We have disposable contact lens, disposable cameras, disposable headphones on airplanes.
Lest we add disposable employee appraisals to the list, we might want to consider ways to put more “value” into performance evaluations so that they become more like a roadmap for development than a shortcut to nowhere.
Performance appraisals for all employees are often completed annually within a short timeframe, which doesn’t usually lend itself well to careful, honest, well-thought-out evaluations for each employee. The standardized forms may end up looking like cookie cutter documents with similar wording, strengths and weaknesses.
Other problems with the typical employee review system are:
- Doing all the appraisals at once can create a tendency to compare and rank employees, which takes away the individual assessment of strengths and weaknesses, and can put employees on the defensive. It fosters an atmosphere of competitiveness rather than excellence.
- Salary increases, bonuses, promotion opportunities are directly connected with the appraisal. Ideally, these matters are kept separate from performance appraisals.
- Performance appraisals are too often used to document performance issues that should have been addressed throughout the year. Or, the results of performance appraisals are ignored the rest of the year.
- Overworked managers may make hasty judgments based on recent performance, not the entire year’s.
- What is measured is irrelevant to real work performance and does not differentiate true levels of quality. In other words, there may be lots of data, but no real information.
- Self-evaluation is not valued or often-enough used in the performance appraisal process. An evaluation done without access to an employee’s self-evaluation will be missing important information.
- The process is tedious and dull—just another project to get done—rather than creative, vital and truly informative.
Evaluations of value contain both elements of review and discovery. In these, managers can work with their people to set short-term and long-term objectives that benefit both practice and employee.
Education and training goals, as well as opportunities to work with a mentor or coach, also would be examined. Understanding employees’ professional goals enables managers to lead and guide them in more targeted and meaningful ways.
When we focus on developing the employees we supervise, we give the gift of recognition and support, a gift that will return in the form of enhanced performance and benefit to the practice.
Here are a few recommendations on writing an evaluation of value:
- Find a time and place to write without interruption. Hold in your mind as you proceed an image of the person you are evaluating.
- Acknowledge and thank the individual for her or his contributions to the practice.
- Align the employee’s goals with the needs of the practice.
- Ensure that the employee has the necessary tools and support to achieve the objectives.
- Include education and training opportunities, as well as new assignments or other activities, to further the employee’s career goals.
The bottom line is:
Happier, fulfilled employees are less likely to quit their jobs. This leads to retention rates that will increase, saving money on recruitment efforts and training. The end result is a more proficient, efficient and productive team which directly increases your practice’s profitabilty!
Rhea M. Haugseth, DMD maintained a private practice in Marietta, GA from 1982- 2017. She attended the University of Louisville Dental School and completed her pediatric dental residency at Rainbow Babies & Children’s Hospital / Case Western Reserve University in Cleveland, Ohio. She is a Diplomate of the American Board of Pediatric Dentistry and a Fellow of the American Academy of Pediatric Dentistry. She is proud to be a Fellow the American College of Dentists, the International College of Dentists, and the Pierre Fauchard Academy – National Honorary Organizations for Dentists.
Dr. Haugseth is a Past President of the American Academy of Pediatric Dentistry (AAPD), the Southeastern Society of Pediatric Dentistry (SSPD), and the Georgia Academy of Pediatric Dentistry(GaPD). Dr. Haugseth has been a National Spokesperson for the AAPD since 1989 and has been frequently interviewed for radio, print, and national television.
Dr. Haugseth is the Founder (2013) and Director of the Atlanta Pediatric Dental Assistant School in Atlanta Georgia. She is also the Founder (2014) and Director of the Pediatric Dental Team Association. She is committed to pediatric dental team members and continues to develop ways to enhance their knowledge and skills both in and out of the dental office.