Management by Objectives - ahfonline.net€¦ · Management by Objectives: Staff Dashboards for Better Productivity Dr. Adel Olleik. Our Strategic Goals! • Profits: Social & Financial

Management by Objectives: Staff Dashboards for Better Productivity

Dr. Adel Olleik

Our Strategic Goals!

• Profits: Social & Financial• High Quality Services• Satisfied & Loyal Patients• Productive Staff• Win‐win Partnership Relation with Doctors

• We need a Standardized practice• A well Designed and Equipped HCO

Gates Copyright 2017‐ www.gates‐group.com

www.gates‐group.com / +961 3 546723 / Gates Copyright 2017 3

Where is our Focus!

Gates Performance Value Stream (PVS) : 5Ps

Feedback

People Process Product Promotion Profit

Focus of Each

5DsBCS

Six Sigma

BPRLEANTQMBSC5Ds

SEAM

TQMBCS5Ds

TQM

SEAMBSC5Ds


An Organization is a BiosystemsGates Approach : Go Alive

5www.gates‐group.com / +961 3 546723 / Gates Copyright 2017

Control‐Focused

Approches

Acting Behavior &

Poor Ownership

Losing Performance Sustainability


The day after!

Traditional Management Approaches: Control Focused :Standardization & Compliance!!!

Compliance Centered Change: CCC Virus!

Choosing to develop an organization with an incomplete management foundation, by focusing on compliance to standards in an imposing, test‐oriented, & documentation‐based way leading to staff poor ownership of change, acting behavior, consequently unsustainable performance.


Preserving Sense of Ownership starts by understanding what people are!

Copyright, Gates Group 2019 8

DISOBEDIENTWHEN THINGS ARE IMPOSED ON THEM

ACTORS IMPROVERS BY NATURE

STRATEGIC THEY FORGET

5 Ds Methodology: Person‐centered Organizational Development


Drive

Diagnose

Develop

Design

Do

Re‐diagnose &

Redesign>>>

5 Performance Levels of 5Ds for an Organization Transformation

Accreditation Cycle

3‐Learn & Adapt

2‐Self Improve

1‐Manage

4‐Standardize

5‐Sustain


Traditional Performance Appraisal


Performance Requirements Crieria

Perform Retrospective Performance Review

Provide Feedback and Issue Improvement Plan

Traditional Performance

Appraisal

Job Description

Habits at work

Interpersonal Skills

Managerial Skills (for managers)

Technical Skills


Quantitative Scale: 1 10

Qualitative Scale: Strongly agree Strongly Disagree



Benefits Standardized measure for employeeperformance and progress

Helps employees understand how well theirwork matched up with managerialexpectations

Identifies areas where an employee’s skillscan or should be improved


Traditional Performance AppraisalDisadvantages Subject to both conscious and unconscious biases

Difficulties in measuring the criteria

Focuses on accountability and praise for past actions, rather than inspiring futurecontributions

Infrequent cadence denies opportunities for timely course correction

Often irrelevant in relation to current projects and objectives

Often time-consuming and expensive to administer

Can damage morale and motivation toward future contributions

Contrasting objectives: reviewer is often focused on areas for improvement,while reviewees are often focused on compensation and career advancement


Shifting from command-&-controlmanagement practices to a person-focused approach, with frameworks like Peter Drucker’s Management by Objectives and SEAM


Management by Objectives (MBO)


A concept introduced by Peter Drucker in his book “The Practice of Management” (1954)

Management By Objectives is to determine joint objectives and to provide feedback on the results.

Promotes motivation and empowerment of employees and boost creativity & innovation

Socioeconomic Approach to Management: Periodically Negotiable Activity Contracts

Impact of MBO


EmployeeEnhanced employee autonomy

Managersfrom routine tasks toward achieving high-level strategic objectives

MBO Process Cycle:7 Steps

Indicators & Targets for

& with Staffs

Indicators Weighs

Set Incentives

Automate into

DashboardsMonitoring the progress

Evaluate and Reward

Achievement

Analyze Inputs


Strategic & Operations Goals

1

7

64

32

5

Job Description

Quality Improvement Plans

Conditions of MBO


Objectives are determined with the employees

Objectives are formulated at both quantitative and qualitativelevels

Objectives must be challenging and motivating

Realtime feedback at the level of coaching and development instead of static management reports

Process Automation is important (Dashboard Softwares)

Rewards for achieving a win‐win impact

The basic principle is growth and development not punishments.

