Sample Performance Evaluation Paper

By Jessi Manley

This paper will explore the information surrounding the performance evaluation for the title of clerk/ receptionist at Genesis HealthPlan. I will discuss the purposes to which the performance evaluation will be used, the type of data I will gather, and the manner in which the data will be gathered. Attached you will find a sample of the performance evaluation itself.

The performance evaluation for the position of clerk/receptionist will be primarily for the purpose of employee development, but it will also tie in compensation. I think that it is important to have motivated and satisfied employees, therefore, I will use the performance evaluation as an opportunity to discuss with the employee how they have been fulfilling their duties. Together we will review current and past behavior. I will offer praise and recognition for specific times when the employee excelled, and together the employee and I will discuss ways in which improvement could be achieved. This will also be a great time to review the job description together to critique the contents in order to determine if any changes have occurred within the past year.

The performance evaluation will also include the discussion of compensation. In order to motivate the employee I will develop a pay for performance compensation system where specific goals will be met in order to receive bonuses. This will encourage the employee to work diligently throughout the course of the year to be productive. In order to do this I will develop a system to monitor the performance of the employee. The duties of the employee are clearly spelled out in the job description. For the purposes of the monitoring system, each job duty will have a specific performance standard of good, better, and best associated with it. How the employee performs their duties will determine what type of a bonus they will receive. The performance of the employee will be monitored and if applicable, a bonus will be awarded on a quarterly basis. This will allow the employee to basically be the master of his/her own destiny. They will know exactly what they need to do in order to receive the bonus. It will be up to them whether or not they will work hard to reach their goals.

During the performance evaluation, we will discuss goals to be accomplished in the future related to their job and their future with the company. If new responsibilities are desired we will discuss the possibility of developing the employees skills through training. Since I want the employee to know that I am truly interested in him/her as a person outside of their position at work, I will take the time to discuss and goals pertaining to personal growth. If the budget allows for it I will try to help the employee achieve these goals in any way possible, otherwise, I will support and encourage any steps that the employee is taking to enrich their own life outside of work. The performance evaluation will also be a time where employees will have an opportunity to discuss with me any ideas, suggestions, and concerns that he/she may have.

To effectively monitor the performance of my employee, I will gather specific data for each job duty, which will be evaluated for the purpose of evaluating performance and awarding quarterly bonuses. For the purpose of this paper, however, I will choose only the three most important job duties and describe what data will be gathered and the manner in which it will be gathered and how it will be evaluated.

One of the clerk/receptionist’s primary duties is to maintain the ordering process of the health insurance identification cards. Briefly, this duty includes receiving member insurance enrollment forms and entering the insurance selections into an Access database. This information is downloaded into an Excel file. This file is then sent via email on Wednesdays to the ID card vendor who produces the cards. The employee is then responsible for picking the cards up from the vendor on Thursdays and verifying that the information is correct on the cards. The employee is to then mail the cards on Fridays with the appropriate letter in a labeled envelope to the member. The final step of this process is to enter the date the members’ card was sent into the Access database.

For the purpose of evaluating performance this duty has specific good, better, and best performance standards which are then weighted and given a score upon which bonuses will be based.

Good performance: Failure to enter every enrollment form received for the week, failure to send the Excel file to the card vendor on Wednesday, more than one card error per card run, and failure to get cards in the mail run on Friday.

Better performance: Enter all the enrollment forms, sending the Excel file to the card vendor by 4:30 on Wednesday, no more than one card error per card run, and cards are sent in the mail run on Friday.

Best performance: Enter all the enrollment forms, sending the Excel file to the card vendor by noon on Wednesday, no more than two card error’s per month (4 card runs), and cards are sent in the mail run on Friday.

To measure the performance of maintaining the ID card ordering process, I will perform queries in the Access database. We record and log all of our calls into the Access database, so it is possible to run queries to determine how many people called with complaints about their cards. The first query will determine how many people complained of late cards or no cards for the month. The second query will determine how many people called in to request new cards due to errors. I will also run queries to determine if the Excel file was sent to the card vendor on Wednesdays and if the cards were in the mail on Fridays.

An equally important job duty of the clerk/receptionist is to provide back-up phone support to Customer Service Representatives. This duty includes answering member questions regarding their insurance and answering Health Care Providers questions regarding their patients insurance. This duty also includes making follow-up phone calls when necessary and taking accurate notes on the call log sheets.

Good performance: Answering the phone after more than three rings, receiving more than one customer complaint per month, and making follow-up phone calls on average after 3 days.

Better performance: Answering the phone within three rings, receiving one customer complaint per month, and making follow-up phone calls within 2-3 days on average.

Best performance: Answering the phone within the first two rings, ability to answer questions accurately the first time, upholding a friendly, caring, and knowledgeable attitude with every phone call, and making follow-up phone calls within the same day.

