What could have been done better?

Jill was hired as the manager of a 40-member multispecialty medical practice with 180 support staff. The practice’s five clinics were generally prosperous, but a few of them appeared to be poorly staffed. The physician committee that hired her said that only a few of the clinic workers were stars and the rest needed to be motivated or asked to leave. They added that the medical practice’s current annual performance system for employees was deplorable and needed to be revised. Annual bonuses had always been tied to these appraisals, which made them important for everyone. Unfortunately, the annual evaluations were due in just six weeks.
Jill was excited, though, and knew she could whip this group into shape. She had just graduated with a master’s degree in health administration and had three years of experience working for a smaller clinic. She felt she had the talent, dedication, and energy to succeed. She recognized, however, that if she were to have a functional evaluation tool completed in six weeks, her energy and talent would be tested.