Honesty is the Best Medicine

Well it's that time of year again on the north coast for annual employee performance appraisals.  Unfortunately for many employees, this occurrence is nothing more than a speed bump on their way to their annual salary increase.  "Just tell me how much and where to sign" is a common catch phrase used by some employees I've worked with over the years.   While performance appraisals are supposed to be a rewarding, worthwhile and meaningful opportunity to reflect on the past year's accomplishments, opportunities for growth and areas in need of improvement, they are often times looked at as an inconvenient requirement set upon us by human resources. Why is it that this process is viewed with so much negativity?

I see it three ways; 1) Managers use the annual performance appraisal as the only time to provide feedback to their staff.  If employees are only given feedback on their performance once per year, how is there the opportunity for continuous performance improvement?; 2) Because of the fear of the crucial conversation; many managers find that the path of least resistance is to just avoid criticisms of performance or comments that could lead to an emotional response; and 3) Salary increases that are not built on a pay-for-performance foundation.  How many times have you heard the comment...? "Why should I work any harder?  I can work circles around Jim, but yet at the end of the year, we both get our 3% raise."

Higher staff satisfaction is a direct result of the manager who at least attempts to address each of these three areas.  First and foremost; performance feedback must be a continuous and ongoing practice in your department.  At the very least, I would recommend a "mock" midpoint appraisal that is conducted in the same fashion as the real thing.  Some managers even take it a step further and provide performance updates on a quarterly basis.  It's also important to note that special meetings are not necessary to provide feedback to employees.  The most meaningful feedback takes place at the point-of-care.  When you see desired performance or behavior, compliment the employee right away.  On the flip side; when someone exhibits undesirable behavior or poor performance, address the issue immediately.   Be sure to follow the golden rule however... "Praise in public, counsel in private."

One must also not be afraid of conducting performance appraisals when the feedback given is certain to elicit an emotional or angry response from the employee.  Honing your skills as a facilitator of the crucial conversation is an absolute must in these situations.  Anything less, up to and including feedback that is not accurate, honest, or well-supported is doing your employee, your organization, and your patients a disservice.  You're not doing anyone any favors if you simply tell the employee what they want to hear or sugar-coat your criticisms.

Last but not least, managers should make every effort to financially reward high performers.  While many organizations do not support this method for salary increases, it sends a clear message to employees that hard work is financially rewarded.  Even if it's pennies on the dollar, the symbolic gesture goes a long way with those employees to whom you serve. 

If anyone has any thoughts or recommendations for upcoming columns, I would encourage you to respond with your ideas.  Until next time...

"The secret of success in life is for a man to be ready for his opportunity when it comes."

                        - Benjamin Disraeli