Performance reviews done right the gift that keeps on giving vetsuccess 4 gas laws


Take performance reviews, for example. At a bare minimum, many of us talk up their value during the interview process and reference them in our employee manuals. electricity symbols and meanings Yet, they have a tendency to get quietly shuffled to the backburner or, probably worse yet, burned through during year-end frenzy. There’s a lot of research and articles on the value of performance reviews done right. You can find as many articles on Google regarding the cost – not only financially, but to team morale, culture, client experience and yes, even patient care – to reviews performed poorly. I won’t hold your time hostage by quoting statistics a quick internet search can readily provide. Instead, let’s explore what it takes to develop a gift as valuable as a performance review, executed well. Which ingredients are crucial to employee satisfaction and productivity?

According to Daniel Pink in his book, Drive, employees (at least the level of employee most of us want in our hospitals) crave three things – Autonomy, Mastery and Purpose. gas urban dictionary As leaders, we have the opportunity, even the responsibility, to set the stage for these three ingredients so crucial to employee satisfaction and productivity. These drive the economic engine in our hospitals, set the stage for providing an exceptional client experience and allow us to practice a level of medicine of which we can be proud. british gas jokes While I’m not aware of any one tool that can provide these ingredients, performance reviews rank as a one of the top tools in our toolbox. How do we wield this tool? It starts by understanding what a performance review is and is not. What is (and is not) a performance review, done right A performance review is not just an occasion to deliver punishment. A performance review is not a monologue. A performance review is a coaching activity. A discussion. An opportunity to identify short and long-term goals. gas constant in kj Click To Tweet

involve a written list of questions – often focusing on collecting feedback on strengths, opportunities for development and relationship dynamics – completed, anonymously, by the team on one another. A quick word of caution, this method can be very eye-opening and effective, but it can also blow up in our face it not presented and administered properly.

When recently teaching these concepts to some of our second-year veterinary students at WSU, the conversation morphed into discussing what can be one of the most challenging components of a performance review—delivering specific feedback. After establishing that feedback should be geared toward behavior, not personality, one of the students posed what I thought was a very insightful question – “How do I actually deliver feedback in such a way that allows me to achieve the points you’ve mentioned?”

This blog is timed to coincide with one of the most popular times to conduct performance reviews, but I encourage us to not limit ourselves to annual reviews. gas bubble in eye Studies suggest that increased frequency of reviews decreases stress and turnover. Research aside, it’s not hard to imagine the advantages of more frequently celebrating successes, identifying issues and creating solutions. I’ve seen some practices move to shorter, quarterly reviews or bi-annual traditional reviews. “Flash feedback” is a relatively new strategy that features a conversation structured around a form, completed monthly by each employee and submitted to the owner and/or manager, with only a few key sections:

Stith Keiser is the Chief Executive Officer for Blue Heron Consulting. He and his team of veterinarians, hospital owners and managers coach new and seasoned practice owners alike to improve their lives and the lives of their team members while simultaneously enhancing client experience, building sustainable practice profitability and elevating the quality of care for pets. You can reach Stith at