Staff performance reviews that actually improve results

Staff performance reviews can easily become something that happens once a year, involves filling in a form and is quickly forgotten. But when done well, a performance review can be one of the most useful tools an optical practice has for developing its people, improving performance and keeping the whole team focused on the same goals.

For independent practices, where every team member can have a significant impact on the patient experience, dispensing performance and day-to-day running of the business, making these conversations count is particularly important.

So, how can you make performance reviews more meaningful?

Don’t make it just about what’s gone wrong

One of the biggest mistakes with performance reviews is treating them as an opportunity to focus on problems.

A good review should look at the whole picture: what’s going well, where the team member is making a difference, what they enjoy doing and where there are opportunities to develop.

Start by asking:

• What are you most proud of since your last review?
• What do you feel you’ve improved?
• What do you enjoy most about your role?
• Is there anything you find challenging?
• Is there anything you would like more support with?
• What would you like to learn or achieve next?

This creates a much more constructive conversation and helps employees take ownership of their own development.

Look at performance, not just activity

It’s easy to measure what someone has done without considering the impact they’ve had.

For example, instead of simply looking at how many patients a team member has seen or how many sales they’ve made, consider the wider picture.

Depending on their role, this could include:

• Patient feedback and satisfaction.
• Conversion or dispensing performance.
• Average dispense values.
• Appointment utilisation.
• Recall and rebooking performance.
• Accuracy and attention to detail.
• Teamwork and communication.
• Contribution to practice initiatives.
• Development of new skills.
• Contribution to the overall patient experience.

Not every measure will be relevant to every member of the team. The important thing is to agree what good performance looks like for that particular role.

Set fewer, clearer goals

A performance review shouldn’t result in a long list of things someone needs to improve.

Choose two or three meaningful objectives that are achievable and measurable.

For example, rather than:

“Improve your knowledge of lenses.”

Try:

“Complete the agreed lens training by December and demonstrate your learning by confidently explaining three key lens options to patients.”

Or instead of:

“Improve social media.”

Try:

“Contribute two pieces of practice content each month and review engagement with the practice manager at the end of each quarter.”

Clear objectives make it much easier for both the employee and manager to understand what success looks like.

Don’t wait until the next review

This is perhaps the most important part.

If reviews only happen once a year, there is a risk that issues aren’t addressed quickly enough and good work isn’t recognised when it happens.

Use regular one-to-one conversations or short team check-ins to revisit objectives.

A five-minute conversation can be enough:

What’s going well?
What’s getting in the way?
What support do you need?
What’s the next step?

This makes performance management feel like an ongoing conversation rather than a formal event.

Turn development needs into action

If someone says they would like to improve a particular skill, don’t let the conversation end there.

Work out what support could help.

That might include:

• Online training through SightCare’s training opportunities.
• CPD through SightCare’s annual conference.
• Shadowing another team member.
• Peer-to-peer learning through SightCare’s networking opportunities.
• Attending an industry event – such as SightCare’s annual conference or roadshow events.
• Taking responsibility for a particular project.
• Spending time with a supplier at SightCare’s exhibition at the annual conference.
• Coaching or mentoring through SightCare’s BOSG groups.
• Reading or researching a particular topic.

The best development plans connect learning directly to someone’s role and the needs of the practice.

Give your team ownership of their development

Performance reviews shouldn’t be something that is simply “done to” employees.

Ask team members to come prepared with their own thoughts about their performance and development.

You could ask them to consider:

What would you like to be better at six months from now?

Is there an area of the practice you’d like to become more involved in?

What training would make you more confident in your role?

Is there a responsibility you’d like to take on?

This can reveal ambitions and skills that might otherwise go unnoticed.

Someone who starts as an optical assistant, for example, may be keen to develop their optical knowledge and take on greater responsibility. Giving them a clear development pathway can benefit both the individual and the practice.

Recognise the contribution behind the numbers

Numbers are useful, but they don’t tell the whole story.

Someone may not have the highest sales figures but could be exceptional at supporting colleagues, building relationships with patients or dealing with difficult situations.

Likewise, someone with strong commercial results may have development needs around teamwork or communication.

Consider the individual as a whole and recognise the different ways people contribute to a successful practice.

Make feedback specific

“You’re doing well” is nice to hear, but it isn’t particularly useful.

Specific feedback is much more powerful.

Instead of:

“You’re great with patients.”

Try:

“The way you explained the different lens options to that patient was particularly effective. You checked their understanding and linked the options back to their lifestyle, which made the conversation much more personalised.”

Specific feedback tells someone what they should continue doing and gives them something tangible to build on. But of course, also tell them they are doing great!

The same applies to constructive feedback. Explain what happened, why it matters and work together to come up with ideas on how it could be done differently next time.

Don’t forget the manager

Performance reviews aren’t just about developing employees. They can also highlight where managers and practice owners need to provide better support.

If several team members are struggling with the same process, the answer may not be individual performance. It could be that the practice needs better training, clearer procedures or improved communication.

Ask yourself:

Have we given this person the tools, training and support they need to succeed?

Sometimes improving performance starts with changing the environment around the employee. Speak to SightCare about our training opportunities – including our Practice Manager Training course.

Make training part of the conversation

A performance review is an ideal opportunity to identify training needs across the team.

SightCare offers a range of training opportunities for independent optical practices, including Introduction to Optics, designed for optical assistants and support staff who are new to the industry or want to strengthen their knowledge. There is also Practice Manager Training, covering areas including high-performing teams, communication, customer loyalty, marketing and KPI management.

For practices looking to develop their dispensing service, SightCare’s Eyewear Styling Programme focuses on areas including high-value dispensing, client experience, styling, colour analysis and seasonal style personalities.

So rather than simply writing “training required” on a review form, use the conversation to identify exactly which skills would make the biggest difference and then agree how the team member will develop them.

Follow up and celebrate progress

Once you’ve agreed objectives, make sure they don’t disappear into a drawer.

Schedule a follow-up date and revisit the goals.

If someone has achieved something they were working towards, recognise it. If they haven’t, ask what’s preventing them from getting there.

Sometimes the objective needs to change. Sometimes the employee needs additional support. And sometimes the goal simply wasn’t realistic in the first place.

The purpose isn’t to catch people out. It’s to help them succeed.

A better approach to performance reviews

A good performance review should leave the employee knowing three things:

What am I doing well?

What could I do better?

What am I going to do next?

It should also leave the practice owner or manager with a clearer understanding of what their team needs to perform at their best.

When performance reviews become regular, honest and focused on development rather than simply evaluation, they can help create a more confident, motivated and capable team.

And ultimately, that benefits everyone — your employees, your patients and your practice.

How SightCare can support your team

Developing a high-performing team takes more than an annual review. SightCare offers support for independent practices through training, CPD, workshops, coaching and resources designed to help teams develop and practices perform. Members can also access a free 60-minute specialist business coaching call, alongside HR and employment law support.

Find out more about SightCare’s training, coaching and team development support and see how we can help your practice and your people thrive.