MorE PrACTICE MANAGEMENT Raising the Bar: Part Two reviewing Employee Performance BIY PETER GOPAL, PhD, AND HEMA GOPAL, MBA, DMD n the first part of this column (which appeared in the June 2010 issue of AGD Impact), we outlined the key elements of an effective performance appraisal program. These elements include defining job expec- tations, linking performance to compensation, and reviewing job performance. Once the pro- gram is outlined, it is time to conduct the actual performance review, which involves a face-to-face conference with the employee. It can be difficult to master the skills required to conduct an effective performance review. You must learn to listen, question, gather information, remain nonjudgmental, show empathy, be supportive, and provide feedback without being insensitive. Needless to say, these reviews are a delicate balanc- ing act. This article provides insights on how to conduct performance reviews in a manner that will elevate performance without alienating employees. To give an effective performance review, you must understand that it has a purpose and has goals. The purpose of a performance review is to help you review itself must be a closed-door, face-to-face session with the employee. This type of formal review process should be conducted annually or semi-annually. All feedback should be provided at a private meeting and not through e-mail or voicemail. Do not involve other employees in this review process; doing so will only create hostility between employees. Make sure that you prepare the employee by providing him or her with a copy of the job review document a week or two before the per- formance review. This gesture promotes two-way communication and eliminates surprises, as the employee knows in advance the subjects you plan to cover and can craft his or her responses accordingly. It is unfair to spring new issues on the employee at the review. Concerns with an employee’s performance should be handled with the employee when the problem occurs; issues of concern should not be saved for discussion at the annual review. If you don’t discuss problems with the employee at the time that they occur, you don’t allow the employee to correct his or her behavior. Finally, make sure that you gather the necessary supporting evidence and documenta- tion to substantiate your ratings for each task or item on the job review document. Performance review process Both employees and employers tend to be anx- ious about performance reviews, which can lead to awkwardness, stilted communications, and the avoidance of pertinent issues. To avoid this pitfall, you should keep the conversation at a relaxed level and be direct and candid in your communications. During the performance review, go through each line item on the job review document. Ask for the employee’s self-assessment and compare it with your job review document to see if you and the employee are in broad agreement with your evaluation. If there is disagreement, listen care- fully to the employee’s perspective. Be willing to alter your rating based on what you have heard. If “Although conducting an employee performance appraisal may be a stressful task for you, be aware that it’s typically more stressful for the employee.” and your employ- ees evaluate job performances. The goals of a per- formance review are to improve performance by maintaining acceptable behav- iors and changing unacceptable behaviors, rec- ognize superior behaviors so that they continue, take corrective action when employees offer marginal or subpar performance, identify growth and development needs that will further enhance performance, and establish a baseline for salary adjustments. Do your homework While informal feedback should be provided on a timely basis throughout the year, the performance 42 AGD Impact ONLiNE EDiTiON www.agd.org July 2010 Special Feature PRACTiCE MANAGEMENT