Leadership Performance Planning and Evaluation Form and Goal Setting

Presented by:Jane PettitOrganizational Effectiveness

Session Objectives

• Review Performance Management Cycle

• Identify 8 steps of the Leadership Performance

Planning and Evaluation Form

• Identify a Key Area of Responsibility and write a relevant goal

If you don’t know where you’re going…Any road will get you there.

UMHS Leadership Reference – Confluence

Go to the Confluence site Dashboard

https://wiki.umms.med.umich.edu/dashboard.action

Performance Management Cycle

I.Performance

Planning

II.Observe & Measure

Performance, Coach

And Develop

III.Evaluate,

reward and recognize

Performance

…to ensure your goals will align with the organization and your unit

1. Review Organizational Goals2. Review Unit Goals

Your KARs should represent 80% of your work

You should have no more than 5-7

3. Identify your Key Areas of Responsibility (KAR)

General Examples of KARs

• Budget management • Team leadership • Institutional projects • Staff development • Safety compliance • Grant writing

Additional Information:

Example: KARs for a Training Manager

• Analyzes and determines training needs, administers plans, procedures, and programs to meet training needs and problems

• Supervises or conducts special courses designed for training selected groups of organization employees

• Manages day to day operations including schedules, hiring, performance feedback

Example: KARs for a Pharmacy Director

• Provision of clinical pharmaceutical services for the hospital, including formulary and dispensing

• Ensures department operates within budget and in accordance with performance standards

• Manages Supervisors and Managers including hiring, firing, professional development and performance feedback

Activity I:Identify a Key Area of Responsibility

4. Set Performance GoalsSMART Goals (What)•Specific•Measurable•Attainable•Relevant•Time-Limited

Success Criteria (How)•Use a specific leadership competency

Leadership Competencies

Four Key Competency Areas:1. Philosophy – Leadership – Transformation 2. Process – Execution – Operations3. Problem Solving 4. People and Partners

Example #1KAR: Oversee Clinical AffairsGoal: Improve operating margin by $10 M by 5-1-11Measurement: Margin improvement; improved

operationsLeadership Competencies: Thinks systematically;

Practices “Go See”

Example #2

KAR: Budget ManagementGoal: Reduce expenses by 10% by end of fiscal yearMeasurement: Expenses reduced; patient satisfaction

level maintainedLeadership Competencies: Demonstrates financial

acumen; manages risk

Example #3

KAR: Professional development of staff

Goal: Have all technicians certified by the national

association

Measurement: All technicians are certified by 1-1-11

Leadership Competencies: Champions Change; Develops Talent

Activity II:Identify a Goal for one KAR

1. Write your goal; include the “what” and “how”

2. Share with the person sitting next to you

3. The other person will “coach” you and help you improve your goal

4. Reverse the process

5. Set Professional Development Goals

Professional Development Ratings• Does not know• Knows• Does• Does Consistently• Teaches/Mentors

Organizational Leadership Competencies

2011-12 Leadership Competency Focus

Develops and maintains collaborative and beneficial relationships with relevant stakeholders, networks with and outside the health system; demonstrates respect for others; takes responsibility for building understanding and mutual trust.

Picture courtesy of the Inside View

Builds Relationships/Fosters Respect

2011-12 Leadership Competency Focus

Improves Processes Encourages and uses lean principles to improve the business and administration of the organizational areas of quality, safety, efficiency, service appropriateness and service delivery.

6. Set Additional Development Goals

In addition, leaders may want to choose other competencies or skills as part of their professional development plan.

7. Throughout the year, Discuss Your Plan• Align your plan with your managers’ goals and

plan• Create a schedule for communicating progress• Adjust your plan as needed, now and

throughout the year

8. At the end of the year, review and summarize

• At the end of the year, summarize your progress and discuss with your manager

• If you’ve had conversations throughout the year, this will be a review.

Questions?