How to Stop Structured Performance Reviews and Staff Members From Clashing with Alarming Regularity

Performance reviews are inherently dreaded. Nurses and doctors have trained many years to do their job. The implication of a performance review is that the staff member is not to be trusted in doing their job. They only went to school for upwards of eight or more years. The very nature of the performance review can be systematically insulting in the healthcare industry. This is particularly so when one assesses how many responsibilities medical practitioners need to be on top of. Legal changes and state regulatory changes enforce new stipulations and new standards on a weekly basis. It may be necessary to the larger scale of the medical community. But, it must be done in a way that does not insult or, on the other end of the spectrum, pander to seasoned staff members in the organization.

Organizational experts are asking how performance reviews can be naturally embedded and worked into the system. They are asking the question, How to achieve successful performance improvement in healthcare? Below is one of the most elemental ideas to making this happen.



The Purpose of the Performance Review

A performance review cannot be general. A vague sense of improving healthcare quality will ultimately distil the performance aspects to the very basic essentials. When performances are standardized, everyone suffers. The performance reviews should also not be consistent and on a schedule. They should prop up with a more impromptu nature. This makes them appear more organic and intentional- as they are.

Making Reviews Organic

To get healthcare performance improvement reviews that are organic and intentional, one needs to look at the analytics system. The analytics system brings forth a large volume of data which delivers patterns and trends within the organization. The performance review should be based on what is discovered and analyzed in these patterns. When the performance review was brought up deriving from a specific pattern, there is an intentional point for that performance. This goes beyond the simple standardization applied by the county or state. It is a performance review with a sense of need.

The medical system is exactly that. It is a complex and structurally sound system of many quality initiatives in healthcare. The interesting duality is that staff members are people. They have emotional responses, and that emotion has to bounce back against a very structured system. These two do not have to inherently clash. There are methods to unlock the secret to making a system both structured and organic.