Introducing The Performance Goal Library

Transcription

1 HR Advancement Center Introducing The Performance Goal Library 1,000+ Health Care-Specific, SMART Goals Cascaded Through 4 Levels and 18 Departments 2014 The Advisory Board Company

2 Overview of the Performance Goal Library HR Advancement Center Tool Purpose The HR Advancement Center's Performance Goal Library empowers health care leaders to align all staff with top organizational priorities by defining individual goals meaningful to organizational success. Each goal within the library is designed to drive employee performance on organizational priorities critical to success in a value-based environment - such as maintaining financial sustainability, enhancing care quality, achieving top-notch patient satisfaction, and managing population health. Once leaders select their or their direct reports' department and level within the organization, the tool presents a menu of recommended goals, each aligned to specific organization- or department-wide priorities. By using this tool at all levels of the organization, leaders take the first step to ensuring all employees are moving in the right direction. Tool Structure 1 Select your department 2 Select your level within the organization 3 Select your strategic pillar 2014 The Advisory Board Company 2

3 Matching the Right Goals to the Right People Define Organizational Goals for Each Staff Member The library is an easy-to-use tool connecting leaders to relevant outcomes-based goals. Once leaders select their or their direct reports' department and level within the organization, the tool presents a menu of recommended goals, each aligned to specific organization- or departmentwide priorities. 1 Select your strategic pillars Financial Sustainability Care Quality Customer Service Operational Excellence People Community Benefit Population Health Patient Access By using this tool at all levels of the organization, leaders take the first step to ensuring all employees are moving in the right direction. 2 Select your level within the organization Executive Director Manager Frontline Staff 3 Select your department Cardiology Environmental Svcs Laboratory Respiratory Therapy Care Management Human Resources Nursing Supply Emergency Dept. Health Records Oncology Surgery/OR Finance Imaging Pharmacy Quality Food Services Information Systems Rehabilitation Source: HR Advancement Center The Advisory Board Company 3

4 Goals Sortable by Seven Strategic Pillars Financial Stewardship Care Quality People Customer Service Labor Costs Mortality Employee Engagement Patient Experience Supply Costs Readmissions Retention Internal Customer Satisfaction Throughput Avoidable Utilization Hospital-Acquired Conditions Hospital-Acquired Infections Employee Injuries Internal Promotions Responsiveness to Customer Requests Revenue Capture Patient Experience Diversity Performance on P4P Metrics Length of Stay Physician Satisfaction Population Health Patient Access Community Benefit Patient Access Patients LWBS Community Needs Assessment Avoidable Utilization Inpatient Bed Turnaround Time Volunteerism Preventive Care ED Bed Turnaround Time Preventive Care Chronic Disease Management Outpatient Capacity Community Health Behavioral Health Management ED Wait Times Care Coordination Outpatient Wait Times Seven Strategic Pillars 2014 The Advisory Board Company 4

5 Goals Further Sortable by Role and Department Roles Included 1. Executive 2. Director: 3. Manager Charged with setting the institution s strategic vision. Common titles include vice president, president, CXO. Oversees managers. Common titles include director, associate vice president, etc. Directly oversees frontline staff and has management responsibilities, including performance evaluations and personnel issues. Common titles include manager, associate director, etc. 4. Frontline Staff Does not oversee any other staff. Frontline staff are typically paid hourly and can be members of unions. Departments Included 1. Care Coordination 2 (Care Management, Case Management, Social Services) 2. Coordinator/Clerical/Administrative Support (Switchboard, Centralized Scheduling, Telecommunications, Mailroom) 3. Dietary/Food Services (Food Services, Hospitality/Dining Services, Cafeteria, Coffee Shop, Café) 4. Emergency Department (Emergency Room, Emergency Services) 5. Environmental Services (Housekeeping, Laundry/Linen Services) 6. Finance/Admissions (Patient Financial Services, Patient Registration, Patient Access, Billing/Accounting, Admitting) 7. Health Records (Health Information Management (HIM), Medical Records) 8. Human Resources (Human Resources, Recruitment, Employee Health, Talent Management, Training and Development) 9. Imaging (Diagnostic Imaging, Radiology, Ultrasound, X-Ray, CT/MRI) 10. Information Systems (Information Systems (IS), Information Technology (IT), Informatics) 11. Laboratory (Clinical Lab, Phlebotomy, Pathology, Laboratory) 12. Nursing (Nursing, Patient Care Services) 13. Pharmacy (Pharmacy) 14. Quality (Quality, Performance Improvement, Infection Control, Risk Management, Patient Safety) 15. Rehabilitation (Physical Therapy, Occupational Therapy, Speech Therapy, Rehabilitation Therapy) 16. Respiratory Therapy (Respiratory Services, Pulmonary Services, Sleep Center/Sleep Disorders) 17. Supply (Materials Management, Purchasing, Central Service, Sterile Processing) 18. Surgery/OR (Surgery, Recovery Room, Anesthesia, PACU, Perioperative Services, Operating Room) 2014 The Advisory Board Company 5

