"I don't get a lot of feedback, I just hear 'you are doing a good job' or
'things are running well,'" says Ashley Tenbusch, RN, CNOR, clinical
director and administrator of Capitol Surgery Center in Albany, Ore. "I
would like more specifics, or things they would like me to work on. I
really want to make this about them and their wants, so I need them
to be vocal about what they are looking for."
"[My review] doesn't reflect the variety of responsibilities that I han-
dle," says Cindy Tudor, RN (ASN), clinical manager at Doctors Same
Day Surgery Center in Sarasota, Fla. "It should be tailored for each
facility, not the corporation."
Others were dismayed by evaluation forms that "didn't match what I
actually do" and by reviewers "suggesting doing tasks I've been per-
forming for 2 years already."
HR experts say traditional performance reviews can lead to poor
workplace culture. More so than a discretionary merit increase in
base pay, they say recognition from their managers is the No. 1 thing
employees crave. Continuous feedback is a close second. Are your
efforts and accomplishments recognized and celebrated, or does your
superior assume you'll continue to break your back?
Several anonymous comments from survey respondents further
illustrated frustration with the review process. Do either of these
sound familiar?
• "The review is not detailed or personalized, and the percentage
increase basically is set no matter what your performance is."
• "It doesn't matter what your review says or how well you do,
increases are across the board. The least productive people are get-
ting the same raises as the ones who are constantly going above and
beyond. It's very discouraging."
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