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Tip of the week: Manage poor practitioner performance on an ongoing basis, not just at reappointment

Published June 2010

If a feedback report shows that a practitioner isn’t meeting performance expectations and the practitioner does not self-correct, appropriate leaders or mentors should meet with him or her to discuss self-improvement strategies. These leaders or mentors should help motivate the practitioner to change or eliminate unacceptable performance, and monitor the practitioner’s progress. Medical staff leaders shouldn’t wait until reappointment to address performance issues—they should discuss such issues with the practitioners as soon as concerns arise.

This week’s tip is from Measuring Physician Competency: How to Collect, Assess, and Provide Performance Data, Second Edition.

Assessing the Competency of Low-Volume Practitioners:

The Joint Commission requires that hospitals verify physician competence using performance data. Yet organizations often have little or no data related to the competency of low- and no-volume physicians. Medical staff leaders are therefore challenged to develop a strategy that guides the hospital's relationship with low- and no-volume providers, and medical staff services departments are challenged to establish systems to verify physician competence. This fully updated book and CD-ROM set offers the necessary tools and strategies for medical staff leaders and professionals to manage the increasing number of low- and no-volume providers and comply with Joint Commission standards.

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