6 Sample Goal Cascade: Financial Stewardship (Costs) Department: HR Executive Director Manager Front Line Reduce Institution Labor Costs Reduce Institution Labor Costs Reduce Institution Labor Costs Reduce Institution Labor Costs Reduce Institution Supply Costs Compensation Expenditure Premium Pay Expenditure PMPM Health Benefits Costs Turnover Costs Compensation Expenditure Legacy Pay Expenditure Premium Pay Expenditure Overtime Expenditure Incremental Overtime Expenditure Agency Labor Expenditure Reduce Time to Fill Reduce Staff Injuries Increase Flu Vaccination Rate Reduce Percent of Members with BMI Over 30 Reduce Member Out of Network Medical Expenditure Reduce Member ED Utilization Reduce Voluntary Turnover Reduce First-Year Turnover Increase Employee Engagement Compensation Expenditure Legacy Pay Expenditure Premium Pay Expenditure Overtime Expenditure Incremental Overtime Expenditure Agency Labor Expenditure Reduce Time to Fill Reduce Staff Injuries Increase Flu Vaccination Rate Reduce Percent of Members with BMI Over 30 Reduce Member Out of Network Medical Expenditure Reduce Member ED Utilization Reduce Voluntary Turnover Reduce First-Year Turnover Increase Employee Engagement 2014 The Advisory Board Company 6

7 One Tool, Two User Interfaces 1 Web-based Platform 2 Downloadable Excel File 2014 The Advisory Board Company 7

8 Performance Management Steps HR Leaders Must Get Right The First Step in Best-in-Class Performance Management The Performance Goal Library is just one element of the HR Advancement Center s year-long research agenda which is all about perfecting performance management. And it s never been more important to get performance management right. Hospitals and health systems simply won t survive today s competitive market without every leader and staff member having aligned goals and some skin in the game. This year s research will equip HR leaders to perfect and update seven key steps in the performance management process. And they won t have to do it alone we ll share strategies, best practices, tools, and how-to guides to help. 1 Translate strategic priorities into individual goals for all staff Set measurable, outcomesbased goals that will drive organizational success under value-based care Cascade goals from the strategic plan to all levels of staff Set goals for individuals, teams, and the organization as a whole Align goals vertically throughout the organization, and horizontally across departments Set targets for goals Identify reasonable but challenging targets for improvement based on national benchmarks and historic performance Balance quantitative goals with behavioral expectations Identify the behaviors and competencies essential for all staff and leaders across the organization Attach meaningful incentives to performance Leverage merit increases, bonuses, and non-financial rewards to motivate all employees perform their best year-round Track progress towards goals Set triggers to know when organizational or individual performance slips Ensure accurate evaluation Calibrate performance ratings across the organization, overcome common barriers to accurate evaluation, and meaningfully differentiate employees performance 7 Provide feedback year-round Equip managers to give frequent, growth-oriented feedback to staff Source: HR Advancement Center The Advisory Board Company 8

9 About The HR Advancement Center Your One-Stop Shop for Health Care s Workforce Needs At the HR Advancement Center, we understand the challenge ahead for HR leaders. We ve seen the transformation in progress at member organizations. It is our singular objective to equip HR leaders with the solutions and support needed advance their organizations goals through people with one allinclusive membership. Today, HR leaders from over 1,100 leading provider institutions rely on our comprehensive suite of marketsensitive strategies and implementation tools to set the right strategy for their unique circumstances, accelerate the application of proven best practice, and benchmark performance. Whether you are trying to do more with less or dreaming big, the HR Advancement Center is the definitive one-stop resource for improving HR operations and advancing health system strategy through HR. Executive-level guidance provides you innovative HR solutions, from both health care and corporate sectors Pragmatic implementation tools allow your HR staff and other operational leaders to execute their goals Healthcare-specific benchmarks equip you to identify critical performance gaps at your organization. Strategic Health Care Advice for HR Executive whitepapers on health care s most pressing human capital challenges. National member meetings equip you with the latest research findings and provide a forum for peer executive discussion. Tactical Support for You and Your Team Step-by-step toolkits provide your HR managers and staff user-friendly collateral to perfect internal department operations and maximize efficiency. Ready-made tools and templates equip your operational leaders to execute known best practice and act as change agents against ongoing people challenges. The Numbers You Need Healthcare-specific benchmarks for key HR and operational metrics equip you to identify critical performance gaps at your organization. Expert guidance on how to apply and use benchmarking data sets at your unique institution. Interested in learning more about membership? Contact Ellie Barlow at barlowe@ or visit The Advisory Board Company 9