Evaluating phone skills is a little difficult, but because we log all of our calls I am able to run a query to determine how many member’s called in with a complaint about information received and attitude of customer service representatives. I can also run a query to measure the length of time taken to make follow up phone-calls. Measuring how many times the phone rings is a less formal process. In order to do these, the other two customer service representatives will be asked if they notice a trend of the employee not fulfilling the duty in that respect.

Updating the Customer Service calls database in another duty that the clerk/receptionist is responsible for. This includes collecting the call log sheets from the other representative and logging the information into the database.

Good: Having all of the log sheets from the previous day entered into the database by the third day on average.

Better: Having all of the log sheets from the previous day entered into the database by the second day on average.

Best: Having all of the log sheets from the previous day entered into the database the following day on average.

In order to keep track of the employee’s performance as the manager I could run the queries on a weekly or monthly basis and keep track of the results in an Excel spreadsheet. When the time came for the employee’s quarterly performance evaluation I would be well prepared to give the employee an accurate score based on performance and if applicable award a bonus.

The performance evaluation form will primarily focus on the performance of the job duties; in other words the performance of the duties will be weighted the most heavily. The evaluation will also have sections, which evaluate the behavior reflecting organizational values, performance of tasks in an organized, accurate manner, understanding of clerical duties, and ability to express flexibility and dependability in performance of duties. Since this is a small office that requires my direct contact with the employee on a daily basis, I feel that I can accurately and fairly form an opinion on how the employee is doing in the above areas. The aforementioned qualities will not have as much weight attached to them as the evaluation of the performance, but I do feel it is important to include these factors in a performance evaluation.

Name: Employee #:

Title: Clerk/Receptionist Department #: GHP Date Due:

Key: Good = 1, Better = 2, Best = 3 (scores are based on manager’s records of performance)

Section I PERFORMANCE FACTORS

Factor/ Standard Level Score

1. Performs job duties in an organized, accurate manner

(Weight 75%)

1. Maintaining the health insurance ID card order process._____
2. Provide back-up phone support to Customer Service _____
3. Update the Customer Service calls database._____
4. Create member information packets and deliver._____
5. File all information pertaining to Customer Service._____
6. Analyze Customer Service inventory supply._____
7. Enter Utilization Review data into Excel Spreadsheet._____
8. Enter data of quarterly patient survey into Access database._____
9. Assemble mailings._____
10. Fulfill requests of office personnel as needed._____

1. Behavior reflecting organizational values.

(Weight 10%)

1. Performs job functions in a quality manner by doing the

   right thing, the right way, at the right time. _____

2. Creates and environment of team work and develops strong

   working relationships within the organization. _____

3. Uses caring, courteous verbal and non-verbal behaviors

   in all interactions. _____

4. Maintains confidentiality and the integrity of health plan

   and organizational information. _____

5. Demonstrates cost effective use of human and material

   resources utilized in job performance. _____

6. Accomplishment of previous goals._____

Comments: ______________________________________________________

________________________________________________________________

________________________________________________________________

1. Shows understanding of clerical duties.

(Weight 5%)

1. Demonstrates ability to operate and maintain office equipment._____
2. Demonstrates ability to access and utilize computer equipment._____

Comments: _______________________________________________________

________________________________________________________________

________________________________________________________________

1. Shows flexibility and dependability in performance of duties.

(Weight 5%)

1. Demonstrates willingness to assist other personnel as needed._____
2. Accepts new techniques and responsibilities willingly._____
3. Demonstrates ability to work with little supervision._____
4. Reports to work and completes tasks in a timely manner._____

Comments: _______________________________________________________

________________________________________________________________

________________________________________________________________

1. Adheres to departmental/personnel policies and procedures.

(Weight 5%)

1. Reviews and complies with all personnel policies._____
2. Adheres to confidentiality guidelines at all times._____

Comments_______________________________________________________________________________________________________________________

________________________________________________________________

Section II Performance Appraisal Summary

Total Weight 100%

Performance Appraisal Merit Scale

Upon completion of the performance appraisal, each employee will have received a number of points as a result of the Manager’s assessment of performance. This number of points is based on a total of 100. The final score will relate to the following conversions of points to a statement of overall performance. It is the level that will determine the employee’s increase in pay or bonus, if any.

_____ EXCEEDS STANDARDS (85-100): Consistently and substantially exceed performance requirements by a wide margin. An adjustment in pay will occur and will be either an adjustment to the base rate, a bonus or both depending on the employee’s current rate in range.

_____ MEETS STANDARDS (61-84): Overall performance clearly meets requirements. Employees at this level have been determined to be competent to perform the role and responsibilities assigned. A smaller adjustment in base pay, or a smaller bonus will occur.

_____ BELOW STANDARDS (33-60): Often fails to meet performance standards. Employees at this level need additional training and/or a corrective action plan outlining how they will meet standards. No adjustment in pay or bonuses will occur.

Section III GOALS TO BE ACCOMPLISHED

Goal Action Plan Anticipated Date of Completion

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