Goal Setting Tool Kit Linking Individual Performance to Organizational Goals ► S.M.A.R.T. Goals ► Aligning Goals ► Calibrating Goals ► Cascading Goals

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  • Slide 1
  • Goal Setting Tool Kit Linking Individual Performance to Organizational Goals S.M.A.R.T. Goals Aligning Goals Calibrating Goals Cascading Goals
  • Slide 2
  • Table of Contents Effective Goal Setting S.M.A.R.T. Goals Aligning Goals Calibrating Goals Weights and Measures Cascading Goals Cascading Goal Examples
  • Slide 3
  • Effective Goal Setting Goal setting will answer these questions for your direct reports: What are the systems priorities? What are my managers priorities? What am I expected to accomplish? By when? How will I accomplish it? What resources will I need to be successful? What are the time/cost/quality constraints? How will my manager and I know if I have successfully accomplished each goal?
  • Slide 4
  • Making goal setting practical and relevant Ensure that everyone involved in achieving a goal is involved in setting it. Hold goal-setting conversations not only between managers and direct reports, but also with managers, colleagues, team members, and customers. Ensure that each person in the system has a set of business-related goals to guide his/her actions throughout the year. Hold people accountable for achieving their goals. Review goals regularly and revise them when necessary to meet the demands of the changing business conditions. Monitor progress of employees performance against goals they have set at the minimum every six months.
  • Slide 5
  • Effective Goal Setting To be effective at guiding business success, goals need to be: Specific/Measurable/Attainable/Relevant/Time bound Aligned with the Systems strategic goals Calibrated using specific measures, weights, and number of goals Cascaded to the right employees as appropriate.
  • Slide 6
  • SMART Goals are Well Defined Goals
  • Slide 7
  • Example of a goal that is not S.M.A.R.T.: Try to improve our customer satisfaction as quickly as possible. Example of a goal that is S.M.A.R.T.: Implement a customer satisfaction program to increase satisfaction rates by 10% by year end. Launch Program by July and work with peers to define our processes and protocol to support the program.
  • Slide 8
  • Goal Alignment is making sure that the goals of individual employees support the strategic goals of the system. System > BU > Dept. > Individual= Goal Alignment Leadership goals & department goals must align with each other.
  • Slide 9
  • Goal Alignment (System > BU > Department > Individual) System Goal 1.Increase Patient Satisfaction with targets specified for each BU by the end of the 4 th Quarter. 2. As part of your overall performance management process, all leaders will create an effective development plan that supports their individual and/or career growth and includes the completion of their Talent Profile BU Goal 1.Improve Customer satisfaction and have an overall likelihood to recommend score of 75.4% 2. Leader creates an individual development plan by February 28, including at least two S.M.A.R.T. development goals with specific activities to support attainment of goal (s). Leader completes their Talent Profile by end of First Quarter. EXAMPLE of Alignment
  • Slide 10
  • Aligned Goal Example System Initiative We will be a national leader in healthcare employee retention and engagement (BU will also seek to be a national leader in employee retention and engagement among all service organizations). Business Unit To achieve a 4.4 overall employee engagement score at BU for the next survey. Department Specific 1)Increase the department overall engagement score from 3.5 to 3.8 by developing a Gallup Action Plan for Q: I have a Best Friend at work, with goal of improving score on this question by.5. Employee Increase the department overall engagement score from 3.5 to 3.8 by participating in the department impact planning meetings for developing a Gallup Action Plan for Q: I have a Best Friend at work, with goal of improving score on this question by.5. Score 3: Actively participate in the team impact planning. Score 4: Role Model the behaviors for this Gallup item with team members. Score 5: 4, + volunteer to support initiatives outside of department
  • Slide 11
  • Calibrating Goals is ensuring that goal Measurements, Weights, and the Number of goals are consistent and standard among similar job positions.
