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 participating in department service
excellence initiatives 3 = Consistently models service excellence
behaviors (i.e., AIDET communication model) 4 = above, plus
participates on one team focused on specific service improvement
component / question 5 = above, plus actively leads a service
excellence project in the department or actively coaches a team
around service excellence
Slide 21
Employee Cascaded Quality Goal Example Goal TypeGoal
Department/Leader Specific The leader will select a quality
improvement initiative from the four Nursing quality foci for 2013:
BSI, Pressure Ulcer, Falls and Catheter Bundle Compliance. 5 = Unit
develops a plan for 3 quality improvements with improved unit
outcomes. 4 = Unit develops a plan for 2 quality improvements with
improved unit outcomes. 3 = Unit develops a plan for 1 quality
improvement with improved unit outcomes. 2 = Unit develops a plan
for 1 quality improvement with no improvements. 1 = No plan
developed and results in BSIs, Pressure ulcers, Falls and Catheter
Bundle Compliance unchanged or worse. Employee (clinical) The
nursing staff will participate in a quality improvement initiative
from the four Nursing quality foci for 2013: BSI, Pressure Ulcer,
Falls and Catheter Bundle Compliance. 5 = Unit improvement for 3
quality improvements with improved unit outcomes. 4 = Unit
improvement for 2 quality improvements with improved unit outcomes.
3 = Unit improvement for 1 quality improvement with improved unit
outcomes. 2 = No improvement in unit outcomes for the selected. 1 =
Results in BSIs, Pressure ulcers, Falls and Catheter Bundle
Compliance unchanged or worse.
Slide 22
Employee Cascaded Caring Goal Example Department/Leader
Specific The leader will foster an environment to promote staff
demonstration of caring behaviors in all interactions with
customers and colleagues. 5 =80% or > of staff is educated on
caring behaviors( for incumbents and new hires), a unit plan is
developed to promote caring behaviors and the plan is implemented
with a 0.5% improvement in the survey question related to meeting
the emotional needs of the patient. 4 = 80% or > of staff is
educated on caring behaviors ( for incumbents and new hires)and a
unit plan is developed to promote caring behaviors. 3 = 80% or >
of staff is educated on caring behaviors ( for incumbents and new
hires). 2 = < 80% of staff is educated on caring behaviors ( for
incumbents and new hires). 1 = No action taken Employee The nursing
staff will demonstrate caring behaviors in all interactions with
customers and colleagues. 5 = Complete requirements for 4 and 3, in
addition, consistently demonstrates caring behaviors in
interactions. 4 = Complete requirement for 3, in addition, actively
participate in the development of the unit plan that is developed
to promote caring behaviors. 3 = Attends unit based or educational
opportunity related to caring and consistently displays caring
behaviors. 2 = Did not attend unit based or educational opportunity
related to caring and inconsistently displays caring behaviors. 1 =
Displays uncaring behaviors to customers.
Slide 23
Employee Cascaded Rounding Goal Example Department/Leader
Specific The nursing leadership team will conduct daily patient
rounds on the unit. The nursing leadership team consists of NN,
ACM, CNS and UE. Each member of the team will insure the patient
has the leader's business card. 5 = Leader completes patient
rounding on their unit on every patient every business day. 4 =
Leader completes patient rounding on their unit on every patient
every other business day. 3 = Leader completes patient rounding on
their unit for every new admission on the next business after
admission. Every patient is seen every two business days. Patient
Rounds are complete on every patient on Monday and Friday. 2 =
Leader completes patient rounding irregularly. (or sometime or on
some patients). 1 = Leader did not complete Patient Rounding on
their unit. Employee The staff participate in purposeful rounding
on an hourly basis. The patient is assured someone will always be
checking in on them and speaking to the patient regarding the 6 P's
on each check (unless the patient is sleeping). RN 5 = Complete
requirements for 4 and 3, in addition, takes responsibility to
ensure hourly rounding occurs by all staff and white board is
completed with documentation of rounding. 4 = Complete requirement
for 3, in addition, ensures phone number on the white board. 3 =
Completes hourly rounding and documents rounds on the white board.
2 = Completes hourly rounding but inconsistently documents rounding
on the white board. 1 = Rounding is not completed hourly
consistently.
Slide 24
Goal Execution is a Process Spanning Multiple Months Monitor
progress, course correct Communicate and coordinate with initiative
team Carry out tasks to accomplish goals Reinforce goals every day
Goal Alignment Goal Review Goal Execution How can you reinforce
aligned HFHS System goals in every day work?
Slide 25
5 Levels of Goal Setting Excellence
Slide 26
Goal Setting Training & Resources Create and Cascade
Performance Goals online instructions available on the Show Me
Video Tutorial located on the HOME PAGE. Get SMART With Your Goals
online webinar available on the HFHS University. Conducting
Performance Discussions (Managers) workshop available on the HFHS
University. Preparing for a Performance Discussion (Employees)
workshop available on the HFHS University.
