Written by Reed Tinsley, CPA | April 20, 2021 Practice Administrator Performance Review Criteria In my consulting practice, I am sometimes asked to assist in developing performance criteria for use in evaluating the position of clinic/office Administrator/Manager. In most cases, we can all agree on the practice financial benchmarks that must be achieved. However, there need to be other more subjective standards and criteria to consider when evaluating performance. Practices are learning the hard way that focusing only on financial benchmarks can lead not only to significant governance issues but also poor financial performance due to the resulting impact on staff morale and employee turnover. Review Criteria Other Than Financial Benchmarks Used alone, financial benchmarks have a proven tendency to promote short term decision making that rarely serves to create sustained or meaningful value-creation. First, recognize that there are a number of other areas of administration that are just as important as the financial benchmarks for the long term success of the group. Listed below are examples of behaviors that my clients have used for the Administrator/Manager position. In order for the person to be considered fully effective, each one of these should be evident to at least some degree. I use many of these to assist clinics and other healthcare entities in developing performance review measures – and complete programs, for their management team. Criteria Examples Sound decisions based on cost/benefit Efficient use of resources Implementation of staff performance reviews Staff development and training – extremely important Strong communication skills Strong presentation skills Conducts regular staff meetings Facilitates regular physician meetings (even if you are a solo practice) Helps establish short term and long term goals and plans Recognizes developing problems Initiates positive change Generates creative ideas Demonstrates a passion for the job Makes timely decisions Communicates and gets input from all affected parties prior to implementing changes Exhibits high ethical standards Open and honest in all dealings Maintains confidentiality Earns trust of physicians and staff Honors commitments Demonstrates specific job knowledge and expertise Delegates appropriately Maintains composure in stressful times Works efficiently Organized Recruits competent employees Flexible with various personalities Provides positive and constructive feedback to team members on a regular basis Holds all employees accountable Provides consistent leadership and adherence to clinic policies Executes directions Accepts constructive feedback from physicians and staff Expresses opinions when appropriate Demonstrates assertive take charge can do attitude Maintains Focus on initiatives Physician Practice Administrator Performance Ideally, all of these behaviors will be evident in the performance of a “complete” leader for your organization, and many of them should receive just as much attention as the financial benchmarks that are adopted. Each organization, and its circumstance, is different, however. The development of the review program should be conducted in concert with the organization’s goal-setting and strategic planning process. The job performance elements that are seen as most closely tied to the organization achieving its short and long term goals should be specified and weighted to reflect their importance. Having a balance of financial and non-financial criteria reflects not only good governance but also the recognition that real value creation cannot be reliably reflected by one or two financial numbers alone. Discover how our tailored consulting services can elevate your medical practice today. Contact REED TINSLEY, CPA, and let us help you build a path to enduring success Additional Resources: Physician Office Manager v. Administrator Empower Your Administrators and Managers { "@context": "https://schema.org", "@type": "Article", "mainEntityOfPage": { "@type": "WebPage", "@id": "https://www.rtacpa.com/2021/04/20/practice-administrator-performance-review-criteria/" }, "headline": "Physician Practice Administrator Review Criteria", "description": "Discover key criteria for evaluating Medical Practice Administrators beyond finances. Enhance leadership and strategic skills for sustained practice success.", "image": "", "author": { "@type": "Person", "name": "Reed Tinsley", "url": "https://www.rtacpa.com/author/reed/" }, "publisher": { "@type": "Organization", "name": "REED TINSLEY, CPA", "logo": { "@type": "ImageObject", "url": "https://www.rtacpa.com/wp-content/themes/reed-tinsley/assets/media/Reed-Logo.svg" } }, "datePublished": "2021-04-20", "dateModified": "2024-08-05" } About the AuthorReed Tinsley CPAThis article is written by Reed Tinsley, a Houston, TX-based CPA with over 30 years of experience advising physicians and medical practices across Texas and the United States. Reed holds certifications as a Certified Valuation Analyst (CVA), Certified Healthcare Business Consultant (CHBC), and Certified Financial Planner (CFP), specializing exclusively in the healthcare sector. He is a published author, nationally recognized speaker, and trusted advisor to physicians on accounting & tax, practice management, and financial planning. Schedule a Free Consultation. .author-info h3 { font-weight: 700; color: var(--dark-blue); margin: 0; } .author-info { display: flex; flex-direction: column; gap: var(--mp-s); margin: var(--mp-m) 0; border: 1px solid var(--dark-blue); padding: var(--mp-m); line-height: 1.8; background: #F1F2F2; } .author-info--title { display: flex; gap: var(--mp-s); } .author-info--photo { border-radius: 500px; width: 100px; } .author-info a { color: var(--dark-blue); } .author-info a:hover { color: var(--blue); } Have questions? I’m here to help. 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