  • Slide 12
  • Calibrating Goal: Measurement Identify s pecific measures for each of the five rating categories. 1= greater than 20 per 10,000 days 2 = 16 to 19.9 per 10,000 days 3 = 15 to 15.9 per 10,000 days 4 = 11 to 14.9 per 10,000 days 5 = 10 to 10.9 per 10,000 days Healthcare acquired infection regarding C-diff rate GOAL - 15/10,000 days Current performance is 20/10,000 1 = less than 70.3% 2 = 70.3% to 71% 3 = 71.1% to 72% 4 = 72.1% to 73% 5 = 73.1 or greater "Top Box" 5 out of 5 scores: "Likelihood to Recommend" services for Henry Ford Hospital and Health Network (patient engagement) GOAL - 70.3% to 73.1% (2.8% increase)
  • Slide 13
  • Calibrating Goal: Weighting Goals should be weighted according to what the employee is accountable for. Do not share the same weights for a goal when the employees responsibilities do not impact the weight. Assign weights according to the goals importance and impact to the organization.
  • Slide 14
  • Calibrating Number of Goals Goals should describe what employees need to keep in mind as they go about performing and planning their day-to-day work. Research suggests that the optimal number of employee goals is between 3 and 4. Employees should be able to easily remember and recite all the goals in their goal plan. Do not confuse goals with tasks.
  • Slide 15
  • Cascading Goals Cascading goals is a straightforward method for ensuring goal alignment.
  • Slide 16
  • Cascading Checkpoints QuestionConsiderations Is this goal business applicable?Does it support strategic goals? Is it written in SMART terms?Does it demonstrate the following attributes: specific, measurable, attainable, relevant, and timely? For a cascaded goal, is it relevant to role of employee? The employee must have attainability. Do the tasks visibly support the goal?Can the tasks be used to explain an employees effort to support the goal? Is the number of goals manageable?A plan may already contain non- cascaded goals. There should be no more than 3 to 4 goals.
  • Slide 17
  • Cascaded Goal Example System Initiative We will be a national leader in healthcare employee retention and engagement (BU will also seek to be a national leader in employee retention and engagement among all service organizations). Business Unit To achieve a 4.4 overall employee engagement score at BU for the next survey. Department Specific 1)Increase the department overall engagement score from 3.5 to 3.8 by developing a Gallup Action Plan for Q: I have a Best Friend at work, with goal of improving score on this question by.5. Employee Increase the department overall engagement score from 3.5 to 3.8 by participating in the department impact planning meetings for developing a Gallup Action Plan for Q: I have a Best Friend at work, with goal of improving score on this question by.5. Score 3: Actively participate in the team impact planning. Score 4: Role Model the behaviors for this Gallup item with team members. Score 5: 4, + volunteer to support initiatives outside of department
  • Slide 18
  • Cascading A Goal 1.Access Online Performance Management Home Page 2.Go to the GOALS TAB and Click. 3.Open the correct year Goal Plan. 4.Select by checking the box next to each goal (s) to be cascaded. 5.Click onto the CASCADE SELECTED button. 6.Next screenselect the recipients/employees you wish to cascade the goal (s). 7.Next screenedit the goal before you cascade to make sure the goal is relevant to your direct employee (s). 8.Click onto the CASCADE button
  • Slide 19
  • Cascading A Goal Screen Shots
  • Slide 20
  • Employee Cascaded Service Goal Example Business Unit To Improve the BU HCAHPs question Rate the Hospital 0-10 by increasing the top box score: 1 a Rate the Hospital score lower than 72% 2 a Rate the Hospital score lower than 73% 3 maintain 2012 HFH Q3 Rate the Hospital top box score of 73% 4 achieve an increase in Rate the Hospital score of 74.5% or greater 5 achieve an increase in Rate the Hospital score of 75.2% or greater Department Specific (non-nursing departments) To increase the BU HCAHPs question Rate the Hospital 0-10 top box score by educating the department staff on the AIDET service behaviors and identifying and implementing process improvement initiatives. 5 = 80% or > of staff is educated on a service behavior(s) and/or process improvement ( for incumbents and new hires), a unit plan is developed to promote the service behavior(s) and/or process improvement and the plan has a way of measuring improvement 4 = 80% or > of staff is educated on a service behavior(s) and/or process improvement ( for incumbents and new hires)and a unit plan is developed to promote the service behavior(s) or process improvement. 3 = 80% or > of staff is educated on a service behavior(s) and/or process improvement ( for incumbents and new hires). 2 = < 80% of staff is educated on a service behavior(s) and/or process improvement (for incumbents and new hires). 1 = No action taken Employee (clinical and non- clinical) To increase the BU HCAHPs question Rate the Hospital 0-10 top box score by consistently demonstrating AIDET protocol and actively participa