progress and provide data for the final review.

3. Coaching & Training

• Informal on-the-job training and formal courses, seminars, and conferences.
• Strengthens individual and business capabilities.

4. Performance Review

• Formal structured discussion reflecting on achievements, discussing areas of improvement, and setting goals for the future.

Common Performance Management Challenges

• For supervisors/employers: setting clear expectations, measuring performance objectively, providing timely feedback, addressing performance issues, and maintaining consistency.
• For employees: unclear expectations, subjective evaluation criteria, lack of feedback, limited opportunities for development, and perception of unfairness.

Performance Review Types

• Traditional reviews: utilizing a rating system based on technical and professional skills.
• Employee self-evaluations: encouraging self-accountability and personal goal assessment.

The Importance of Feedback

• Criticism focuses on what we don't want, the past, and weaknesses.
• Feedback focuses on what we do want, the future, and building up strengths.
• Feedback inspires and helps improve skills, work product, and relationships.

Handling Constructive Criticism

• Stop and think before reacting.
• Remember the benefits of feedback, including improving skills and relationships.
• Use a six-step process to handle constructive criticism with tact and grace.

Employers & Staff Competency

• All staff should be able to complete work within most areas of the clinic
• Adequate teaching is vital to staff success
• Guidelines for time frames to achieve competencies are a good idea
• Staff need to be responsible for their actions and should be motivated to do better
• Healthcare workers have to be LIFELONG LEARNERS

Lifelong Learner Attributes

• Read daily
• Attend CPD courses
• Seek growth opportunities
• Take care of themselves and their bodies
• Have diverse passions
• Love making progress
• Challenge themselves with specific goals
• Embrace change
• Believe it’s never too late to start
• Attitude is contagious – constantly wants to do better
• Leave comfort zone
• Never settle – always keen to learn more about anything

Performance Management

• Promote and improve employee effectiveness
• Continuous process where managers and employees work together to plan, monitor, and review an employee's work objectives or goals and their overall contribution to the organisation
• Better definition: Cooperative process between employees and employers focused on setting goals, providing feedback, and fostering growth to enhance individual and organisational success, prioritising mutual respect and development

Performance Review Cycle

• Plan: Setting of performance goals & expectations, collaborative goal setting, SMART Goals, and aligning goals with organisation's objectives
• Monitor & Measure: Observing, recording & reporting progress towards the set goals, regular check-ins, and "data" for the final review in the cycle and goals going forward
• Feedback: Ongoing, regular & open, discussing progress, goals, and areas for improvement
• Coaching & Training: Informal on-the-job, formal courses, seminar and conferences, strengthening individual and business capabilities
• Performance Review: Formal structured discussion, reflecting on achievements, discussing areas of improvement, and setting goals for the future

Performance Management Challenges

• For Supervisor/Employer: Setting Clear & Realistic Expectations, Measuring Performance Objectively, Providing Timely & Constructive Feedback, Addressing Performance Issues, Managing Employee Engagement, Developing a Performance Culture, Providing Adequate Resources for Development, Maintaining Consistency
• For Worker/Employee: Unclear Expectations, Subjective Evaluation Criteria, Lack of Feedback, Difficulty in Addressing Performance Issues, Limited Opportunities for Development, Perception of Unfairness, Work-Life Balance, Career Growth & Recognition

Employers and Staff Competency

• All staff should be able to complete work within most areas of the clinic
• Adequate teaching is vital to staff success
• Guidelines for time frames to achieve competencies are a good idea
• Staff need to be responsible for their actions and motivated to do better
• Healthcare workers must be lifelong learners, reading daily, attending CPD courses, seeking growth opportunities, and taking care of themselves

Attributes of a Lifelong Learner

• Have diverse passions and love making progress
• Challenge themselves with specific goals
• Embrace change and believe it's never too late to start
• Have an attitude that is contagious and constantly wants to do better
• Leave their comfort zone and never settle, always keen to learn more about anything

Performance Management

• The goal of performance management is to promote and improve employee effectiveness
• It is a continuous process where managers and employees work together to plan, monitor, and review an employee's work objectives or goals and overall contribution to the organization
• Performance management is a cooperative process between employees and employers focused on setting goals, providing feedback, and fostering growth to enhance individual and organizational success, prioritizing mutual respect and development

