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Outcome Based Performance Evaluation

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Defining employee expectations (e.g., job descriptions, outcomes) ... Measurement depends on an adequate sample size. Ongoing Modifications ... – PowerPoint PPT presentation

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Title: Outcome Based Performance Evaluation


1
Outcome Based Performance Evaluation
  • Patricia Ritter, Ph.D., CCC/SLP
  • Emily Kinsler, CCC/SLP.D.
  • ASHA, November 2006

2
Development of Merit Pay System
  • Differential compensation
  • Reward outstanding performance
  • Meet agency objectives
  • Utilize outcome based measurement system

3
Components of Merit System
  • Key End Results
  • outcomes that an employee is expected to perform
  • Measurement of Key End Results
  • yardstick applied to the outcomes
  • Targets
  • level of outcomes to be achieved

4
Key End Results
  • Quality
  • Innovation
  • Service Teamwork
  • Growth
  • Workplace Behavior

5
Quality
  • Speech
  • Examples
  • Outcomes measures as determined by ASHA/NOMS
  • A consumer satisfaction survey, based on a
    five-point scale is used to determine each
    clinicians average survey results.
  • Questions address
  • Clinical knowledge
  • Level of comfort
  • Communication skills
  • Quality and timeliness of reports
  • Organization and preparation

6
Quality
  • Audiology
  • Example
  • Acceptance of amplification improvement in
    functioning as measured by sound field word
    recognition scores (aided/nonaided)

7
Innovation
  • An initiative that impacts consumer satisfaction,
    cost reduction or service growth
  • Examples of innovations include
  • Database of parent recommendations
  • Templates for evaluation tools
  • Parent resource center
  • Oral-motor feeding protocol

8
Service Teamwork A survey of 8 behavioral
teaming measures judged on a five-point scale by
the supervisor
  • Attend meetings and complete assignments
  • Share equally in workload
  • Communicate honestly and directly
  • Listen and value members contributions
  • Interacts, addresses issues, and provides input
    into discussions
  • Takes responsibility for own actions
  • Participates in conflict resolution and supports
    group decisions
  • Willingly makes sacrifices for the good of the
    team

9
Growth
  • Measured in contribution to the financial
    well-being of the agency
  • Financial growth in resources
  • Examples
  • Productivity
  • Percentage of hearing aid returns
  • Client cancellation rate

10
Workplace BehaviorA survey of 8 behavioral
teaming measures judged on a five-point scale by
the supervisor
  • -Consumer Interactions
  • -Time Management
  • -Accountability of
  • Supplies Equipment
  • -Professional Growth
  • -Positive Attitude
  • -Communication
  • -Sharing Responsibility
  • -Adaptability

11
Scoring
  • Staff are rated on all Key End Measures at one of
    three levels, threshold, target, or outstanding.
  • Targets are set by management team
  • Targets must be reasonable and able to be reached
  • Expectations are that employees would reach
    target level

12
Threshold, Target, and
Outstanding
  • Threshold is considered the lowest level, paid at
    minimum raise and could result in progressive
    counseling
  • Target is acceptable performance and paid at the
    rate set in budget by the agency
  • Outstanding ratings are paid a bonus to the
    employee plus the rate set by the agency.

13
Additional Elements
  • Performance Narrative
  • Yearly individual goals

14
Advantages to aMerit Pay System
  • Defining employee expectations (e.g., job
    descriptions, outcomes)
  • Identifying productivity and financial growth
    through measurable outcomes
  • Opportunities for new or better programs
  • Providing managers and supervisors a tool for
    discussing employee behavior
  • Increasing accountability

15
Challenges to a Merit Pay system
  • Subjectivity of some measures
  • Consumer Satisfaction Survey
  • may be based on unhappiness with diagnosis rather
    than clinical skills
  • Behavioral measures
  • Measurement of outcomes is not always sensitive
    to the complexity of the clients and is one of
    the biggest weaknesses of the system.
  • Measurement tools are not always standardized
  • Measurement depends on an adequate sample size

16
Ongoing Modifications
  • Currently considering competencies as a
    measurement of quality
  • Adjustment of percentages based on benchmarks
  • Input from Board of Directors

17
Contact Information
  • The Treatment And Learning Centers
  • 2301 Research Boulevard
  • Suite 110
  • Rockville, Maryland 20850
  • 301-424-5200
  • Patricia Ritter, Ph.D., CCC/SLP
  • pritter_at_ttlc.org
  • Emily Kinsler, CCC/SLP.D
  • ekinsler_at_ttlc.org
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