Veja como você pode avaliar a eficácia dos processos de avaliação de desempenho dos gestores de saúde.

GOALS are the driving factor for any individual or process. For healthcare managers the definition of goal has multiple aspects. Few important areas, healthcare managers can set up a goal for the team and himself rely on factors like revenue impact, client satisfaction, effective denial management, and increasing first pass ratio. With all these operational goals on the healthcare revenue optimization healthcare managers also serve an important role in providing best patient care and optimise hospital efficacy by managing patient scheduling and documentation. To conclude healthcare managers now should think beyond SMART goals of defined nature and take patient care as the ultimate destination and deliver patient care beyond treatment.

Clearly define performance goals and expectations for healthcare managers. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART criteria). Align these goals with organizational objectives and the manager's role responsibilities.

Consider the circle of control when setting goals. Get the manager involved in goal setting. Identify which among the goals are the top priority.

Gauging the effectiveness of healthcare managers performance evaluation processes involves assessing several critical factors. Firstly, the evaluation should have clear objectives and standards that align with the organization's mission and goals. It is essential that the criteria for evaluation are leadership skills, financial management, quality of care, patient satisfaction, staff management, and regulatory compliance. Incorporating 360-degree feedback mechanisms from peers, subordinates, and superiors can provide a holistic view of the manager's performance. Regular review and updates of the evaluation process based on feedback and changing organizational needs are also crucial to ensure its ongoing effectiveness and relevance.

Defining goals is, perhaps, the most important aspect of the performance evaluation process for healthcare managers. This is because the performance indicators which are evaluated flow directly from goals set. Put another way, the performance indicators are the goals in action.

Leaders should be giving feedback so regularly that the employee is comfortable in that they know they are doing well — and also what they need to work on. It is especially important to recognize employee strengths on an ongoing basis. Call out positive impact and action frequently. Waiting for the performance review is waiting too long.

Establish a structured feedback loop where managers receive ongoing feedback from their supervisors, direct reports, and colleagues. Feedback should be constructive, timely, and linked to performance goals to facilitate continuous improvement.

Managers should schedule regular one-on-one purposeful rounding sessions with their employees to encourage, inspire, and provide guidance and coaching. The same opportunity should be provided to managers to ensure they are learning about the positive aspects of their performance, and how they can potentially implement methods to improve (if necessary) and learn leadership skills through professional development. Regular feedback will keep managers engaged and constantly striving for excellence. When they receive regular feedback, they will engage in the same practice with their own team, replicating the cycle of employee growth.

O Feedback deve ser assertivo e progressivo pelas seguintes razões: fortalece os relacionamentos interpessoais, uma vez que, fornecem informações claras e específicas sobre o desempenho do profissional, ajudando-o a reconhecer áreas outrora obscuras. Além de contribuir para o crescimento da autoconsciência, ajudam as pessoas a desenvolverem uma melhor compreensão de si mesmas, de suas forças e áreas de melhorias.

En la actividad sanitaria es imposible trabajar sin la retroalimentación mutua de gerencias y sanitarios. La asimetría de información y las externalidades, obligan a que ambas instancias compartan con transparencia objetivos, procesos y resultados, solo así se puede mantener una constante mejora y/o solución de situaciones o conflictos.

360-Degree Feedback or Peer reviews are an effective method for managers to receive feedback from colleagues, subordinates, and supervisors, offering a comprehensive assessment of their performance.

A revisão paritária é um método eficaz de entregar um trabalho de qualidade principalmente quando trabalhamos orientados a resultados. Auxiliando em todas as áreas e subáreas da gestão, corrigindo e oferecendo novos insights. Faz parte da melhoria contínua, se realizada da maneira correta traz benefícios a toda equipe e instituição.

Siempre que sea posible es fundamental hacer la revision por pares, esto ayuda a la apreciación de mejores opciones de evaluación y puntos de vistas diferentes, enfocados fundamentalmente hacia la búsqueda de un mejor opcion de analisis interpretaciones y búsquedas de respuestas desde dos puntos de vistas diferentes. La mejor opción es obtener evaluaciones por pares para entender fortalezas y debilidades vistas desde perspectivas diferentes.

In a large hospital system, or even a medium-sized private practice, peer review is a common method of providing colleague-driven feedback between physicians. Peer review is also commonly used in academic settings with published articles, giving validity to the research conducted by scientists or historians. Providing feedback laterally to fellow managers is beneficial as it is relevant to the work that others at the same level are doing. It's one thing to provide feedback to those you lead - but it's quite another to hear from managers who are doing the same work as you. They can provide insights about how they have grown as managers, what has worked - and what has not. Listen to your peers - their objectivity can prove to be purposeful.

Les patients sont au cœur de notre métier, et notre mission est de les servir en répondant efficacement à leurs besoins en utilisant les ressources à notre disposition. Dans cette optique, il est impératif de recueillir leur feedback, leur niveau de satisfaction, leurs commentaires, leurs suggestions d'amélioration et leurs témoignages. Toutes ces informations sont essentielles pour une évaluation globale des performances du gestionnaire de santé. Nous mettons à disposition des patients une adresse e-mail pour recueillir leur feedback, ainsi qu'une boîte où ils peuvent déposer des lettres.

O impacto direto no paciente seria o não acompanhamento das melhorias e não correção das anomalias. O paciente tem a percepção na qualidade quando o atendimento é rápido e eficiente, com resultado rápido e com qualidade.

One thing I founded critical to assure optimum healthcare quality is reinforce patient-centered healthcare services, meaning is understanding patient impact is crucial for healthcare managers. It ensures that decision-making aligns with patient needs and improves outcomes. By prioritizing patient perspectives, we can enhance the quality of care, foster trust, and drive meaningful improvements in healthcare services.

