Very often, if the supportive supervisions are indeed well carried out and that they lead to the development of an improvement plan, the monitoring of the implementation of the plan is rarely in place for lack of staff, time, or because of remoteness. Under these conditions, it is difficult to ensure the effective implementation of the improvement plan and therefore to envisage positive feedback from the performance evaluation and any improvement in health services.
Performance coaching, essential component of the performance evaluation process
To be effective, the performance evaluation process requires for the supervisors to coach their supervisees/coachees throughout the performance evaluation process. The supervisors are envisioned as coachs. They demonstrate their coaching capacity so that the performance evaluation process is:
- Homogeneous between coachs/supervisors: a clear definition of the indicators of success in the performance evaluation form must be established in order to align supervision with each other
- A virtuous cycle allowing the establishment of a channel of discussion / listening to the supervisee/coachee, the implementation of an improvement plan developed in concert by the supervised with his supervisor, and the follow-up of this implementation.
Supervisors / coachs should approach the performance evaluation process as a means,taking into account the context and specific situations of each of the supervisees / coachees, to achieve the objectives of the EPI.Coachs / supervisors must demonstrate the following abilities:
- listening and communication;
- assess strengths and weaknesses objectively;
- give constructive feedback;
- set clear and achievable objectives;
- ensure regular follow-up;
- establish trusting working
These skills are essential to accompany the health workforce throughout their journey of improvement by encouraging and motivating them.
Performance evaluation as a tool to motivate health workers
Performance evaluation only becomes a motivation tool for healthworkers if it is accompanied by real exchange, constructive feedbacks, and regular monitoring.
If one of these components is missing, the evaluation can be source of demotivation because perceived as a sanction, a judgment without the possibility of progression/improvement.
In this sense, performance evaluation regularly reminds health personnel that they are part of a system with strategic objectives to achieve and that they themselves are essential in achieving these objectives. Staff feel a mission for the good of the communities they work for, which in itself is a motivating factor.
Regularity of performance evaluation is key to keep health workers engaged in the process. Thanks to regularity, they can assess themselves, evaluate their past progression and see what goal they want to pursue. The privileged communication channel set between coach and coachee enables both to work hand in hand for the individual and programme achievements. Human resources is the backbone of the health services.
Regardless of the programme and its environment, performance management is about continually supporting staff to achieve individual goals, so that the program achieve sits broader goals.