Without a doubt, performance evaluations and/or appraisals are one of the least liked and hardest requirements of a home care leaders job. This is particularly true for those in mid management. But, they aren’t the only ones! For members of your staff, performance appraisals are often the least liked requirement of their positions. I often wonder why something so powerful and life affirming has been met by both sides with such dissatisfaction. Is it possible that the words “evaluation and/or appraisal” has gotten in the way of the real goal – that of mentoring and coaching staff to stellar performance?
To evaluate or appraise is to determine right or wrong, good, or bad, and points in between. Words are powerful. They sometimes have a powerful impact on the subconscious state. What if the words “evaluation and/or appraisal” was changed to “accomplishments and goals?” Would that change the mind set and send us in a different direction – one in which we all looked forward to discussing performance? Currently, the primary focus during performance appraisals is on the weaknesses of the individual. There is an old adage that “you cannot play to someone’s weakness only their strengths.” Given that, why do we continue to focus on the weaknesses? Is it the current viewpoint performance appraisals? Wikipedia defines performance appraisals as the following: “A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives.”
I propose that we relook at the entire function of the performance appraisal process for the home care industry, and change it to one where the manager/leader and the employee look forward to it as an opportunity to be reaffirmed in function and in role, to support and mentor to higher attainment and goals. To do so, would require us to reconsider job descriptions and rewrite them to support a more positive and affirming process. For example, home care employee’s job descriptions contain verbiage to the effect that paperwork is submitted timely. Instead, what if it were to read as follows: “understands the need for and accomplishes the goal of timely submission of required paperwork?” Can you see how this would change the way this function is approached by both the home care manager/leader and the home care employee?
No one wants to fail. However, when they do, the leader/manager needs to look at what has been provided in terms of understanding and necessity of the goal, including support for the same. For a home health agency, untimely submission of paperwork prevents timely billing and could affect the ability of the agency to process paychecks. Do you think any employee knowing that would consistently be negligent of timely submission of their paperwork? If untimely submission continues, an opportunity exists for the home care manager/leader to discover the barriers to successfully achieving the goal, and to mentor, and coach the employee. This truly is the role of the manager/leader – to empower employees to grow and expand.
Unfortunately, when we go into a home care agency, particularly a Medicare Home Health, the home health manager/leader is confined to their desk reviewing and coding OASIS assessments and plans. As a result, there is no mentoring and coaching to the home health field staff. Instead, actions are punitive and demanding. (Get your paperwork in or you will be written up!) This is not the way to grow your business. Employees are a home care agencies most valuable asset.
With your rewrite of the job descriptions, include verbiage that is directive and empowering. The goals and accomplishments need to be revised to reflect the new direction. This changes the new job accomplishments/goals process.
It’s important to have both the employee and the manager/leader fill out the revised form. These forms should be submitted to each other prior to the date set for the coaching and mentoring meeting, so each is properly prepared. If disparities between the two exist, a discussion that clarifies each other’s observations and considerations are explored. If there are areas of performance that are not being met according to the updated goals and accomplishments of the job description, there should be a place on the form that allows the employee to explain why they are not meeting the goal and ask for the help they feel they need. In my experience, most people are harder on themselves than others are on them. The objective of this meeting is to determine if the goals of the home care organization and the employee are being met, and if not, how the manager/leader can coach and mentor the employee. If, perhaps, the job is a mismatch, this approach allows the home care employee to explore this and come to their own conclusions, sometimes with the needed help of the manager/leader. The employee is usually relieved as they know the job is not for them. Saving the dignity of the employee is done with grace and value and not condemnation as a failure.
Home care mangers/leaders that adopt the position that their employees are their customers are the most successful. With this in mind, the entire process is changed for the better. In the end, the goal is to have staff that are empowered to grow and learn and managers/leaders to provide the wisdom and mentoring that staff need to meet not only the agency goals but their own.
If you are struggling with this process and feel you need some support and assistance, contact Kenyon HomeCare Consulting at 206-721-5091 or e-mail Kenyon HomeCare Consulting. We are here to help.
