An important component for keeping employee performance at a high level in your chiroporactic practice is to make sure you perform effective annual reviews of all employees. The use of such reviews will increase employee motivation and morale and assist in improving practice profitability. The chiropractor will benefit directly as well because less time will be required to supervise staff since they will fully understand what is expected of them.
The first step in an annual performance review begins well in advance of the review itself. First, a complete job description and objectives should be set for each job within your practice. As a first step in developing a description and objectives, a job should be broken down into areas of effectiveness. Areas of effectiveness are aspects of the job such as timely completion of deadlines, quality of work,And level of customer service. For each area of effectiveness, exceptional, average, and below average performance should be described in such a way that if a third-party observe the performance they could clearly identify the performance was exceptional, average, or below average.
When it comes to writing a job description and setting objectives for job, one effective approach is to have an employee participate in developing the description and the objectives. For example, if an employee has been working at the practice for some time, he/she is going to understand their job better than the chiropractor. The advantage of having the employee participate in developing the description and the objectives is that the chiropractor is more likely to get " buying in" to his/her performance appraisal if the employee participates in this process.
Although the purpose of this article is to address how to annually review staff performance, it should be pointed out that the review should not be a once a year process but, rather, the employee should be provided with performance feedback throughout the year. One of the many reasons for this is that if performance is not as good as expected, the employee will be given time to take corrective action.
When the time for an annual review arrives, one excellent approach is to have the employee complete the review from their perspective and assess their own performance first. After the employee has reviewed their own performance, then the chiropractor can perform a review followed by a comparison of the assessment of performance by each of the participants.
When providing an employee feedback on their performance, good performance should be discussed first since that provides a positive environment for discussing areas for improvement.
An annual performance review is a necessity for a well operated, professional chiropractic practice. Employees will appreciate the annual feedback they receive as well as being invited to participate in the review process.
If you are not providing annual performance reviews, you should implement this approach today; however, remember to develop job descriptions and objectives before you implement annual reviews. It is also important that you announce an annual performance review program to all staff members, explain the purpose of the program, and how staff will benefit from the program.
The first step in an annual performance review begins well in advance of the review itself. First, a complete job description and objectives should be set for each job within your practice. As a first step in developing a description and objectives, a job should be broken down into areas of effectiveness. Areas of effectiveness are aspects of the job such as timely completion of deadlines, quality of work,And level of customer service. For each area of effectiveness, exceptional, average, and below average performance should be described in such a way that if a third-party observe the performance they could clearly identify the performance was exceptional, average, or below average.
When it comes to writing a job description and setting objectives for job, one effective approach is to have an employee participate in developing the description and the objectives. For example, if an employee has been working at the practice for some time, he/she is going to understand their job better than the chiropractor. The advantage of having the employee participate in developing the description and the objectives is that the chiropractor is more likely to get " buying in" to his/her performance appraisal if the employee participates in this process.
Although the purpose of this article is to address how to annually review staff performance, it should be pointed out that the review should not be a once a year process but, rather, the employee should be provided with performance feedback throughout the year. One of the many reasons for this is that if performance is not as good as expected, the employee will be given time to take corrective action.
When the time for an annual review arrives, one excellent approach is to have the employee complete the review from their perspective and assess their own performance first. After the employee has reviewed their own performance, then the chiropractor can perform a review followed by a comparison of the assessment of performance by each of the participants.
When providing an employee feedback on their performance, good performance should be discussed first since that provides a positive environment for discussing areas for improvement.
An annual performance review is a necessity for a well operated, professional chiropractic practice. Employees will appreciate the annual feedback they receive as well as being invited to participate in the review process.
If you are not providing annual performance reviews, you should implement this approach today; however, remember to develop job descriptions and objectives before you implement annual reviews. It is also important that you announce an annual performance review program to all staff members, explain the purpose of the program, and how staff will benefit from the program.
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