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Performance Feedback Now and Then (Case #3) Question 4. If you were Ms.

Turtle, how will you give feedback to Ms. Kopalski? Outline an agenda for the performance review, and think about how you will discuss each agenda topic.

Answer. I would first acknowledge my shortcomings in not meeting with Ms. Kopalski more frequently during the past six months. I would state that I would remedy this situation by meeting with her at least once a month for the next six months. With this in mind, I will provide feedback with Ms. Kopalski using the STAAM system (Performance Management, August, 2011). STAAM is shorthand for these five characteristics: Specific, timely, accurate, actionable and meaningful. Preparation for the review session should include taking the time in making sure that my intended feedback falls under the STAAM umbrella. Except for the timeliness of the review as stated earlier, the STAAM feedback system is useful for Ms. Kopalskis review session. Here is a general outline agenda for Ms.Kopalskis job performance review session:

Analyze the job description, performance standards and expected outcomes. Specifically, I would: 1. Ask for her assessments of the reports indicating that a competitor was launching a new service line of freestanding clinics, and why there was no such mention of this situation by Ms. Kopalski. 2. Inquire as to the accuracy of reports that was no marketing representative at 9 of the last 12 Patient satisfaction and General Clinic Operations meetings. 3. Review with Ms. Kopalski her preliminary draft of profitability goals. Point out the several errors in the assumptions used to develop the goals, and discuss the appropriateness of the listed goals.

Discuss how well Ms. Kopalski has managed her resources and report deliverables: 1. Have there been noted expansion of clinical services or launch initiatives? 2. How successful are our cross- functional groups been under her direction? 3. What pricing strategies and profitability goals have been realized and achieved in the last six months?

Review the job descriptions core behaviors and how well she has performed in this regard: 1. What do her direct reports and colleagues say about her input? 2. How authoritative and knowledgeable is Ms. Kopalski about the nuances of her job? 3. Is she described as a team player? And does her work suggest she could develop into an exceptional employee?

Employee feedback section 1. Review the data collected in reference to annual goals, quarterly summary statistics, semiannual reports of competitor activities and other reports and say to employee I see your three most important strengths as 2. Ask the employee What do you see as your most important strengths, contributions and accomplishments? 3. Say I see these three things as most important for improving in the next six months 4. Ask the employee What would you like to improve? 5. Discuss possible training, retraining, useful equipment or information that could be useful in helping Ms. Kopalski reach her performance standards.

6. Summarize what was agreed to during the review session, and end with a positive assurance that an opportunity for a follow-up session will occur on a more regular basis.

I think that this review session is specific in reviewing the job description and expectations. It is accurate in accessing the required reports for timeliness, completeness and progress. It is actionable in gauging how effective Ms. Kopalski has been in her interactions with colleagues, and is meaningful in that a forum for problem solving has been established.

Question #6. How will Ms. Turtle determine if the performance review was successful? What outcomes should she expect?

Answer. By the time Ms. Turtle sits down with Ms. Kopalski in the next month, as agreed upon during her performance review, she should begin to have a good indication as to whether the performance review has been successful. The discussion of Ms. Kopalskis weaknesses, and an analysis by Ms. Turtle of prioritizing her duties should begin to pay dividends. I would initially expect more communication from Ms. Kolpalski regarding competitors activities, and a report of marked improvement in the amount of staff representation at the Patient satisfaction and General Clinic Operations meetings. A training program aimed at helping Ms. Kopalski in the accurate formulation of strategic plans and goals should lead to an improvement in her draft of profitability goals. Making adjustments in performance plans, communicating objectives, goal setting and obtaining feedback from a variety of sources are all processes aimed at removing obstacles to Ms.Kopalskis ultimate success. It is also important that proper documentation and

logging of events be maintained on a consistent basis. This log should be objective, reflective of job related statistical measures, and document successes, achievements and shortcomings. Ms. Kopalski has all of the prerequisites for success in her current job: She is a graduate from a toptier master of health administration program, she has been a successful healthcare consultant in the past in which she was responsible for strategic planning and she has show that she is consistently good worker in rising from an analyst to a contract manager. These factors and considering the rave reviews from her colleagues, Ms. Turtle can expect a positive outcome in Ms. Kopalskis long-term performance.

Reference Performance Management: Feedback is A Two-Way Street. Retrieved February 25, 2013 from http://knowledge.wwpcarey.asu.edu/article.cfm?aid=4