Performance Review Cycle

• 1. Plan: Setting performance goals and expectations, collaborating with managers and employees to define clear, achievable, and measurable goals (SMART Goals)
• 2. Monitor and Measure: Observing, recording, and reporting progress towards set goals, done by both employees and supervisors
• 3. Feedback: Ongoing, regular, and open, discussing progress, goals, and areas for improvement
• 4. Coaching and Training: Informal on-the-job, formal courses, seminars, and conferences to strengthen employees and business capabilities
• 5. Performance Review: Formal structured discussion, reflecting on achievements, discussing areas of improvement, and setting goals for the future

Performance Management Challenges

• For supervisors/employers: Setting clear and realistic expectations, measuring performance objectively, providing timely and constructive feedback, addressing performance issues, managing employee engagement, developing a performance culture, and providing adequate resources for development
• For workers/employees: Unclear expectations, subjective evaluation criteria, lack of feedback, difficulty in addressing performance issues, limited opportunities for development, perception of unfairness, work-life balance, and career growth and recognition

The Most Common Review Types

• Traditional Reviews: Utilizing a rating system based on technical and professional skills, reviewed in a one-on-one conversation
• Employee Self-Evaluations: Encouraging self-accountability and the assessment of personal goals, with the manager supervising the process and reviewing the self-evaluation
• Anonymous 360 Evaluations: Collecting feedback on strengths, opportunities for development, and relationship dynamics, completed anonymously by the team

Criticism vs. Feedback

• Criticism focuses on what we don't want, the past, and weaknesses, and deflates
• Feedback focuses on what we do want, the future, and building up strengths, and inspires

How to Take Constructive Criticism Graciously

• 1. Stop your first reaction and stay calm
• 2. Remember the benefit of getting feedback, which improves skills, work product, and relationships
• 3. Listen for understanding and focus on the comments or perspective
• 4. Say "Thank You" and express appreciation
• 5. Express appreciation and acknowledge the effort taken to evaluate and share thoughts
• 6. Ask questions to break down the feedback and request time for a follow-up
• Practice self-compassion!

Performance Management

• Performance management is a cooperative process between employees and employers focused on setting goals, providing feedback, and fostering growth to enhance individual and organizational success, prioritizing mutual respect and development.

Performance Review Cycle

• Plan:
  • Setting of performance goals and expectations
  • Managers and employees collaborate to define clear, achievable, and measurable goals (SMART Goals)
  • Aligning individual goals with organizational objectives
• Monitor & Measure:
  • Observing, recording, and reporting progress towards set goals
  • Done by both employees and supervisors or managers
  • Regular check-ins to report progress
• Feedback:
  • Ongoing, regular, and open
  • Discussing progress, goals, and areas for improvement
  • Informal real-time on-the-job check-ins and formal during planned meetings
• Coaching & Training:
  • Informal on-the-job
  • Formal courses, seminars, and conferences
  • Strengthening individual and business capabilities
• Performance Review:
  • Formal structured discussion
  • Reflecting on achievements
  • Discussing areas of improvement
  • Setting goals for the future

Performance Management Challenges

• Supervisor/Employer:
  • Setting clear and realistic expectations
  • Measuring performance objectively
  • Providing timely and constructive feedback
  • Addressing performance issues
  • Managing employee engagement
  • Developing a performance culture
• Worker/Employee:
  • Unclear expectations
  • Subjective evaluation criteria
  • Lack of feedback
  • Limited opportunities for development
  • Perception of unfairness
  • Work-life balance and career growth

Common Review Types

• Traditional Reviews:
  • Rating system based on technical and professional skills
  • One-on-one conversation
• Employee Self-Evaluations:
  • Employee takes the lead
  • Encourages self-accountability and personal goal assessment
  • Manager supervises the process and reviews the self-evaluation
• Anonymous 360 Evaluations:
  • Written list of questions focusing on strengths, development opportunities, and relationship dynamics
  • Completed anonymously by the team

Criticism vs. Feedback

• Criticism:
  • Focuses on what we don't want
  • Focuses on the past
  • Focuses on weaknesses
  • Deflating
• Feedback:
  • Focuses on what we do want
  • Focuses on the future
  • Focuses on building strengths
  • Inspiring

Handling Constructive Criticism

• Stop and think before reacting
• Remember the benefits of feedback
• Listen carefully and try to understand
• Say "Thank You" and express appreciation
• Ask questions to clarify and break down feedback
• Practice self-compassion