A performance review document is part of a set of connected documents.
In practices we have ‘offers of employment‘.
‘Offers of employment‘ mention and lead to ‘employment contracts‘.
‘Employment contracts‘ mention and connect to ‘job descriptions‘.
‘Job descriptions‘ mention and match ‘Task lists with expected standards of completion included‘.
‘Task Lists‘ are reviewed and assessed in the ‘Performance review‘ documents.
‘Performance Reviews‘ lead to an ‘individual training planner for each team member’.
‘Individual training planners‘ together form a ‘training calendar for all staff’.
Create a Performance Review Document
To create a performance review document you should start with your job descriptions and task lists. Make a document that matches them. Use the same tasks contained in the task lists. Use the same wording and terms that appear in the job descriptions.
Above all, the review document should be a document that is specific to each role in your practice. Similarly, each person in a role will achieve different standards in each task.
Some tips from an old hand
- Don’t go into a performance review with any surprises. Bring up things that the staff member has done right as well as things that could have been done better. That is to say that staff members should be notified of things done wrong (and right) at the time of each ‘thing’
- don’t use this as a salary negotiation tool. Do that separately.
- Make this about training and systems. Don’t make this about the employee.
- This is NOT a tool for performance management. If performance management needs to happen, it needs to happen at the time of incidents. Include performance management issues in the discussion, but again, no surprises.
For example, consider a manager who conducts a poor performance review. During the associated discussion, this manager tells the employee for the first time that “they are tardy in their appearance, often late, and that no-one likes working with them”. The team member subsequently leaves.
Consequently this may be seen as a ‘Constructed Dismissal‘ if the employee quits. In other words this manager will probably have an unfair dismissal case on their hands.
Related Article – https://hbfd.com.au/matt-gilchrists-kpis/