Lesson 12: Performance Appraisals and Dealing with Problem Employees

• Come to class prepared to Discuss performance expectations for all employees.
• What are the universal skills expected of the professional nurse?
• ANA standards.
• Expectations should be consistently met.
• Basic assessment, medication, patient care skills, critical thinking, etc.

• Come to class prepared to Role play a performance appraisal with a problem employee.
• What could you say to the employee to help motivate the employee toward better performance?
• In performance appraisals, actual performance, not intent, is evaluated. 
• Make it clear that the appraisal is based on their job description rather than on whether the manager approves of them.
• Expectations of job performance should be clear at time of hire.
• Review expectations of job performance (employee fill out a self evaluation & be peer evaluated) before manager performs an appraisal.
• Treat the employee with trust and professional respect.
• Do not be biased.
• Make statements that are specific not vague and be direct.
• Use coaching techniques.
• Do not make statements that lead towards the halo or horn effect.
• Give credit where credit is due.
• If an employee is lacking in an area, set a measurable goal with the employee for improvement.

• Bring to class, ready to discuss, a copy of the policies governing termination at your place of employment.

Employee Termination Policy

Policy Statement

Intermountain Healthcare will administer all employee terminations (voluntary or involuntary) in a consistent manner and in accordance with all applicable laws and regulations.

Scope

Intermountain Health Care, Inc. facilities and entities.

Definitions

None

Provisions
1 Voluntary Termination
1.1 Employees are requested to give at least 2 weeks written notice of intent to terminate.
1.2 Employees in management and hard to recruit positions are requested to give at least 4 weeks notice.
1.3 All terminating employees should have a termination form completed for placement in employee file.
2 Termination Date
2.1 Generally, an employee's last working day is the date to be used in determining the termination date.
2.2 Unused leave may not be used to extend the length of an individual's employment.
3 Exit Interview
3.1 Each facility's Human Resources Department is encouraged to conduct an exit interview with all terminating employees.
3.1.1 The Human Resource Director should immediately be advised of issues regarding employee relations, legal, or policy identified as the result of an exit interview.
4 Final Pay
4.1 Terminating employees will be paid all compensation owed within legally required time frames.
5 Intermountain Healthcare Debts
5.1 Money may not be deducted from an employee's final pay to satisfy Intermountain Healthcare debts without the employee's written authorization.
5.1.1 Written authorizations should specify the debt incurred, the amount to be deducted, and when the deduction is to occur.
5.2 If any compensation or leave advances have been given to the employee, these may be withheld from the employee's final pay without a specific written agreement.
6 Intermountain Healthcare Property
6.1 All Intermountain Healthcare property, documents, disks, name badges, etc. must be returned to the manager or his or her designate by termination date.
7 Employee Appeal
7.1 If the termination is an involuntary termination the employee has a period of 10 Calendar days following the discharge to initiate an appeal. See Complaint Resolution Policy.

Exceptions

Exceptions to this policy are subject to review and administrative approval by the facility Chief Operating Officer

Unpublished work of authorship. Copyright © Intermountain Health Care, Inc. (Intermountain Healthcare). All rights reserved.

Effective Date: January2004

Confidential and proprietary to Intermountain Health Care, Inc. If Intermountain Healthcare authorizes a person to access policies, procedures, and guidelines (PPGs), it also authorizes that person to disclose information from PPGs – not copies – but only as reasonably necessary for healthcare matters related to Intermountain Healthcare.

Reasonable efforts will be made to keep employees informed of policy changes; however, Intermountain Healthcare reserves the right in its sole discretion to amend, replace, and/or terminate this policy at any time.

Intermountain Healthcare is an At-Will Employer. The terms of this policy do not, either directly or indirectly, constitute any form of employment contract or other binding agreement between any employee and Intermountain.

Contact Intermountain Healthcare’s Legal Department for questions.

• In your blog (Reflective Journal), Imagine you are a nurse manager and record ways of terminating an employee.
• It should be done in private. 
• For nonunionized employees, the burden of proof falls the the employee. Union employees the burden of proof for the wrongdoing and need for subsequent discipline falls on management.
• Appropriate steps should be taken prior to the termination (verbal, written, suspension, dismissal).
• Use assertive communication style.
• Remain in control of situation and conversation. Do not allow emotion to take a hold on the manager. 
• Termination is best done in person not over the phone.
• Employees may be given a chance to appeal the dismissal.
• Explain why the termination is necessary (if proper steps have been taken prior, it should not be a surprise to the employee).