Performance Review A Time to Build Your Team

1. Performance ReviewA Time to Build Your Team Focus 2010

2. “Since our last review, this employee has reached rock bottom and has started to dig.”

3. “I wouldn’t allow this employee to breed.”

4. “He sets low personal standards and then consistently fails to achieve them.”

5. Never, never, never evaluate someone on something which is out of their control.

6. Why Do It? • Employees learn about their strengths and weaknesses • They are active participants in the evaluation process • Relationship between employee and manager is taken to an adult to adult level • Employees renew their interest in being part of the organization • Training needs are identified • Time is devoted to discussing quality of work

7. Why Do It? • Relationship between employee and manager becomes more comfortable • Employees feel they are heard and taken seriously as individuals

8. Why are Performance Reviews Important? • Integral part of helping employee know where they stand • When fair, accurate and conducted on a regular basis appraisals can stimulate employee morale • Improved morale can lead to more efficient business operations and discourage litigation • CAUTION – when not fair they have the opposite effect

9. The Most Important Benefit – The Process Itself • Working together to analyze the employee's performance • As well as identify their place within: • Department • Organization as a whole • Identify near and long term goals • Strengthen your relationship • Become a team of two adults working to a common agreed-upon goal

10. Can Buy Psychic Income • Open communication • Recognition from manager • Remember people join companies and leave managers • The difference between an active and passive job seeker is one bad day • Try and prevent premature turnover • Ongoing conversations which allow each employee an opportunity to grow in their job • Hopefully, renew employee’s commitment to the organization

11. Get Your Spirit Right • Treat adults like adults • No need to be paternalistic • They have as much right to their opinions as you do to yours • Being dictatorial only breeds resentment • Ask questions, it is the only way employees can benefit from your experience • Watch your language • Your intent should be to relate directly to them as individuals

12. Prepare Yourself • Keep performance log • Prepare employees in advance • Ask them to complete a self evaluation • Do not talk about money when reviewing performance • Hold all reviews in a private setting • Know how to give criticism without arousing hostility • Know what not to say • Feel that giving reviews is a good use of your time • Feel comfortable • Follow up on areas of concern prior to review • Discuss both what has been done right and what has been done wrong

13. Use an Old Recipe Box Ryan Shelle Frank Lamar Lamar covered all of my meetings so I could go to Focus ☺☺☺☺ May 12,2010

14. Stay Rested and Relaxed

15. Watch Your Non-Verbal Cues • Don’t cut them off • Lean forward • Write what they say • Nod head • Tilt head to one side • Don’t hold neck • Squinting implies you have heard something negative • Don’t compress lips – keep lips relaxed • Give them time to answer – it shows your interest and implies they are doing well

16. It’s Not Against the Rules to SMILE!

17. It’s Not Against the Rules: • Have fun • When appropriate, make light of things • Be friendly • Make a joke if appropriate

18. Don’t Start Without a Checklist • Job description • Copy of prior year performance review • Critical incidents dairy • Completed self-evals • Record of attendance • Example of work, pyxis record, bar code compliance, PI • List of training available • Manual of policies and rules

19. Things You Should Know • Length of service • Current projects employee is working on • Progress on current projects • Educational and experience background • Date of last promotion or milestone • How they relate with other employees, patients and families • Level of technical skills

20. There Should be No Surprises

21. Prepare the Employee • Should not be something that happens to them • Requires cooperation and collaboration • Preparation is needed to help them be objective • Let them know when to expect their review • Give them information to complete and bring to the meeting • Ask them to come prepared to speak • If they have questions ask them to see you prior to meeting

22. Set Goals • Ours were not lofty the first two years • Hand washing • Gowning • Gloving • Membership to professional organization • Bar code compliance • Pyxis compliance • Following lung protective strategies • Following assess and treat protocols • Complete documentation and billing • Commitment to co workers and core values • Agree with mission and vision of department and organization • Participation in organizational and department giving

23. Let Them Help Decide What Kind of Department You are Going to Be • The Deadly Ds • Debt • Divorce • Death • Drugs • Drunkenness • Divisiveness • Deceit • How are we going to behave when someone is facing these? • How would you want to be treated • Does it rain on the just, does it rain on the unjust or does it just rain. One day you will be rained on, how do you want to be treated

24. Maslow’s Hierarchy of Needs

25. Setting the Scene • Arrange for all calls to be forwarded • Make sure to schedule enough time • Clear your desk • Make temperature level comfortable • Have water available • Put away anything you might fidget with • Have all paperwork available • Provide a comfortable chair • Have nothing between the two of you, i.e. desk

26. Know the outcome you seek • What is your true hope for the department • What and how does this one individual contribute to the strategic plan • How does this one interview move you closer to that goal • What relationship do you want with this individual at the end of the interview • Remind them you need them to be the individuals you hired • “I don’t want you to quit, I want you to start.”

