Performance evaluations are based upon a direct comparison of the employee’s job description to the employee’s actual job performance during a specific time period to provide ongoing feedback and define concrete goals. They provide supportive written documentation for: Acknowledging an employee for exceptional performance Disciplinary action Identifying employees who need to improve Evaluating an employee’s progress after training Creating a performance evaluation from an existing job description is easy. 1.       List the areas you want to evaluate from the identified general responsibilities and core competencies. 2.       Develop criteria/standards for each general responsibility and core competency, indicating how you expect each to be done satisfactorily, but be careful not to establish an unrealistically high standard to meet. For example, one of the core competencies for a medical assistant may be to schedule appointments and tests. The criteria/standards defining that core competency may be to pre-certify patients for insurance coverage, set up referral contacts, and review all requisitions for completeness. 3.       Apply a rating scale to each general responsibility and core competency you are evaluating. The rating scale could be simple: (1)    Did not meet standards (2)    Met standards (3)    Exceeded standards They can also be a little more complex: (1)    Failed to develop as anticipated (2)    Performance is below the standards set for the position, training is needed (3)    Performance is satisfactory (4)    Performance is consistently higher than the standards set for the position (5)    Requirements and standards set for the position are always exceeded   In summary, performance evaluations should include the following: Name of the office practice/employer Position title Name of employee Period of time you are evaluating (i.e. 1/1/07 – 12/31/07) The general responsibilities and core competencies to be evaluated and the criteria/standards defining them A rating scale Specific acknowledgements/accomplishments Specific areas for improvement (be specific, i.e. training, certification, behavior change) This is also a great opportunity to have an in-depth discussion with each employee in order to uncover areas in which the employee is having difficulty and to indicate ways to assist that individual, discuss their specific accomplishments and/or other job responsibilities they may be interested in, as well as develop goals for that employee for the upcoming year.   Remember that performance evaluations should be conducted at the end of an employee’s probationary period, usually three months, and then at least annually thereafter. In addition, review the Employee Confidentiality Policy and Agreement with your employees and have them again sign and date it, as well as verify that their certifications and licensing requirements are up to date.   All employees should receive a copy of their job description upon hire. It is also a good idea to review the developed job descriptions on a periodic basis to ensure that they are being updated to include any technological changes (i.e. new equipment, including the skills required), as well as any changes to the office practice in general. Any changes made to the job description should be done with the agreement of the employee, and the employee should be given an updated copy for their records. All employment-related policies, procedures and forms should be reviewed by the practice’s legal counsel with knowledge of employment practices liability.   You can download a sample Job Description Form for use in your office here.   REFERENCES:   Appraisal Methods: Results Method, Management by Objectives (MBO) (n.d.). Archer North. Retrieved December 21, 2007 from http://www.performance-appraisal.com/results.htm   Criteria-Based Job Descriptions (February 2005). SESCO Report, Volume LVI, Issue 2. Retrieved December 21, 2007   Human Resources Management (n.d.). OMA Practice Advisory Services. Retrieved December 20, 2007 from https://www.oma.org/practiceadvisory/Staff/hr.htm   Job Descriptions: An Employers’ Handbook (2007). Human Resources and Social Development Canada. Retrieved December 19, 2007 from             http://www23.hrdc-drhc.gc.ca/2001/e/generic/NOC_HB_070316_en.pdf   Performance Evaluation Overview (n.d.). PTDA. Retrieved December 21, 2007 from http://www.ptda.org/AM/PrinterTemplate.cfm?Section=Job_Descriptions_Evaluations&Template= /CM/HTMLDisplay.cfm&ContentID=2281&FuseFlag=1   Staff Job Composite: Medical Assistant (2007). Saint Louis University. Retrieved December 19, 2007