Clinical Activity: Performance Appraisal - Special Academic Support

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Clinical Activity: Performance Appraisal

Performance appraisal is a complicated process that involves both objective and a subjective evaluation of a person or the staff in general. Despite the time-consuming nature and difficulty associated with it, successful performance appraisal translates into improved job performance (Hamric, Hanson, Tracy, & OGrady, 2014). As the conversation with a local nurse leader has shown, effective appraisal allows the leaders to find the best ways to differentiate the desired goals and find the best ways to motivate the clinical staff to achieve them.

If no initial and annual performance appraisal is conducted, the risk of inefficiency increases, morale decreases, and, consequently, the quality of work deteriorates, as the employees dont feel that they are appreciated according to their skills, or that they efforts are unnoticed. On the other hand, ineffective employees dont get opportunities for development and weight down the team (Gesme & Wiseman, 2011).

An interview with the managing staff responsible for the performance evaluation showed a number of characteristics that are essential for successful and productive performance appraisal.

First of all, each position in the medical field requires a unique analysis approach, and they cannot be interchangeable. During the initial performance appraisal process, it is vital to clearly and concisely establish the description of the position and the relevant responsibilities. This allows HR or the nurse leader to hire people with the most suitable skills and job expectations. Evaluation requires scrupulous scheduling on behalf of the manager involved and needs to use both quantitative and qualitative methods.

Quantitative methods are the best for evaluating measurable factors of the employees work, like error rate, punctuality, etc. Qualitative criteria assess the employees personal qualities and his or her alignment with the organizations strategic objectives and long-term vision.

An important part of both initial and annual performance appraisal is quick and continuous feedback to provide prompt response to concerns and positive motivation where applicable. Finally, all evaluation data needs to be recorded, and all of the employees comments and suggestions should be considered (Bensing, 2011).

Succession planning requires even more attention, due to the pressure put on the nurse manager due to the growing number of their responsibilities. A simple leadership program is not enough since a succession plan should specifically target the competencies required for the position, to allow for a seamless transition into the role of the nurse manager.

Another essential part of nursing management is needs assessment. Needs assessment is the process methodical determination of wants, and ways to address them. This process is also used to determine the obstacles between the current situation and the desired outcomes (Johnston-Hanson, 2012).

During the interview with the staff developer, he emphasized the importance of interpersonal communication with the staff during personal initial and annual performance appraisal processes and succession planning, and how critical is the feedback to and from new physicians both during the initial recruitment and to achieve worker retention.

Additionally, with succession planning and new administrative staff, it is vital to provide them with support, feedback, and mentorship throughout their probation period (which traditionally lasts 90 days), to help them integrate into their workplace. The communication should occur throughout this time, in order to achieve the best results and avoid misunderstandings. Regular in-person communication should happen every month, maybe even two weeks during the first three months of work.

Overall, performance appraisal needs to be strategically and methodically planned and structured to achieve the best, most accurate evaluation of the workers. Performance appraisal is also a chance to collect data about the needs of the health care service, and opportunities for improvement.

References

Bensing, K. (2011). Nurse Performance Appraisals. Web.

Gesme, D. H., & Wiseman, M. (2011). Performance Appraisal: A Tool for Practice Improvement. Journal of Oncology Practice, 7(2), 131-134.

Hamric, A. B., Hanson, C. M., Tracy, M. F., & OGrady, E. T. (2014). Advanced practice nursing: An integrative approach (5th ed.). St. Louis: Elsevier.

Johnston-Hanson, K. S. (2012). Nursing Department Education Needs Assessment. Journal for Nurses in Staff Development, 28(5), 222-224.

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