27. Aim for Greater Heights

28. Grow the Individual • This should be our main goal • Not humiliation • Not lording over them • Nothing that is anything other than for the benefit of the person before us • Some times it is a benefit to suggest they find an employer who would be a better fit • Even then, they are allowed to maintain their dignity

29. Reflect on Your Role in Their Growth • Do we really want to inhibit and impede human progress • Do we really want to destroy self-worth and diminish morale • Most people never acquire the skills necessary to make democracy work on a personal level

30. Rely on your trusted partner to watch your back. Take your time trusting others.

31. Critical Success Factors • Make sure they know what they are • Link review to critical success factors of the hospital • Align the organizational and departmental critical success factors to the individual employee’s contribution • Ask for their ideas about how to achieve them

33. Align Mission and Strategy with Performance

34. Set Expectations for the Interview • Your technical excellence is expected, how you behave with our patients and with each other is the stuff that will make us great • You will be shown the core values of the hospital and the code of conduct, give examples of how you model these • You will be given a review of High/Middle/ and Low performance, and will be asked to self assess in each area • We will talk about your individual contributions • See me if you have any issues you need to address prior to the interview • There will be no way for you to be in the highest performance band if you are being counseled for tardiness or absenteeism or if you are not an AARC member

35. Stay Out of Trouble

36. The Interview • Set at least 1 hour, if you know the person needs more time, plan for it • I go over questions given to them prior to interview • Add peer comments • Allow them time to speak, do not let yourself become distracted • Ask what their work means to them • I have not had one interview where the person says, I just come here to do a sh—y job. • Each person has something that keeps them coming back and it has nothing to do with you or this performance review!

37. Make Sure to Cover These • The big three • Absenteeism and tardiness • Tremendous problem for employers • Maintain accurate records • Be consistent and fair • Important for an efficient workplace • Performance deficiencies • Deal with problems as they arise • Misconduct and rule or policy violations • Discuss and document immediately – keep in your recipe box

38. First Things First • Mission • Vision • Core Values • Do you still agree with these and do you think these are worth fighting for?

39. Examples of Questions I Ask • Are you having any problems on the job? • What toll has workplace stress taken on your life? • In what areas do you need additional support? • What things would you like to change personally, professionally, departmentally? • Tell me about the quality of your work. • Do you read your emails for Employee and Departmental communications? • Do you know the hospital strategic objectives? • Do you know how we rate in customer satisfaction? • Are you happy with leadership? Why or why not?

40. Example Questions • How do you use your down time, not break time? • Who is our competition, how are they better than us? • Do you routinely check dirty utility rooms • Do you wash your hands every time you enter and leave a room as well as move from one area of the body to another? • Do you know your role in a JCAHO survey? • Do you know how to keep our department compliant? • Do you carry drugs in your pocket? • Do you speak respectfully to everyone, every time? • Do you come to work in uniform • Are you happy to work at TCH?

41. Last Question • How can I improve, or how can I be a better manager for you?

42. Seek to Understand, Then Be Understood • When I ask a question, I allow them to fully answer, writing down their answers • Clarify if I don’t understand completely • After they have finished if I can offer help from experience, only then do I try to be heard • You must assess as to whether or not they are in place to receive your counsel • Remind them of things we talked about at their hiring interview, things they agreed to

43. Talk About Team Dynamics • There will always be some interpersonal problems in a department • Help them understand what is normal and healthy and what is detrimental • Never discuss another employee unless you have their permission to use as an example • Teams are dynamic, never stable, cyclic, help identify where we are • Help them identify how they can improve team dynamic, commitment to coworkers

44. Set Expectations About Team Goals • 100% participation in • AARC membership • Contributions to organizational and department fund drives • Fine Arts Fund • United Way • Mini Heart Marathon • Heart to Hand Campaign • American Lund Association • Fund raising during Respiratory Care Week • Climb for Air • Lung Walk • Talk about time and attendance, make sure they know the policy, especially about inclement weather • Dress code, review uniform expectations

45. Practice Teamwork

46. Team Goals • Aim for 100% Compliance • Hand washing, gloving, gowning • Pyxis • Barcode of medication and patient • Two patient identifiers • No food or drinks in patient care areas • Department in a state of JCAHO readiness • Competency assessment • Yearly organizational training • Ask them how they are doing, find out why they haven’t been compliant

47. Show Them How They Compare to Peers • Patient Scanning Compliance Medication Scanning Compliance • 95.55% 97.57% • 97.62% 97.62% • 100.00% 100.00% • 96.83% 100.00% • 100.00% 96.87% • 100.00% 100.00% • 100.00% 100.00% • 96.00% 95.00% • 100.00% 98.97% • 98.48% 98.48% • 100.00% 100.00% • 99.75% 98.00% • 100.00% 100.00% • 100.00% 100.00% • 90.07% 93.62% Find out why they are not 100%, then find solutions.

48. Have Hard Conversations • Crucial Conversations • Make sure I have planned the outcome I seek prior to meeting • When might I expect you will come on board • As a leader I will exert my right to have you not lead people away from me

49. Get Everyone On the Same Page • As a group decide what “barometer” we are going to use to measure each therapist • How do you want to be treated if “God Forbid…” • Explain what progress looks like to you • How long does it take to grow a human? • Talk plainly about disruptive behaviors

50. Address Disruptive Behaviors • Acting clinically superior • Using condescending language or tone • Impatient with questions • Reluctance to answer calls • Strong verbal abuse • Strong body language • Non verbal innuendo • Undermining activities • Sabotage • ZERO tolerance