Why should you conduct performance reviews for your dental practice employees?

Poorly handled performance reviews leave employees cold, sitting in front of a supervisor who tells them everything they’ve done wrong since the last review. Roger P. Levin, DDS, says, when handled properly, performance reviews play a critical part in the development of any staff member. Read how you can make these times work the way they were intended for both you and your team members.

Performance reviews play a critical part in the development of any staff member. In many companies, they are handled poorly and employees grow to resent them. Often, these reviews come to be seen as a time where employees must sit with a supervisor and be told about everything they’ve done wrong since the last review.

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Performance reviews should be positive in nature. If there has been a specific recurring issue with a staff member that is causing problems in the job, it cannot wait until a performance review to be addressed. Those issues should be dealt with as they emerge, and time should not be wasted when conflict or poor performance is occurring.

·Conversely, performance reviews should be a time to discuss what a staff member has done correctly, what areas could be strengthened even more and a plan drawn up for improvement. It becomes incumbent upon the doctor or office manager to identify the strengths of team members and reinforce them in a performance review. Afterward, a discussion can occur regarding how the employee’s skills or job performance can be improved. When this information is given following a review of strengths and excellent performance attributes, it is usually well received if delivered in a positive manner.

Performance reviews are an opportunity to focus one-to-one with staff members and help them understand what they have done well, what areas can be improved and what plan will be put in place to allow that to happen.Conversely, performance reviews should be a time to discuss what a staff member has done correctly, what areas could be strengthened even more and a plan drawn up for improvement. It becomes incumbent upon the doctor or office manager to identify the strengths of team members and reinforce them in a performance review. Afterward, a discussion can occur regarding how the employee’s skills or job performance can be improved. When this information is given following a review of strengths and excellent performance attributes, it is usually well received if delivered in a positive manner.

Performance reviews are an opportunity to focus one-to-one with staff members and help them understand what they have done well, what areas can be improved and what plan will be put in place to allow that to happen. Conversely, performance reviews should be a time to discuss what a staff member has done correctly, what areas could be strengthened even more and a plan drawn up for improvement. It becomes incumbent upon the doctor or office manager to identify the strengths of team members and reinforce them in a performance review. Afterward, a discussion can occur regarding how the employee’s skills or job performance can be improved. When this information is given following a review of strengths and excellent performance attributes, it is usually well received if delivered in a positive manner.

Performance reviews are an opportunity to focus one-to-one with staff members and help them understand what they have done well, what areas can be improved and what plan will be put in place to allow that to happen.
Conversely, performance reviews should be a time to discuss what a staff member has done correctly, what areas could be strengthened even more and a plan drawn up for improvement. It becomes incumbent upon the doctor or office manager to identify the strengths of team members and reinforce them in a performance review. Afterward, a discussion can occur regarding how the employee’s skills or job performance can be improved. When this information is given following a review of strengths and excellent performance attributes, it is usually well received if delivered in a positive manner.

Performance reviews are an opportunity to focus one-to-one with staff members and help them understand what they have done well, what areas can be improved and what plan will be put in place to allow that to happen.

Conversely, performance reviews should be a time to discuss what a staff member has done correctly, what areas could be strengthened even more, and a plan drawn up for improvement. It becomes incumbent upon the doctor or office manager to identify the strengths of team members and reinforce them in a performance review. Afterward, a discussion can occur regarding how the employee’s skills or job performance can be improved. When this information is given following a review of strengths and excellent performance attributes, it is usually well received if delivered in a positive manner.

Performance reviews are an opportunity to focus one-to-one with staff members and help them understand what they have done well, what areas can be improved, and what plan will be put in place to allow that to happen.

To learn how to run a more profitable, efficient and satisfying practice, visit the Levin Group Resource Center at www.levingroup.com/gp— a free online resource with tips, videos, and other valuable information. You can also connect with Levin Group on Facebook and Twitter (@Levin_Group) to learn strategies and share ideas.

Author bio
Dr. Roger Levin is a third-generation general dentist and the chairman and CEO of Levin Group, Inc., the largest dental practice management and marketing firm in the United States. As a leading authority on dental practice management and marketing, he has developed the scientific systems-based consulting method that will increase practice production and profitability, while lowering stress. Dr. Levin has authored more than 60 books and over 3,000 articles. He presents 100 seminars worldwide each year.

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