One of the things that most practice managers will agree is relatively unpleasant is conducting staff appraisals. To be effective they need to be open and honest, yet handled incorrectly they can be damaging to staff morale and the employee’s sense of worth. That’s why even the toughest receptionists quake at the thought of their annual interview.

The good news however is that by taking a few thoughtful and simple steps, there’s no need for appraisals to be the nightmare that many see them as.

Sell the benefits

Successful appraisals have many benefits – and it’s worth communicating them to staff when setting appraisals or handing out forms. The big pluses include reminding staff of standards – and ensuring they’re upheld, acknowledging and valuing good work, identifying where training can boost performance, removing obstacles to efficiency, understanding what motivates individuals and exploring staff’s hidden talents. Appraisals should be the opportunity for a two-way conversation and ideas sharing – and they should be sold to staff as such.

Don’t fall into the common traps

Appraisals aren’t without their risks and HR professionals often say they see the same mistakes being made over and over again. For example, the appraiser may not be objective, may avoid difficult issues or be over-critical. This usually comes from a desire to avoid confrontation.

Prepare well

Preparation is essential in a successful appraisal system. Review job descriptions, read previous appraisals, plan an appropriate venue (neutral venues often work better) and consider where strengths and weaknesses lie. There are a few questions you probably need to ask yourself before starting appraisals:

• What does the future of the practice look like and how will it develop?
• Do you have the skills within your workforce to achieve those aims?
• Are staff duplicating roles and how can you resolve this?
• What are the strengths and weaknesses of your staff?
• What extra training is needed?

Appraisals shouldn’t all be about negativity so work out how you’re going to reward great performance. How do you measure good performance?

During the appraisal meeting, perhaps the most important thing is to ensure feedback is objective. Prepare sensitive comments carefully. Base views on facts, provide examples and include constructive suggestions for improvement.

Keep it real

Setting targets can be helpful as it gives staff something to work towards, but don’t overdo it. Too many new targets can demoralise and overwhelm people, whilst a solitary target can lead to coasting and motivational slumps.

Record it

When it comes to documenting appraisals, there are loads and loads of forms available. Some LMCs have templates, some HR firms offer free downloads online – a quick Google search even revealed some that have been published by GP practices. The choice is yours.

Handy sections include space to record the employee’s main achievements, difficulties that have been experienced, strengths, weaknesses, desired/required training and, importantly, skills not being used. There should also be space for personal goals. It’s also good to include a space for apraisees to note down any other issues they would like to discuss.

What’s the score?

Just as forms are a matter of personal choice, so too is whether you use a scoring system or not.

If you do score it’s usually divided into a list of competencies, which could include interpersonal skills with patients, time management, ability with practice software, telephone manner and knowledge of procedures.

The meeting

When it comes to the nitty gritty of the meeting, don’t be in a hurry – set aside more time than you’ll probably need and ensure you won’t be disturbed. And above all else, listen – that’s what the meetings are all about – and it avoids them being a simple box-ticking exercise.

Be open and try to discuss improvements/enhancements that can be made, what training would improve the situation etc.

Follow it up

A common complaint about appraisals is that nothing changes following an appraisal. Follow-up with a written summary of discussions. If issues are raised, sort them out. If weaknesses are identified, provide training or assistance. If a good idea is noted, act on it. Ensuring effective follow-ups will make future appraisals easier.

What tips can you share with your fellow practice managers regarding appraisals? Let us know by commenting below or in the Practice Index Forum here.

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