Staff Performance Grades - The Best by Far

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Norman Eaton
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1 STAFF JOB REVIEW DATE: Employee: Position: This review is being done for: 90 days 6 months Annual Promotion Transfer Exit Other PERFORMANCE REVIEW - This is a simple review emphasizing objective factors of staff performance as measured against stated job duties, office procedures, and monitors such as statistics, as a team member and as a specialist. Grading should be honest, fair, and not permissive. Excellent means excellent - way above average. The grading is not similar to school grades. (3-4 unacceptable, 4-6 average and acceptable, 6-7 good, 7-8 very good, 8-9 very, very good, 9-10 phenomenal. Meets and beats expectations. Excellent) 1. Office Policy - Review office policy and determine how well employee performed applying policies and procedures as outlined in the office policy? Describe your analysis below. 2. Job Description - Review employee s job description, and evaluate how well the duties were fulfilled. Describe your analysis below. 3. General Clinic Statistics - As a team member, based upon employee s contributions, did the overall clinic do better or worse over the last period? Describe your analysis below.

2 4. Individual Statistics - (Optional) If employee has individual performance monitors, did they improve or worsen over the last period. Describe your analysis below. 5. Personnel Folder, And Miscellaneous - Anything in it particularly good or bad. Extra credit or minuses. Bonus/Penalty [-2 <---> +2]) Describe your analysis below. Computing Score: Add 1 through 4 above, (or 1-3 if no personal statistics) Divide by 4 (or by 3 if no personal statistics) = Then add or subtract bonus/penalty points +/- Total Score: See scale for pay percentage increase. (Last review date Last grade: Summary: a) Grade b) Strengths c) Areas for improvement d) Suggestions. Benefits Benefit Review. (Current Benefits. Date last increased ) 1. Pay 2. Bonuses: 3. Days Paid Vacation 4. Insurance 5. Flex Time 6. Special training 7. Retirement/Profit/Other 8. Other Change in Benefits. 1. Pay 2. Bonuses: 3. Days Paid Vacation 4. Insurance 5. Flex Time 6. Special training 7. Retirement/Profit/Other 8. Other Next Review: Employee Supervisor

3 STAFF JOB REVIEW The job review is an excellent tool for maintaining and improving staff performance and improving overall team harmony. It is not something to be tossed off informally. An honest and thorough review shows that you respect your staff, and gives the reputation that though you may be a tough manager/employer, you are a fair one. This review procedure is different than many in that it seeks to evaluate the staff member objectively against stated standards of performance, rather than subjectively how you "feel" about them, or what color their shoes may be. In conducting a job review, you are objectively looking at the degree to which the staff member has recently contributed to the goals and mission of your office since the last review. Since objectivity is important, rely only on your own independent observation. It is assumed that you have given the staff member the "rule-book" and the "play-book" regarding what is expected, and that they have been "playing" by them. These would include the staff office manual, employee handbook, as well as the staff member's individual list of job duties, or job description(s). Additionally, you would have kept statistics on the individual's performance, as well as that of the entire office team. In conducting the job review, the following information is necessary to have at hand: Staff Office Manual Employee Handbook Job Description(s) General clinic statistics Individual statistics, if applicable Personnel folder PROCEDURE The review should first be done privately, grading the staff member on each category as indicated. Then meet with the staff member, and go over your evaluation. Adjust any point as appropriate during the interview, and complete the worksheet. 1. STAFF OFFICE MANUAL Carefully look through the office manual. Make notes with regard to how well the staff member has complied to the points covered in the manual, following procedures, use of proper forms, etc. Then give the staff member a general grade, on a scale of 0-10 (see

