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THE TOOLS, Professional TECHNIQUES AND BEST PRACTICES YOU NEED TO Development EXCEL AS AN EMS MANAGER PART 5: Performance Evaluation By Michael Touchstone, BS, EMT-P As a supervisor, you most likely complete regular to what they’re saying. How often do you ﬁnd yourself performance evaluations for your subordinates. This is usually formulating a response in your head before someone ﬁnishes an organizational requirement, and sometimes linked to speaking? Do you start to reply with your inner voice? Part of raises and promotions. The ﬁrst time I was promoted to shift the skill of active listening is silencing that inner voice, so supervisor, doing annual performance evaluations was one you listen only to the person speaking to you. of my functions. It was one of the responsibilities I liked least about being a supervisor. Initially I had no idea what I was Objective Standards expected to do or how best to evaluate those I worked with. Objective standards are not subject to opinions. If the Supervisors and subordinates alike often dread this annual standard is “Complete 15 successful IV attempts with at event. What can you do to make the process less painful least a 90% success rate,” a person either meets it or doesn’t. and more valuable, and to become comfortable evaluating Your organization should have identiﬁed and communicated your subordinates? There are some concepts and methods speciﬁc and objective performance standards based upon that can make your job easier and your subordinates more the job description, strategic plan, rules and regulations, accepting of the process. Performance evaluation is really and operating procedures. Performance standards should just one component of a performance improvement cycle. be based upon observable behaviors. Evaluation is then also Let’s begin at the beginning. based upon observed behavior. Observable behaviors that are the basis for performance standards are also speciﬁc Clear Expectations descriptions of performance expectations. They are the two The performance evaluation process begins with the sides of the evaluation coin. You make observations (or job description. All basic organizational performance review patient care reports) and evaluate behaviors versus expectations should be included in this. Your organization objective standards and clear expectations. Always evaluate should have written job descriptions for every position. If it behaviors, not people. doesn’t, you have some work to do. All new employees should be clear about what the Performance Improvement Planning organization expects of them. Communicate clearly and For an evaluation to be meaningful, it must be more ensure your subordinates understand what you want. The than an isolated annual event. It must be one component job description articulates this for the record, and so is the of an ongoing process. You and your subordinates should yardstick for your evaluation. Compare your subordinate’s collaborate to develop and agree upon a set of individual performance to their job description. How well has the performance standards, based upon the dimensions listed employee met expectations? One of your responsibilities as a leader is to communicate with the people you lead. Part of your regular dialogue should Physicians Working Together include performance expectations. Ask your subordinates The Physician Consortium for Performance Improvement, what they think the organization expects of them. Also convened by the AMA, works to enhance quality of care and patient safety through the development, testing and discuss what they expect of the organization and what
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