CGR Management Consultants and Practice Partners, Inc. forecast a
revolution in healthcare employee evaluation. Hospitals and physician
groups, in particular, fall far short in nurturing employee growth and
encouraging employee actions that align with competitive directions. The
report, entitled “Work Performance Follows Human Enhancement” appears in
the November 1998 edition of Administrative Radiology Journal, published
by Glendale Publishing Corporation.
Competitive strains from managed care make business-as-usual approaches
unacceptable. Typical employee evaluations are, at best, bureaucratic and,
at worst, despised by participants. The result is unsatisfactory for both
employees and managers. Lack of action erodes competitive position. In an
industry dependent on peak employee performance, survivors will be those
who best harness employee skills.
Healthcare is moving from a “cottage” model of individual practitioners
to a “corporate” structure with larger, economically stronger
organizations. While many view this with alarm, the shift is as inevitable
as it has been with other industries in the past. With it comes the need
for new success formulas. The good news is that help is available. This
includes healthcare adaptations of methods spreading in other industries,
360° evaluations by superiors, peers,
subordinates, and customers.
Crossover skill building to add flexibility
to the work force.
Focused teams for building excellence in
targeted high profit services.
Recognition for contributions to improved
Methods to mesh employee actions with
Implementing such initiatives requires teamwork. Success doesn’t follow
“top down” pronouncements. The authors recommend a structure with three
teams to design and implement new appraisal approaches. These innovations
will match the temperament of the organization and its willingness to
The greatest challenge lies with senior management. They must establish
success yardsticks for measuring contributions. A measurement structure
has little use if there’s no index of success. Success must be defined in
terms of quality from a healthcare and service standpoint, staff
enrichment, and profitability.