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Do you know who your high-performing employees are? If you do, what are you doing to retain, or 1Ye- recru it," them?
If your answers were "no" and "nothing," you're not alone. It's likely instead that you know more about your lowest-performing employees and spend more time addressing their issues.
But having a clear picture of who your high-performing employees are - from senior leaders to early careerists - allows you to re-recruit them, with the goal of creating a culture of high performers who love coming to work every day, according to Tom A. Atchison, EdD, president, Atchison Consulting LLC, Le Claire, Iowa.
Healthcare organizations are finding that maximizing the performance of human beings is the best opportunity to get the most out of their workforce to optimize patient care. This all begins with knowing who your high, mid and low performers are.
Identifying High, Mid and Low Performers
Your high (A), mid (B) and low (C) performers can be determined by listing their differentiating values and beliefs, which can be accomplished through behavior analysis, says Atchison.
"Knowing your A, B and C employees is similar to identifying a top-performing chef, artist, pianist or even an NFL quarterback from a low-performing one," he says. "These high-performing people are committed to excellence and share the same attributes such as being consistent, creative, disciplined and focused. It's the same way with behavior analysis - you can define your employees' behaviors that are high from those that are low. If you have behavioral standards, it's not a matter of getting to the point where you dislike an employee before you fire him, which happens frequently in healthcare. But you can detest his behavior. You give him the choice of changing his behavior or leaving."
David L. Dunlap, FACHE, president and CEO, Roper St. Francis Healthcare, Charleston, S.C., identifies highperforming managers via a leader evaluation management program. "We ask senior leaders to rate their staff as high, solid or low," says Dunlap. "We often spend more time counseling our low performers than we do encouraging our high performers. We want to move toward knowing who the high performers are so that we can let themknowhow essential they are to our overall operations," says Dunlap.
"We want to find...