BUSINESS OF PRACTICE: NAVIGATING IMPORTANT CORPORATE AND LEGAL MATTERS


sends the unintended message that the perfor- mance evaluation review cannot be that impor- tant to the practice.


● Be mindful of overrating an employee. Rat- ing an employee higher than is warranted may be an easier message to deliver, but it can create other problems. For one thing, it may give failing employees a false sense of security and make it difficult to administer needed discipline.


● When discussing a performance issue with an employee, be sure verbal and written com- ments support the rating and always use spe- cific examples that clearly demonstrate the level of performance.


● Be sure to rate the entire performance evalu- ation review period. Supervisors often fall into the trap of rating only the most recent activities and actions. If an employee is being evaluated annually, the performance evalua- tion review should consider everything, good or bad, that has occurred during the past twelve months vis-a


`-vis the employee’s perfor-


mance. In this case, it is helpful to review notes of conversations that have taken place with the employee throughout the year prior to meeting with them. For example, if an em- ployee is late and has been reprimanded, a note should be placed in that employee’s file. Also, if the employee receives a compli- ment from a client, this should be included in the file as well.


● Ask for feedback. There may be mitigating factors and circumstances that affected the employee’s performance during the review pe- riod. It is critically important to provide an employee the opportunity to discuss and pres- ent an explanation of any factors and influ- ences that may have contributed to his/her performance. Encouraging this two-way dia- logue ensures “everything” is considered when developing the performance rating.


5. Developing Performance Goals


Another key piece of a PMP involves developing performance goals and expectations. Goals are written statements that clearly describe certain ac- tions or tasks with a measurable end result. Goals should be well defined, detailed declarations of spe- cific actions to be taken during the upcoming review period for which measurable outcomes are expected. Each goal should be specific enough to let the em- ployee know what is expected to be accomplished, why it is to be done, and the target date for accom-


plishing it. The following acronym is often used to assist supervisors in developing goals for their employees: S: Specific—Answers what, why, and when ac-


tions or activities should be accomplished. M: Measurable—Clarifies how to determine whether the goal has been achieved. A: Agreed Upon—Both the employee/supervi-


sor should agree on what is expected to successfully complete the goal. A: Aligned—Supports the practice’s mission


and overall objectives. R: Realistic—Ensures goals are doable but


with a stretch challenge. T: Time Specific—Establishes a deadline for completion. An example of a smart goal would look like this:


The practice has identified a goal to improve commu- nications with administrative staff by implementing an internal departmental newsletter. Elaine will complete a business writing course by January 2021 and will publish the first monthly newsletter by March 2021. Elaine will gather input and/or articles from others in the department and draft the newsletter for the supervisor to review, and when approved, distrib- ute the newsletter to staff by the 15th of each month.


6. Summary


In order to determine the effectiveness of a PMP, it must first and foremost support achievement of the practice’s mission and goals. It should help em- ployees understand what is expected of them and against what measurement criteria their perfor- mance will be assessed. If the program is utilized properly, a welcomed byproduct of the PMP is improved communications between supervisors and subordinates. As the PMP evolves, a practice should begin to notice a stronger link between pay and performance. Rather than giving arbitrary in- creases to all employees, the PMP will provide jus- tification for differences in salary increases and rewards. Finally, documented differences in per- formance should help identify employees able to as- sume additional responsibilities as well as those individuals requiring additional development and/or discipline.


Acknowledgments


Declaration of Ethics The Author has adhered to the Principles of Veteri- nary Medical Ethics of the AVMA.


Conflict of Interest The Author has no conflicts of interest.


AAEP PROCEEDINGS  Vol. 66  2020 271


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