Employee performance management system


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Employee performance management system

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Employee performance management system

  1. 1. Employee performance management systemIn order to keep a medical practice running successfully it is crucial to track employeeperformance. Similarly when changes need to be made to increase the efficiency of theoffice, it is important for practice managers to ensure that all employees are on board andembracing the changes.A prime example would be the introduction of new technology such as a new billingsystem that replaces an antiquated piece of equipment or eliminates manual labor. Someemployees hate change and will argue that they know their job inside out. In their mindthe changes will make their duties more labor intensive.Employees with this sort of negative attitude need to be convinced that the changes are infact for their benefit. Once they have given the new system time and received thoroughtraining, their job will be easier and will give them time to have other, more interestingresponsibilities.Of course employee performance will only improve if a practice manager ensurescomprehensive training is delivered and understood. The employee may need motivatingto help them embrace change. Showing them how change helps the practice overall, notjust their jobs, will make them realize the benefits they bring to the organization.As a practice manager it is vital to help maintain a high level of employee performanceall the time. This is best achieved by setting goals each year and discussing these with theemployee at least twice a year. However, an employee should feel comfortable asking todiscuss these with their manager at any time.Setting employee goals should be done in writing at the start of the year and should bemainly set to fit the skills of a particular role, but should also be challenging. There canbe some goals that are generic to multiple members of the team that might relate tocustomer care, teamwork or staff training for example.These goals need to be discussed and agreed with the employee. The formal discussion ina private meeting room should cover the specific goals, target dates, how they can beachieved and what training is needed. The employee should formalize their understandingand agreement to the performance goals set by signing the document.Interim reviews should be held to discuss progress, offer coaching and talk over anyissues the employee may have. Ideally this would be done on a quarterly basis, but themanager may decide to do this more or less often. Again it is helpful during this processto remind the importance each employee has to the success of the practice and how thesegoals will help.
  2. 2. At the end of the year, another formal discussion needs to take place to assess theemployees performance throughout the year and whether they have achieved the goalsset for them. Meeting or not meeting set goals will obviously affect employeeperformance related pay, but will also help a manager establish any gaps in knowledgeand training needs for staff.http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms forperformance appraisal.