1.18.13 Issue #567 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter
 


Belle DuCharme, CDPMA
Instructor/Consultant
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Letís Review Performance Reviews
Belle DuCharme, CDPMA

Most dentists surveyed detest doing performance reviews, even though they see the intended value to the practice. Performance reviews are recommended every 6 months to minimum one year after the employee is hired. The main reason for the review is to acknowledge the employee’s efforts and results of their work in terms of their participation in practice success. The other important reason is to make suggestions for improvement of job performance and to review the job description for additions, deletions or modifications. A performance review can be simple or can be very complex, with measurements of the systems for which this particular employee is responsible.  McKenzie Management has a book offered on our website called Performance Measurements to assist you in the task of measuring the entire list of business systems.
                     
A performance review is not a salary review. A performance review would be completed prior to a salary review on a separate date. If improvements to job performance are necessary before a raise in salary, then this needs to be communicated to team members. The practice must be profitable and showing growth before salaries are raised. If you have a stellar performer who really goes over and above what is expected and has proven results, then a one-time bonus could be a reward versus a raise if the overhead does not warrant taking on any more salary expenses at the time. The following is a simple performance review that addresses the facts in an orderly fashion and encourages improvement of job performance.

Performance Review for: _______________________. List the employee’s: Position, hire date, today’s date, witness name, witness position, facilitator name

General
  • Attendance/tardiness/sick time (timesheet records)
  • Professional appearance/ demeanor/behavior
  • Willingness to help others/cross training
  • Patient complaints: name, date and reason
  • Patient compliments: name, date and reason
  • Team Spirit - likes and gets along with other employees

Job Skills
  • Able to work well without direct supervision
  • Follows direction and promptly completes tasks
  • Knowledge of job and completes work daily
  • Practice measurements for job position: Collection percentage, new patient numbers, 98AR%, insurance 30 days>, OTC 45-55%, treatment acceptance percentage, emergency patients converted percentage, patient education/follow-up
  • Participates in prioritizing the day to ensure work is complete and promotes practice profitability and growth
  • Participates in monthly team meetings and morning meetings

Unsatisfactory Performance in the Following Areas:
  • Willingness to learn new skills? Recommended training: ______________
  • Willing to pursue education outside of office to gain new skills

I have had a performance review on the above date and agree to follow the recommendations for improving my job performance.

Signature of Employee/Date, Signature of Facilitator/Date, Signature of Witness/Date

The best performance reviews that you can give are daily feedback of the great, the good, the bad and the ugly. Waiting to drop the 6-12 month bomb can cause undue pressure and stress for both the dentist/manager and the employee. A formal performance review is a necessary component of an employee’s file and is written proof of communicating job performance issues, should that be a legal issue in the future.   But what is best for the overall practice condition should be a daily concern and should be addressed as the situations arise. Giving people feedback that is good, along with guidance and support, sends a message that feedback is not just about the negative and thus improves the working relationships of all involved.

Before offering feedback, say to yourself: What do I want for the practice? What do I want for the relationship with this person? Think of saying something like: “I care about you and I want you to be able to achieve the results that are important to you, and I want to be able to get my results too.” 

The other homework you need to do before a feedback session is gather facts so you can provide substantive evidence of the points you want to make. Take a calendar or use your electronic device to write notes or record audio notes including dates and circumstances related to the review of the employee. Making generalizations without dates and details to illustrate your points can make you look abusive and can put the employee on a defensive attack.

Want professional training in this delicate system? Call McKenzie Management today for Dental Business Training Courses.

If you would like more information on McKenzie Management’sTraining Programs  to improve the performance of your team, email training@mckenziemgmt.com

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