Performance Reviews

question:

Do you or don’t you do performance reviews?

Yes: 54%

• Informally. Stephanie Crowley, Sie Eyecare, Charlotte, NC
• It’s an informal process not tied to compensation where we discuss issues and what is great and what can be better. — Cynthia Sayers, OD, EyeShop Optical, Lewis Center, OH
• We do a formalized process, which is tied to compensation and/or advancement. — Dierdre Fogle, OD, Eyetopia Eyecare, Littleton, CO
• Formal process. Reviews are helpful in evaluating for a raise but raises are not automatic when we conduct a review. — Melanie Jenkins, Spring Hill Eyecare, Spring Hill, TN
• Informal. Unless we are having problems. My employees can always come to me with any issues. — Frances Ann Layton, Eye Associates of South Georgia, Valdosta, GA
• We are pretty formal when it comes to evaluations. It is an opportunity for the associate and for management to provide feedback, discuss issues and hand out compliments in a personal and constructive way. We do not tie these evaluations to compensation because we want an open discussion, not pleasantries from an associate seeking a raise. The subject of compensation is handled on a case-by-case basis and through annual cost of living raises. — Amie Robinson, Spring Hill Eyecare, Spring Hill, TN
• Yes, both formal and relaxed. — B.J. Chambers, Carrera Optical, Universal City, TX
• We use a formal process including a meeting with the division manager as well as with the owner. We use it as a measure of growth and it is tied into compensation. — Steve Burek, Metro Eye, Milwaukee, WI
• It’s a formalized process; annual performance evaluation tied to merit raises. — Kate Broeckelman, PrairieStar Health Center, Hutchinson, KS
• We do it on the employment anniversary and compensation is tied to the review. — Carol Marx, The Eye Care Center, Canandaigu, NY
• Performance reviews in our office are a formalized process at the same time of the year for each member of the staff. It is not tied to compensation. We do a review of wages at a different time of the year and those are based on performance, not length of service. — Ann-Marie Weaver, Optimal Eye Care, Lewis Center, OH
• I do an annual formal performance review on the employment anniversary. I also try to do less formal monthly meetings with each employee to touch base and provide ongoing feedback. I document these conversations so that when it is time for the annual review I remember what we’ve talked about over the last year, what skills the employee has fine-tuned or gained, etc. — Amber Fritsch, OD, Precision Eye Care, Mt. Juliet, TN
• We use it as a way to touch base. It is a mixture of formal and informal. We do have a written review that is more formal, then discuss with employee in a more informal setting so they feel more comfortable to voice any concerns. Merit raises are typically associated with reviews but can be awarded anytime. — Meredith Hall, Miller Family Eye, Cedar Rapids, IA
• Formalized and it’s tied to compensation. — Rita Ellent, OD, The Gardens Eye Care, Forest Hills, NY
• It’s a formalized process and a reason to touch base. — Vicki Thompson, Arsulowicz Eye Care, Walker, MI
• We schedule a sit-down meeting with each employee every six months at first, then nine months for more the experienced. It is tied to compensation for sure. We keep them positive and encouraging, talking about what they are doing well and what some positive goals are to keep them challenged, productive and growing. Any performance issues are addressed as they come up day-to-day, so typically do not need to be part of this review process. — Scott Mann, OD, INVISION, Christiansburg VA
• Informal. — Paul Pascarella, OD, Pascarella Eye Care & Contact Lenses, Newtown, PA
• Each employee has a formal annual review with the doctor. — Lindsey Pulford, Insights Eyecare, Manhattan, KS
• Informal and it is tied to raises. — Angel Miller, Cynthiana Vision Center, Cynthiana, KY
• Formal, but more as a way of checking in. We use it to ask the employee how things are going too. I find that is equally important to care about how things are performing for your coworkers. — Blake Hutto, OD, Family Vision Care, Alma, GA
• “Formalized” in that it’s documented by the manager, but “informal” in the tone of the actual conversation and interaction. The get-together is tied to an annual raise, but most of the interaction is a chance for the employee to give feedback to manager, brainstorm ideas, learn about new opportunities for training and advancement, etc. It’s our way of making sure people continue to be heard and feel invested when management is busy year-round. — Jen Heller, Pend Oreille Vision Care, Sandpoint, ID
• Both informal to touch base and formal for potential increase in compensation/advancement, both to encourage progress and growth. — Joanne Larson, OD, Palmer Family Eye Care, Easton, PA
• Formalized: 3-month, 6-month and yearly but not always tied to raise. — Kathryn Collins, OD, Kissel Eye Care, Lititz, PA
• Formal, with scripted questions. — Marc Rosenberg, M&J Optical, Brookhaven, PA
• Formalized in an informal process, relaxed with opinions. — BJ Chambers, Carrera Optical, McQueeney, TX
• Formal to assess the year, challenges and celebrations, and set goals for next year. — Chris Dudley, Lake Eye/Precision Optical, Wildwood, FL
• Our reviews are a joint effort between team member and management. Used mostly to encourage conversation and make sure we are all on the same page regarding expectations on both sides. — Amie Robinson, Spring Hill Eyecare, Spring Hill, TN
• Infrequently when I am not happy with a particular employee; six times in 23 years. — Marc Ullman, OD, Academy Vision, Pine Beach, NJ
• Super informal, mostly just a small conversation about how you can succeed at a different level. — Katelyn M, Northside Vision Center, Spokane, WA
• I purposefully keep teams small enough and cross train so that work can be evenly distributed. We hold non-formal reviews every six months and set goals. The team is great at motivating each other because they don’t want to pick up each other’s slack. — Jason Klepfisz, OD, Urban Eye Care, Phoenix, AZ
• I’m just getting and doing my first reviews since I’ve started, so I don’t know the entire process yet. So far I have rated myself and all of my employees on a 1-5 scale. — Kim Hilgers, Akre & Clark Eyecare, New Ulm, MN
• It is more of a touch base chat than a formal review. — Kristina Jordan, The Eye Site, Mishawaka, IN
• We do very informal performance reviews but we do feel that it’s important to simply “check in” with our employees in a direct way. We do this throughout the year and then once a year we do them in a slightly more formal fashion. — Harris Decker, Eye Designs Of Westchester, Scarsdale, NY
• Formal. We try to review the good, bad, and the ugly. — Douglas Holle, OD, Sunset Eye Care, San Angelo, TX
• I have a yearly review with each employee going over the ways they’ve excelled and concerns, as well as goals for the upcoming year. It also includes a raise in compensation and/or PTO. — Paula Hornbeck, Eye Candy & Eye Candy Kids, Delafield, WI
• Informal process that allows us to touch base. — Colby Spivey, Vision Center South, Dothan AL
• Informal and compensation increases are covered at this time as well. — Ramie Wiltgen, Illinois Eye Associates, Manhattan, IL
• After three months employment and tied to a raise. Relatively random after that! — Dave Schultz, OD, Urban Optics, San Luis Obispo, CA
• What you measure improves. If there is no measuring stick you are going backwards. — Adam Ramsey, OD, Socialite Vision, Palm Beach Gardens, FL
• The process is pretty informal, but we still use a review sheet which we can rate/grade our employees on certain metrics. We talk about improvements in certain departments, but since we don’t always offer bonuses or raises based on performance, it becomes more of a feedback meeting or brainstorming for new ideas. — Heather Aites, Family Vision Center, Westminster, CO
• We encourage our managers to do reviews on a more frequent basis so an issue doesn’t become “foreign” by the time of the review. We then do yearly performance reviews with the office owner and these reviews do play a role in compensation and take into account manager feedback from the year. — Zachary Dirks, OD, St. Peter and Belle Plaine Eyecare Centers, Saint Peter, MN

