By Frank Hotchkiss
Annual performance evaluations usually start with the best of intentions, such as being a constructive and objective dialogue about expectations and performance, accompanied by a desire to improve performance and morale.
Unfortunately, performance evaluations all too often end up being an anxiety-generated exercise in survival skills.
A national survey of more than 1,000 employers nationwide revealed that fewer than two out of 10 employees felt that their employer’s performance management system helped poor performers improve. Employees were asked whether they thought their employer’s performance management system:
- Helped poor performers improve (19% agreed)
- Helped them improve their performance (30% agreed)
- Established clear performance goals for the current year (35% agreed)
- Did a good job of providing honest feedback (36% agreed)
The survey found that 44% of participants felt that employees were truly being held accountable for their work performance. Only 54% of participants felt their employer set suitably high performance standards.
The survey concluded that most “performance management programs represent a lost opportunity” for employers. However, if designed and implemented properly, performance evaluations “can have a strong, positive impact on individual performance and the employer’s financial results.”
Instead of praising a system that is essential to every successful business, employers and employees often curse the day their performance management system was implemented and look for any excuse to delay evaluations.
How does something that starts out with such good intentions and can be so beneficial turn out so bad?
The simple answer is that neither employer nor employee knows how to conduct/participate in evaluations, and they don’t really appreciate the value and opportunity that performance evaluations offer them.
This article provides suggestions for how you can:
- Better prepare and participate in an evaluation
- Best represent yourself objectively
- Support your employer’s performance management system
First and foremost, as the person being evaluated, your tactful, constructive, and cooperative approach can significantly improve the process. Be proactive. Most employers appreciate employees who demonstrate self-initiative, embrace change, and don’t view everything as “the employer’s responsibility.”
Here are four steps that can improve the performance evaluation process:
1. Prepare for your evaluation by reviewing your job description. Of course, for you to review your job description, you have to have one. Ideally you have one that is current and details the duties, expectations, and responsibilities of your job. A well-written job description is the guide for objectively evaluating performance. Conduct your own self-evaluation and candidly rate your work performance relative to the specifics of the job description. In addition, perform an honest assessment of yourself in the following areas:
- Are your skills satisfactory?
- Is your attendance above average?
- Is your certification(s) or licensure(s) up-to-date?
- Are you an effective team member?
- Do you exhibit a positive, supportive, and strong customer relations approach?
- Do you need additional training to meet your personal expectations or those of your supervisor, and if so, in what areas?
2. Know and acknowledge your strengths and weaknesses. Be prepared to objectively, openly, and candidly discuss, with concrete examples, areas in which you exceed expectations, perform satisfactorily, and need improvement. If there is training that is feasible given the practice budget and location of the training, be prepared to suggest it as a benefit to you and your employer. If you feel that more timely performance feedback would allow you to address deficiencies or there are other ways you can be successful, ask for it.
3. Have a positive and nondefensive approach to the meeting. Performance evaluations are typically dreaded, but with the right approach that does not need to be the case. Traditional appraisals are often one-sided, with the employer or supervisor taking the lead. This does not encourage the employee to take an active role. Conversely, the feedback approach requires an ongoing dialogue during the evaluation, and the employee takes an active role. Expect the outcome of the evaluation to be positive and you will significantly contribute toward a constructive and cooperative tone for the meeting. In fact, if there are things about your employer or supervisor that you appreciate, mention those also.
4. Align yourself with your employer. As a team member who desires job security, you should care that the business is successful. Therefore, your preparation and approach won’t be seen as inappropriately critical or undermining. Conversely, when your employer learns that your work performance helps achieve his or her business goals, you will be seen as “thinking like an owner,” which most dentists appreciate.
The success of a dental practice largely depends on the active and informed participation of its employees. By participating in the performance evaluation process in the ways described here, you could very well help bring about a shift that contributes to greater success for you and the practice.
As noted at the beginning of this article, performance management systems are often maligned and appropriately so. However, as the saying goes, “If you are not part of the solution, you are part of the problem.” Through the approach outlined, your efforts will lead to a more constructive and worthwhile experience.
Author bio
Frank Hotchkiss is with Bent Ericksen & Assoc. You may contact him at [email protected].
