katie montgomery clinical quality improvement manager i got the right impression? do you mean...
TRANSCRIPT
Katie Montgomery Clinical Quality Improvement Manager
The performance element of nursing appraisal
Engaging nurses in the appraisal process
Monitoring nursing performance and
development through appraisal
Improving appraisal effectiveness
Linking with the KSF
Top tips for nurse managers
Revalidation
Appraisal and personal development
plans
Practitioner
and portfolio
Clinical Supervision
The five key elements of the performance appraisal are:
1. Measurement
2. Feedback
3. Positive reinforcement
4. Exchange of views
5. Agreement
Taken from CIPD factsheet
The Employer: ◦ Recognise and reinforce good performance, or to take steps
to identify and deal with poor performance.
◦ Arrange regular performance appraisals (at least annually) to identify training needs.
◦ Responsible for the skills and knowledge levels of your staff.
The Employer and Employee ◦ If a nurse or midwife accepts responsibility for practice
which is deemed to be beyond their capability and which has resulted in errors in practice, both the employee and employer are accountable: the employee for failing to acknowledge their limitations, and the employer for failing to ensure that the employee has the appropriate skills and knowledge.
Appraisals are
much easier, and
especially more
relaxed, if the
manager meets
each of the team
members
individually and
regularly for one-
to-one discussion
throughout the
year.
Clinical Supervision should be
included as an objective
The supervisee takes their portfolio
or examples of how Clinical
Supervision has impacted on their
practice and any training needs
that may have been highlighted
as part of the supervision
Has to be their choice
Organisational Policy
Appraisal Training/HR/Learning and Dev Dept
CIPD website
Health Education England
Royal College of Nursing
Nursing Midwifery Council
Google for templates
Invest an equal amount (6 Nursing C’s)
Evidence used to support the feedback given
Funding streams for learning and development
Creative ways to provide development within
organisation/network
Examples of objectives achieved and not achieved (inc. explanations)
Ways to develop the role
Arguments to support their case for specific training and development needs
Level of support and guidance they require from their manager
Factors affecting performance (within and outside
the individual’s control)
Potential directions the individual’s career might
take and how to support/ empowerment to achieve
Do, Have, Has, Is, Are
will receive ‘yes’ or ‘no’ answers
Who, When, What, How, Where, Why
will encourage the supervisee to expand on their thoughts.
That’s very interesting…
Tell me more about …?
To what extent do you think that …?
Have I got the right impression?
Do you mean that…?
What I’m hearing is…?
High Support
Low challenge
Feedback effect:
Status Quo: keep on
doing same things
High Support
High Challenge
Feedback effect:
Challenged to do more
and better: high
performance
Low Support
Low Challenge
Feedback effect:
Apathy, boredom
Low Support
High Challenge
Feedback effect:
Stressed
Low Challenge High Challenge
Low
Su
pp
ort
Hig
h S
up
po
rt
Don’t seek to persuade
Work to understand
Share and understand feelings
Actively support progression
Objectivity is the critical skill here
Body language
Tone of voice
Useful feedback is: 1. Given with care,
2. Given with attention,
3. Invited by the recipient,
4. Directly expressed,
5. Fully expressed,
6. Uncluttered by evaluative judgements,
7. Well timed,
8. Readily actionable,
9.Checked and clarified.
FEEDBACK
Obstacles to giving feedback?
-I am not confident and do not like “confrontation”
-It’s not my job
-I don’t have time
-I don’t have enough information
-I don’t want to hurt them = if I hurt them they will
not like me anymore
Focus on the behaviour,
not the person
What is the end result/what do you want the person to achieve?
How will it be achieved? Is it achievable? Include goals that are realistic, given
the skills of the person in question and resources available
Record the time frame in which the objective must be achieved.
alison wells
Induction through to appraisal (golden thread)
Promote at team meetings; briefings; team huddles; coffee breaks; corridor conversations
Allow it to become “normal” day business Translate organisational objectives Succession planning/Bigger picture planning Be fair and equitable Know your staff Appraisal KPIs to keep you on track!
Creating a culture where honesty is important
The role of a creative leader is not to have all the ideas; it's to create a culture where
everyone can have ideas and feel that they're valued. So it's much more about creating climates. I think it's a big shift for a lot of
people. Ian Robinson
Apply same standards to your own appraisal
Expect challenge/ expect to be challenged if poor appraisal technique
Confidential survey – rate your appraisal and get invaluable feedback
1st Year – Tick Box (KPI)
2nd Year – Stagger the Plan
3rd Year – 12 months
Feedback effectiveness of appraisal process and
paperwork to the organisation to make necessary
improvements
Push boundaries
Collect evidence rather than moan, for example how
long it takes to communicate versus completion of the
documentation
Don’t let it distract you from positive and engaging
appraisal