No: 46%

• Doc just doesn’t do them. We are a super small office so we all provide feedback to each other as needed. — Judy Scheuerell, Fox Valley Family Eye Care, Little Chute, WI
• Employees have been with me 49 years, they perform well, no reviews necessary. — Texas Smith, OD, Dr. Texas Smith and Associates, Citrus Heights, California
• As a family owned and operated business, I know everybody’s strengths and weaknesses. — Dave Goodrich, Goodrich Optical, Holt, MI
• Lack of time in part, but I do believe these should be done on a regular basis. — Pam Peters, Midwest Eye, Downers Grove, IL
• In our office feedback is a continuous process, so everybody knows what their strengths and weaknesses (if any) are. — Pablo E. Mercado, Highland Eye Boutique, Atlanta, GA
• Struggling to fit this in. I provide feedback on an ongoing basis. — Ann Gallagher, OD, Professional Vision, Ellicott, MD
• Our office is so small, we don’t need performance reviews as we have an open dialogue at all times. — Sherry Berry, Ardmore Eyecare, Ardmore, PA
• I need to but I usually give raises and discuss performance issues as they occur. You do not keep your job if you are not good at it. — Sonja Franklin, OD, Modern Eyes, Austin, TX
• I answered no but it’s a bit of both. We try to make an effort to do these but we have a very open flow of communication between us and our employees, so things that we may typically cover in a formal process, typically end up being covered more immediately. — Travis LeFevre, Krystal Vision, Logan, UT
• We are an office of five. It’s very easy to assess the performance of my employees on a daily basis. When I see them work hard and smart, they get raises and praise. — Robert M Easton Jr. OD FAAO, Oakland Park, FL