Having a structured approach to the employee lifecycle can set clear expectations and drive staff performance, writes Karen Crouch in her final article for Insight.
In Part 1 of this article, we identified the cornerstones before a practice can succeed, covering policies and procedures, workplace health and safety and selectively recruiting staff.
With the practice now ready for the public, this article delves into managing the employee lifecycle and, importantly, their performance.
Induction and training are the first vital components to consider.
An effective induction program ensures thorough staff introductions. New employees should confirm their familiarisation with their new colleagues, as well as practice policies and procedures (including OH&S), technology, premises layout and location of manuals.
“Appraisals can prove to be an excellent relationship building exercise between employers and employees.”
Reference to documents and supervisory staff should also be encouraged. Organisational structures and reporting lines need to be clarified, including roles of other employee groups.
As a practice’s primary resource, staff must be trained sufficiently to ensure the practice continues to run with efficiency.
Training is also essential for risk management purposes. Exposure for mistakes usually fall back on employers, known as vicarious liability. Employees must be trained in practice procedures, including situations infrequently experienced, for example violent patients.
Staff should also be encouraged to attend seminars and conferences to keep abreast of developments and network with colleagues.
Employment & Award Conditions
A host of formal arrangements define roles and form the basis of dispute resolution.
Industrial Award – this establishes levels of salary and conditions of employment for workers in a specified industry.
Australian Workplace Agreement (AWA) – offered by an employer that may overrule working conditions of Industrial Awards or Enterprise Agreements.
Enterprise Agreement – negotiated deal between employer and employees or their union representatives about conditions of engagement.
Contract of Service – also known as Contract of Employment, employers control employees’ work duties and will generally be vicariously liable for their omissions. Employees are entitled to annual leave, sick leave, holiday pay, superannuation and workers compensation.
The Fair Work Act requires employers to ensure conditions include prescribed minimum standards also known as National Employment Standards.
Staff Appraisals
It is necessary to undertake staff appraisals for several reasons, including annual remuneration reviews, performance bonuses, communication and relationship building opportunities, and to demonstrate genuine interest by discussing development opportunities.
Appraisals should address:
• Performance from the past six to 12 months: Quality of work, affording employees an opportunity to discuss their own performances
• Development opportunities for the upcoming six to 12 months: To enhance contributions, forming a basis for the following year’s performance review.
Appraisals can prove to be an excellent relationship building exercise between employers and employees, and is evidence of the employer’s respect for their staff’s opinions.
They’re also a useful performance management tool. It’s an opportunity to say “well done, thank you for good work” while allowing for constructive performance improvement discussions. Similarly, it demonstrates the employer’s willingness to invest in the growth and development of their team.
Effective appraisal programs have some key ingredients: they’re continuous and consistent, constructive and interactive, compare performance to targets (KPIs) and reflect practice policies such as attendance, punctuality, business values, interpersonal skills and teamwork.
They also need to motivate staff, identify training needs and welcome feedback.
Employee Performance Management
Having clear and measurable objectives are vital for staff performance. It helps them to understand the scope and expectations of their role.
Otherwise known as KPIs, these qualitative and quantitative measures should be; business-oriented and linked to overarching goals and strategies; achievable noting that not all targets are 100% achievable; and specific with measurement criteria and timeframes.
Some targets may be occasionally reviewed and ‘stretch targets’, if set, reflect performance excellence and achievement which may be rewarded through a bonus or promotion.
Collaborative Performance Indicators (CoPIs) encourage innovation through teamwork.
And now dear readers, after more than two decades writing this column, it is time for me to say goodbye and give someone else a chance to impart their knowledge and experience.
I trust my articles have been informative and relevant to your practice business efforts. Future plans for HPC look bright and we shall continue to be here for any of you requiring assistance. Please don’t hesitate to reach out. Until then, I wish you the best of health and happiness.
About the Author: Karen Crouch is managing director of Health Practice Creations Group, a company that assists with set ups, administrative, business, legal and financial management of practices. Contact Karen her
via kcrouch@hpcnsw.com.au or visit www.hpcgroup.com.au.
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