Medical office manager evaluation form, Why does performance test season come with a feeling of anxiety and dread? Why do we shrink from this yearly pattern with these pessimism? Managers and workers alike prefer to shun the performance management process and for great reason. Our long-held and ardently modeled beliefs about performance tests have given them a bad rap. They do not have to be debilitating but they always will be if we continue to perpetuate unproductive views on the endeavor.
Monitoring and evaluation are critical for building proof base around the needs your programs address and also for assessing the often diverse interventions being employed to address the issue worldwide. They’re tools for identifying and documenting successful programs and approaches and tracking progress toward common indicators across related endeavors. Monitoring and evaluation forms the cornerstone of understanding underlying variables and the effectiveness of the response at the service-provider, community, national and worldwide level. Monitoring is a systematic and longterm procedure that gathers information in relation to the advancement made by an implemented project. Assessment is period specific and it’s performed to judge if a project has reached its goals and delivered what anticipated based on its original plan.
Both monitoring and evaluation use social research approaches to undertake systematic investigations, aiding to answer a common set of queries. Despite these shared goals, their roles are different. The focus of observation is on tracking program implementation and progress, including application activities and processes, outputs, and original outcomes. Tracking focuses on both what’s being done in a schedule and how it is being done to support management decisions and accountability.
Monitoring and analysis are important management tools. Nonprofit organizations (and for=profit businesses) use them to track progress and enable informed decision making. When some grant-makers require some type of monitoring and evaluation, the folks with whom your company works can be the greatest consumers of an evaluation. By completely and honestly analyzing your work, your nonprofit organization can create activities and programs which are effective, efficient, and also a supply of powerful change for your community.
Most organizations conduct performance tests on an annual cycle. And, that’s fine. Employees should get an official report at least once per year to give them a sense of how they’re measuring up. But once the test is the only time the worker receives feedback regarding their performance, it’s often too little too late. You should be giving frequent and informal feedback to employees during the year. Minimally this should occur in a quarterly meeting that is documented. Ideally, it will occur every day. Conversations about specific projects or jobs don’t count. Actual feedback implies that you’re engaging the employee in a dialog about what they’re doing well and what they can do to enhance. It is a helpful conversation, not an excruciating dialogue.
In conclusion, using observation and analysis tools to evaluate and understand nonprofit program implementation and impact provides important advantages to your company. Consider raising your company’s potential for planning and implementing very good monitoring and evaluation practices by getting involved in a local chapter of the American Evaluation Association, attending a workshop in a nearby college, or speaking with a RevGen consultant about simple things you could implement that could have a favorable return on investment.