4 attached grading scale), as to how well they followed the manual. 2. EMPLOYEE HANDBOOK Grade Review the employee handbook to ensure the staff member followed all policies such as punctuality, dress code, personal phone calls, etc. Because it is required that staff members comply with the employee handbook, there is no credit given to the staff member for following all polices therein. However, if an employee has not complied with policies in the handbook, a negative grade should be given (up to 2 points). 3. JOB DESCRIPTION: Grade Now, make a copy of the staff member's job description. Go over each item listed as a duty and/or responsibility on their job description, and grade each one from Note the grade along side the job duty. On the bottom of the list of job duties, add up all of the grades, and divide them by the number of items graded. This will then give you an average for this section. Make a copy of your notes, and place it in the staff's employment folder, and attach the original to this form. 4. CLINIC STATISTICS: Grade Since many offices consist of only a few staff and the doctor, each person can have a significant effect, positive or negative, on the entire performance of the office. Besides a staff member's individual job, the employee also has the job of "Team Member," and as such, can directly influence such statistics as "New Patients," "Total Office Visits," and "Total Collections." Further, if the office is doing very good, there may be more resources available for each staff member to receive bonuses, awards, etc. Likewise, if the office did not expand, or did poorly, then there may not be funds or time available for rewards. Look at the major clinic statistics over the last period. Grade it fairly according to two categories: a) Relative degree of growth b) Relative range compared to total capacity.

5 Essentially, you are grading how well the office is achieving its goals: If it is moving towards them, moving away from them, or maintaining them. For example, if the total number of new patients has continued to grow from 30 per month to 50 per month, this may be graded "Good" to "Excellent", depending on the size of the facility. Yet, if the office is small, and the doctor's capacity is only 25 New Patients per month, the fact that the average New Patients over the last period was 24 might be graded an "Excellent". (Use the attached grading scale.) 5. INDIVIDUAL STATISTICS: Clinic Statistics Grade: Some positions may not have individual statistics, so this step may be left out. However, if the staff member had their own statistics, then they should be graded by it. Consider the same factors as in total clinic statistics. Are the stats moving closer towards the goals, further away, or are they at the goals. (Use the attached grading scale.) 6. PERSONNEL FOLDER: Individual Statistics Grade: Look through the staff member s personnel folder, and notice if there are any special commendations, letters of praise, etc. Also, notice if there have been any warnings, policy infraction notices, etc. Use your judgment, and assign a grade of positive or negative, up to 2 points. GRADING SCALE Bonus/Penalty Points: 10 - Excellent, phenomenal, far beyond what was required. Actively leading the office towards its goals 9 - Very, very good; Beyond what was required 8 - Very good 7 - Good 6 - High average 5 - Average 4 - Low average 3 - Slightly troublesome 2 - Troublesome 1 - Very troublesome 0 - Extremely troublesome; Actively preventing the office from achieving its goals

6 Pay Scale CONFIDENTIAL (Optional) PAY ADJUSTMENTS. The following is a suggestion only. Rewards have to occur only based upon better than average performance. They also do not have to be only in terms of pay. Extra days off, with or without pay, bonus systems, seminars, etc., can also be awarded. Also, a one-time yearly performance bonus can be awarded. GRADE BONUS / RAISE % POINTS TYPE OF RAISE ACCUMULATED Outstanding/Excellent points bonus raise + COLA** Very, Very Good bonus raise + COLA** Very Good bonus raise + COLA** Good bonus raise + COLA** Acceptable Range COLA* only Unacceptable termination or no raise and given 15 to 90 days to work for improvement Troublesome 0 below 35 pts termination or no raise and given 15 to 30 days for improvement * Approximate. Bonus can be given in benefits, or other types of compensation. ** COLA - cost of living allowance The rate of cost of living raise will be 1% above the inflation rate, which can be adjusted twice a year. The first will be in January to set for January to June of the year. The second time will be in June to set for July to December of the year. Pay Scale Comparison Hourly Weekly Monthly Yearly $8 $320 $1,376 $16,512 $9 $360 $1,548 $18,576 $10 $400 $1,720 $20,640 $11 $440 $1,892 $22,704 $12 $480 $2,064 $24,768 $13 $520 $2,236 $26,832 $14 $560 $2,408 $28,896 $15 $600 $2,580 $30,960 $16 $640 $2,752 $33,024 $17 $680 $2,924 $35,088 $18 $720 $3,096 $37,152 $19 $760 $3,268 $39,216 For example: Employee studied on their own, came up with new systems and or innovations, saved money for the company, and increased production and improved public relations. Plus, employee complied with all policies and procedures, and went way beyond what was expected. Grade was 8.8 plus.7 bonus point = 9.5, or 95. 6% raise plus COLA at 3% = 9% pay raise. If pay is at $8.00 per hour, then the raise would be as much as 72 cents per hour increase.

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