• Describe the evaluation process used by most organizations

• Compare and contrast self-evaluation, standard performance review, and peer review

• Identify three outcomes of an effective evaluation process

Objectives

How Do You View the Evaluation Process Where You Work?

• Unwritten vs. written

• Self criticism — You are your own worst judge sometimes

• Potential for growth — Journaling objectively

• Use the same criteria your supervisor uses

Self-Evaluations

• More common tool being used in human resource management

• Mechanism for evaluation employee performance based on feedback from everyone the person interacts with: peers, manager, customers, subordinates

• Purpose is to include multiple data sources in performance appraisal process

360 Evaluation

Monitoring performance at periodic intervals to:• Identify strengths and weaknesses

• Clarify expectations

• Define areas for improvement

• Maintain and improve communication

Performance Evaluations

Promote growth, development and communication

Performance Evaluations

Evaluating personnel is a continuous process — not a one-day task

Performance Evaluations

• Be familiar with process and form

• Observe and document performance throughout the year

• Document positive, neutral and negative (or problematic) events

Planning for an Evaluation

• Create a performance log

• Documenting as you observe increases the fairness of the review

Documenting for Evaluations

Attitudes vs. Behaviors• Attitudes are the thoughts and feelings that underlie what an employee does on the job

• Behaviors are observable actions that can be measured by practice standards, hospital policy or predetermined goals

Documenting for Evaluations

Attitudes vs. BehaviorsEnthusiastic• Completes work in a timely manner

Neglectful• Violates a company policy

Lazy• Arrives at work 15 minutes late once a week

Attention to Detail• Submits work without errors or omissions

Difficult Getting Along• Shouts at co-workers

Documenting for Evaluations

• Use evidence from the current appraisal period — not recent events or in the past

• Rate and discuss behaviors that are relevant to the job or position

Preparing an Evaluation

Do not:• Prepare hastily for an appraisal

• Be swayed by most recent events

• Rate everything “adequate” or “good” just to be “nice”

• Surprise the recipient with harsh judgments not previously addressed

• Give any opinion without supporting with facts or examples

Giving Feedback

Do an internal check before giving a review:• Realize relationships matter

• Examine intentions

• Review assumptions

Giving Feedback

• Reserve a place without telephones

• Explain the process

• Outcome of the review

Performance Review Conference

“…practicing RNs systematically assess, monitor and make judgments about quality of care as measured against professional standards of care.”

— American Nurses Association, 1988

In industry and business, the process isthe same.

Peer Review Process

• 95% of staff and nurse managers preferred this component

• Part of shared governance

• Can assist in correcting or applauding performance that may not have been noticed

• Improve quality outcomes of practice

Why Consider Peer Review?

In most organizations, this takes 3-5 years to implement.

Gain support and interest of staff:

• Best presented as culture change

• Explain benefits and how it will be used

• Administration support is critical

First Things First

• Planning group formed

• Dedicated planning coordinator leads the group and is liaison to HR

• How will peer review be incorporated into professional practice model?

• Consider using stepped approach moving from educational to appraisal

Planning Phase

• Job description

• Performance appraisal tool

• Unit’s code of conduct

• Facility’s code of ethics

Staff must be involved in design and content of tools and given time to critique and revise.

Tools

• Staff selects own reviewer

• Anonymous reviewer

• Committee of reviewers

Identifying the Reviewers

• Cover basics of program

• Teach reviewers essential skills

• Allow staff and management to voice concerns

• Pilot one unit before organization roll-out

Educating Staff

• Must be done on time

• All areas of review must be completed

• Committee decides on consequences if review does not comply

Ground Rules

• Increased professionalism

• Improved accountability

• Increased retention

• Better communication skills

Outcomes Reported

• Earn contact hours from the convenience of your computer or mobile device. Listen to or download Webinars and podcasts for CE credit brought to you by ADVANCE for Nurses. Merion Publications Inc. is an approved provider of continuing nursing education by the Pennsylvania State Nurses Association (No. 221-3-O-09), an accredited approver by the American Nurses Credentialing Center’s Commission on Accreditation.

• Visit www.advanceweb.com/ce to take a test on this session and earn credit.

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