February 2007

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How to Conduct Successful Performance Development Reviews

Performance Development Reviews provide a wonderful opportunity to recognize and acknowledge exceptional performance, identify goals and targets of the employee, build in accountability, and discuss areas that require improvement. Ultimately, these meetings engage employees in their work by praising good performance and listening closely to their concerns.

Are They Afraid Of You?

Many employees are apprehensive about having their performance reviewed. They are afraid they may not be ‘judged’ fairly. If we could hear people’s thoughts, we might hear things like:

• Why does my work need to be reviewed? I haven’t done anything wrong!
  
  
• If this were my practice things would sure be run a lot differently!
  
  
• I wonder if he’ll have the nerve to address that I came late to work twice in the last month… probably not; he never arrives on time himself!

How to Minimize Anxiety

When Performance Development Reviews are done on a consistent basis, employees come to expect them, and know what to expect. They come to understand that Reviews are not about finding fault, but rather are for determining how both individuals can better support each other.

Effective Reviews are an equal dialogue. They are a conversation as opposed to one-way communication. It’s important to listen and to make changes when an employee offers a great suggestion. It’s very rewarding to know your ideas are being considered, and even better, implemented.

If you are in a leadership role be sure you play by the same set of rules you expect your team members to follow. For example, if you expect your team members to arrive on time each day, be sure you do. It’s called… leadership by example.

Failing to Conduct Reviews

In addition to employees feeling apprehensive about having their performance reviewed, many Dentists and Office Managers are uncomfortable conducting Reviews. They are so uncomfortable in fact that the reviews are often months, sometimes years, overdue.

Not conducting reviews can result in a variety of outcomes such as:

• You have missed a great opportunity to meet and connect with your team members.
  
  
• You have missed a great opportunity to recognize your team members for excellent work.
  
  
• You have missed a great opportunity to help your team members set new goals and create a better future.
  
  
• The employee may wonder why you are taking so long to do his Review, is it because you are putting off giving him the raise he wants?
  
  
• The employee is not provided with the opportunity to say how things are going for him.
  
  
• By getting employees excited and focused on the future, you help them want to change less than desirable behaviors.

Although employees may be apprehensive about having a Review, they are curious to know how things are going. You owe it to your employees, yourself, and your business to conduct highly effective, regular Reviews.

The Importance of Having a System

Having a great system in place to conduct Performance Development Reviews will give you the knowledge, confidence, and competence to:

• Recognize and acknowledge performance.
  
  
• Listen to your people.
  
  
• Establish goals for growth.
  
  
• Review progress on previous goals.
  
  
• Build accountability.
  
  
• Address issues in a positive way.
  
  
• Make recommendations for change and set a time frame for achievement.

Important Tips to Consider

• Don’t wait for the Performance Development Review to address issues, deal with challenges as they arise.
  
  
• Do your best to have fun, interactive, productive meetings that engage your employees. Give the person time to talk. Don’t cut them off.
  
  
• Choose your words carefully so as not to cause defensive behavior. Let your employees know you are there to help them. If you don’t want to help them, why do you have them in your practice?
  
  
• When mixed signals are given, the negatives outweigh the positives about four to one in terms of their emotional impact. The occasional threat can undo a lot of positive efforts.
  
  
• Salary raises are frequently tied to Reviews, but offices seldom give a raise every time a Review is conducted. Your compensation policy should clearly state that Reviews may not result in a compensation adjustment so that when employees fail to get a raise at their Review, they don’t have to wonder if they did something wrong.
  
  
• Conduct a Performance Development Review with each employee a minimum of once each year, preferably twice.

Motivation Magic

Create a culture and atmosphere that will foster motivation and help you retain your peak performers. In this type of environment, communication is open and safe. Employees are fully engaged, knowing the importance of the work they do and how their contributions support others on the team.

Many employers think: “If I could only get them motivated we’d have it made!” Rather than thinking of it as a motivation problem, think of it as an opportunity to expand your leadership skills. Determine how you can creatively present opportunities for your team members to grow and develop. As you tune in to your team members internal motivators and provide a great working environment, you will be delighted with the internal motivation you ‘set free’ in your employees.

When communication improves so does motivation. Employees are not mind readers. The more clarity, direction, information, and guidance you give your team members not only in their Reviews, but on an ongoing basis, the more likely you are to get the results you want.

Effective Reviews challenge your creativity, improve your ability to influence, and allow you to foster real change in your practice. Get systems in place so that you can consistently conduct successful Performance Development Reviews and help your employees optimize their potential.

Points to Ponder:

• Do you perform effective Performance Development Reviews on a regular basis? If not, why not?
  
  
• If an employee makes a suggestion that could help your practice be more effective, do you implement the required change to make it happen, or do you say – what a great idea, and then do nothing about it?
  
  
• Do you set a good example for your team?
  

Our next PracticeProsperity newsletter will address compensation.

About the Author

CoraMarie Clark, BSDH MBA is recognized as a highly effective dental practice strategist. She works with dentists that want to optimize their potential both personally and professionally. Her collaborative approach has helped teams develop dynamic competitive strategies and achieve high impact sustainable results.

If you would like to explore the possibility of having CoraMarie work with your Dental Practice or speak for your Association or Group, contact us today.

CoraMarie Clark
phone 403.686.6136
email coramarie@strategix-ltd.com
web strategix-ltd.com

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