This one, let anyone get involved, from food services to chief of medicine. Include housekeeping, they sometimes get the most patient input. Bring food.

Implantar ferramentas acessíveis para que os pacientes relatem a experiência na unidade de saúde, traz consigo a oportunidade de atuarmos na gestão dessas melhorias. Controle de elogios, sugestões e reclamações devem ter um prazo de avaliação e tratamento. Contudo, não só essas ferramentas, mas ferramentas de gestão de incidências e ocorrências, devem ser implantadas! Há pacientes que não registram suas insatisfações e os processos deles também devem ser registrados. Neste caso a atuação deverá ser da equipe altamente treinada e comprometida com o objetivo.

Entiendo que la comunicación efectiva es fundamental para lograr los mejores resultados. La medición de los indicadores y los procesos es excepcional para conseguir analizar los avances logrados.

An example of a training outcome we incorporated in our clinic was the use of a new software tool add on that would significantly increase our productivity when it comes to documentation. Our manager had studied the effectiveness of the add-on tool and created a chart to assess the financial impact that it would have on the company if it was invested on a yearly basis. It was then presented to all the staff to seek advice and an opinion on whether it would be the best fit for the company. i truly appreciated them introducing it to the whole staff as it was a huge step for growth and knowledge.

Feedback feedback feedback. Sometimes the best Medical officers have bad ideas. The old adage don't be the first or the last to start something new works well. Plus you need buy-in. One hospital of mine had a staff of 25 people meet (with food) for 10 weeks. The ideas were great but implementation sucked. No follow up. The idea was great in policy unrealistic in practice. If we had fired the managers who didn't implement the policy we'd have no managerial staff. Keep a sense of humor and be willing to move on.

O treinamento é fundamental na implantação dos processos de uma unidade. Do novo funcionário ao funcionário mais antigo, o treinamento proporciona atualização e minimiza erros. Novos funcionários devem ter um processo de integração, afim de facilitar a entrega do seu trabalho. Nesta integração é necessário treinamento teórico/prático da sua função, também como, deixar claro a cultura da empresa, os compromissos, visão e objetivos. Assim o novo funcionário entenderá, não somente sobre a sua função, como também seu comportamento cultural dentro da instituição. Já o ensino continuado visa reduzir erros, receber feedbacks dos processos já implantados. Assim, obtemos muita oportunidade de melhorias.

Training and Development to assess the opportunities provided for continuous learning and professional development. Monitor improvements in managers' skills and competencies over time.

❗Ohne Einhaltung der Compliance-Richtlinien können Kliniken nicht sicherstellen, dass ihre Einkaufsprozesse rechtlich und ethisch korrekt ablaufen. 👍Dabei ist es wichtig, das Personal im Klinik-Einkauf für diese Thematik zu sensibilisieren und zu schulen. Durch Einhaltung der Compliance-Regelungen werden die Einkaufsprozesse frei von Abhängigkeiten, überprüfbar und mögliche Interessenskonflikte verschwinden. Auf diese Art und Weise abhängig zu sein, möchte weder der Klinik-Einkauf, noch der Lieferant. Der Klinik-Markt ist zwar recht groß, aber auch transparent. Irgendwie, irgendwo, irgendwann ... kommt Alles ans Licht.😀

Ensure that the managers comply with healthcare regulations, standards, and ethical guidelines. Use results from accreditation organizations to assess the quality of management.

My view is that you must have at least five KPI’s: The overall performance of your team. Business is about results. And although this should not be the only measure to judge a manager, performance matters a lot. Employee surveys. All organizations must survey their employees at least once a year. The turnover rate. Great managers create committed teams with employees who don't want to leave. Candidate surveys. An underestimated but important skill that managers must have is to be strong recruiters. Employee growth. Great leaders produce more great leaders. It is for this reason that the promotions of the managers' staff must be followed up. Measuring the effectiveness of training in leaders is not easy, but it is possible.

Consistency in a performance evaluation process is crucial for its effectiveness and fairness. Consistency ensures that all managers are assessed using the same criteria, which helps to eliminate bias and maintain fairness. A consistent evaluation process produces reliable and accurate results over time. This transparency can lead to greater trust in the process and its results. Lastly, consistent evaluation criteria allow for benchmarking, both internally and externally. Managers can see how they measure up against their peers, and the organization can see how its managers compare to those at similar organizations. To ensure consistency in the evaluation process you must have standardized evaluation criteria.

Employee feedback is essential and should not be underestimated. Conducting regular surveys to gather insights on employees' experiences with the performance evaluation process, along with organizing focus groups from different levels of the organization, can provide valuable insights into its effectiveness. True servant leaders will appreciate and welcome such feedback.

El prestigio de las instituciones y por ende su capacidad de atraer pacientes, está basado en la calidad de sus procesos, innovación, seguridad y muy en particular por el prestigio de su personal, en particular de los médicos que quienes atienden y resuelven. Si bien son instituciones que pueden ser lucrativas, las imperfecciones de la economía en salud, las políticas públicas, las contingencias sanitarias, las hacen vulnerables y sacar el foco del paciente y del personal las hacen fracasar. Hay ejemplos de grupos que toman el control, no conversan con su par sanitario o lo cambian por uno "sumiso", y terminan vendiendo o abandonando proyectos de gran potencial o destruyendo instituciones muy prestigiosas, con salida masiva de profesionales

I assess performance evaluation processes by tracking metrics such as employee satisfaction, retention, and development. I monitor goal achievement, quality improvement, and patient satisfaction. I evaluate fairness, consistency, and transparency in evaluations. I solicit feedback from staff and peers, identifying areas for improvement. I compare our processes to industry benchmarks, incorporating best practices. By analyzing these metrics, I ensure our evaluation processes drive growth, accountability, and excellent patient care.