Employee performance management system

1. Employee performance management system
In order to keep a medical practice running successfully it is crucial to track employee
performance. Similarly when changes need to be made to increase the efficiency of the
office, it is important for practice managers to ensure that all employees are on board and
embracing the changes.
A prime example would be the introduction of new technology such as a new billing
system that replaces an antiquated piece of equipment or eliminates manual labor. Some
employees hate change and will argue that they know their job inside out. In their mind
the changes will make their duties more labor intensive.
Employees with this sort of negative attitude need to be convinced that the changes are in
fact for their benefit. Once they have given the new system time and received thorough
training, their job will be easier and will give them time to have other, more interesting
responsibilities.
Of course employee performance will only improve if a practice manager ensures
comprehensive training is delivered and understood. The employee may need motivating
to help them embrace change. Showing them how change helps the practice overall, not
just their jobs, will make them realize the benefits they bring to the organization.
As a practice manager it is vital to help maintain a high level of employee performance
all the time. This is best achieved by setting goals each year and discussing these with the
employee at least twice a year. However, an employee should feel comfortable asking to
discuss these with their manager at any time.
Setting employee goals should be done in writing at the start of the year and should be
mainly set to fit the skills of a particular role, but should also be challenging. There can
be some goals that are generic to multiple members of the team that might relate to
customer care, teamwork or staff training for example.
These goals need to be discussed and agreed with the employee. The formal discussion in
a private meeting room should cover the specific goals, target dates, how they can be
achieved and what training is needed. The employee should formalize their understanding
and agreement to the performance goals set by signing the document.
Interim reviews should be held to discuss progress, offer coaching and talk over any
issues the employee may have. Ideally this would be done on a quarterly basis, but the
manager may decide to do this more or less often. Again it is helpful during this process
to remind the importance each employee has to the success of the practice and how these
goals will help.

2. At the end of the year, another formal discussion needs to take place to assess the
employee's performance throughout the year and whether they have achieved the goals
set for them. Meeting or not meeting set goals will obviously affect employee
performance related pay, but will also help a manager establish any gaps in knowledge
and training needs for staff.
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