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Outcome Based Performance Evaluation Patricia Ritter, Ph.D., CCC/SLP Emily Kinsler, CCC/SLP.D. ASHA, November 2006 Development of Merit Pay System Differential Reward compensation outstanding performance Meet agency objectives Utilize outcome based measurement system 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 Key End Results Quality Innovation Service Teamwork Growth Workplace Behavior Quality Speech Examples Outcomes measures as determined by ASHA/NOMS A consumer satisfaction survey, based on a fivepoint scale is used to determine each clinician’s average survey results. Questions address: Clinical knowledge Level of comfort Communication skills Quality and timeliness of reports Organization and preparation Quality Audiology Example Acceptance of amplification improvement in functioning as measured by sound field word recognition scores (aided/nonaided) 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 Service Teamwork A survey of 8 behavioral teaming measures judged on a five-point scale by the supervisor Attend meetings and Interacts, addresses complete assignments issues, and provides input into discussions Share equally in workload Takes responsibility for Communicate honestly own actions and directly Participates in conflict Listen and value resolution and supports members contributions group decisions Willingly makes sacrifices for the good of the team 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 Workplace Behavior A survey of 8 behavioral teaming measures judged on a five-point scale by the supervisor -Professional Growth -Positive Attitude -Communication -Sharing Responsibility -Adaptability -Consumer Interactions -Time Management -Accountability of Supplies & Equipment 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 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. Additional Elements Performance Narrative Yearly individual goals Advantages to a Merit 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 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 Ongoing Modifications Currently considering competencies as a measurement of quality Adjustment of percentages based on benchmarks Input from Board of Directors Contact Information The Treatment And Learning Centers 2301 Research Boulevard Suite 110 Rockville, Maryland 20850 301-424-5200 Patricia Ritter, Ph.D., CCC/SLP [email protected] Emily Kinsler, CCC/SLP.D [email protected]
