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New Grad Life Wall
Tagged: annual reviews, appraisals, feedback, performance
- This topic has 2 replies, 3 voices, and was last updated 8 months, 2 weeks ago by Dr Dave Nicol.
September 11, 2022 at 6:42 am #28149
Eg. Annual meetings
What to talk about, what managers like to ask etcSeptember 14, 2022 at 3:45 pm #28208
Ok, so I hope I’m going to hope I’ve understood your question correctly!
So, hopefully you will be having these kind of discussions more than once annually, in my clinic I meet with each vet every couple of months to talk about things. With a new grad it would be even more frequently. You might then have an annual ‘review’
In the monthly meetings I ask a general ‘how are things going?’ ‘What support do you need?’ ‘What are you working on at the moment and what can we do to help you with this?’ maybe ‘what cases have gone well recently, and which might you want to reflect and learn from?’ I might also have feedback if there’s something I’ve noticed needs some work, and try and come up with a solution together.
In an annual review, we will go more into depth with feedback for me and the business, and for you to reflect on your strengths and areas which require improvement, and plans some goals for the coming year.
These discussions should in the most part be non-scary, we should all try to have a growth mindset and no-blame culture where we reflect, learn and make plans for a better future!September 16, 2022 at 8:20 am #28226
Firstly, thanks for asking such a great question.
Also, thanks to @Liz for her reply too. I agree with much of what she has said so i’m not going to just echo her good advice. Instead let me build on it.
There’s the ideal – this is what should really happen – kind of meeting, which should maximally be about the future, and less so about the past. This really only works where regular informal feedback and relationship building one2one meetings and more structured quarterly review meetings are happening. these regular meetings allow for feedback and recognition/coaching/mentoring/training to happen in as close to real time as possible.
The trouble is, very very few practices have this level of meeting structure or commitment in place, so instead we end up with the (slightly dreaded) appraisal.
My advice to you is to have spent some time thinking about where you want to be professionally – skills/experience and personally – in the next 3 years, then break it donw to what you’d need to be true in a year to consider yourself on track.
Perhaps have a bit of a reflection session on how you’d performed clinically this year, also where your non-clinical skills are at. Consider what you’ve really found energising and perhaps what has been quite draining.
You might do a personal S.W.O.T. analysis, where you ask the following questions and take a personal inventory.
1. What am I strong at?
2. What are my weaknesses?
3. What opportunities are there for development in the practice and beyond?
4. What are the potential areas of threat in the external environment that might get in the way or need to be addressed?
Ultimately the objective is to have a clear plan for the “what happens next” to which you can strive in the next 12 months.
Also, don’t forget it’s your opportunity to offer feedback to your employer too!
An on the notion of giving and receiving feedback, using this as a ground rule has helped me a lot over the year: When you give it, do so with the intent to help someone out. And when you receive it, do so with gratitude, even though it might sometimes sting. Always give it thought, try not to react, but give it space to percolate! Doing so will allow you to take the gift, or reasonably reject it.
I hope that’s helpful.
May I check if you are registered for the Thrive course? If not, check it out in the courses section as there is a whole section in the course dedicated for how to prep for reviews.
Good luck and let us know how it went! Also, would you mind if I made a little video about this for our socials?
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