Physician’s Performance Dashboard

Staff Performance Dashboard


In a Hospital Case…

Physician’s Performance IndicatorUniversity Hospital


15%

20%

15%

50%

Indicators Weight Distribution(43 indicators in 4 themes)

Collaboration Compliance and Quality

Learning KPIs Economic KPIs

Example: KPIs for Physician’s Performance


# Indicator Definition* Rationale Formula MDS* Theme Range Sig.**

1Weekly Meeting Attended

The percentage of weekly meetings

attended

To explore the commitment &

collaboration of the physician

Number of weekly meetings attended/number of weekly meetings held

Weekly meeting

attendance sheets

Collaboration 1 to 5 1

3

Percentage of incomplete Medical Records (iMR)

Number of patient files left incomplete out of a physician's patient files

To explore the commitment of the

physician

Number of incomplete medical records by

physician/Total number of patient files of physician

Medical Records Collaboration 1 to 5 2

6Surgical Site Infection Rate (SSI)

Percentage of patients who experienced SSI after a procedure done by a certain physician

To measure the quality of the

services provided by a physician

Number of patients with SSI per physician/Number of patients operated on by

physician

Medical Records, Incident Reports

Compliance & Quality 1 to 5 2

Staff Performance Dashboard: Blended Performance Appraisal


Staff Performance

Dashoard

Tasks

Competency Matrix

Employee Specific

Indicators

Competency Matrix Example


Department Competency Matrix

Tasks Competencies Employee

ScoreEmployee

Name PositionPatient

Admission -Cold Case

Approvals Follow-up

Patient Bill Preparation

Compliance to TPAs

Contracts Communication Teamwork

Employee 1 Admission Clerk 4 4 NA 4 5 5 88%

Employee 2 Admission Clerk 5 3 4 4 4 4 80%

Employee 3 Admission Clerk 5 5 NA 5 5 3 92%

Employee 4 Billing Clerk NA NA 5 5 4 5 95%Task & ComptencyScore: 93% 80% 90% 90% 90% 85%

5: Excellent 2: Bad4: Good 1: Very Bad3: Neutral NA: Not Applicable

Staff Indicators: Admission & Billing Employee Specific Indicators1. Number of Admission Cases by staff (load)2. Incomplete Claim Documentation Rate by staff (efficiency)3. Average Delay in Discharge (efficiency)4. Uncovered Value of Patient Invoice (profitability)5. Patient & Family Satisfaction Rate6. Editing Rate Between Invoice and Claim (efficiency)7. Percentage of Denials by staff (profitability)


Scored Performance DashboardCompetencies

(30%)

Routine Tasks (40%)

Dynamic Targets(30%)

Composite Score

(100%)




Benefits of the Dashboard


Specific deal With Staff Easy to communicate

Supports organized business with meaningful and useful data

Applies human visual perception to visual presentation of information

It can be accessed easily by its intended audience

Other Organizations Adopting MBO

Intel

Google

Twitter

LinkedIn

Zynga

Gates Group Profit Sharing Policy:5 Sources of Income


Basic commitment fee

Royalty on Production

% on Sales

Revenues from Expert‐Days

% of GP upon delivery

United Arab Emirates

Government Performance Management

System

• Performance of the employees are evaluated in comparison with the main objectives and indexes of the performance which is laid through partnership between the employee and his direct Supervisor for the period through which evaluation is made whereby it shall be determined in the beginning of evaluation period and subject to continuous updating during performance period and performance is dealt with as being practical translation for all stages of planning in the Government Authority and is not considered as an objective in itself but a means to achieve objective 'Result'.

• The System is prepared by the Federal Authority for Government Human Resources and is applied on all Federal Ministries and Authorities

Impact of MBOA study tested 10 hypothesis correlating MBO aspects with the impacts on employees; a sample is listed below:


MBO Aspect Impact Result Quantitative Progress

Setting Objectives Increased employee satisfaction Significant Correlation

15.2% of employee’s satisfaction is because of

setting objectivesCommunicationwith employees Increased productivity Significant Correlation 24.8%

Systems of rewarding Increased productivity Significant Correlation15.8% of employees’

productivity come from this reason

Globally: Applying MBO Increased employee efficiency Significant Correlation

77.7% of employees’ efficiency is explained

from this reason

https://www.researchgate.net/publication/322931827_Using_Management_by_Objectives_as_a_performance_appraisal_tool_for_employee_satisfaction

Recommendations


Believe in the Value of your Staff, Understand & Lead them

Transform them them from Actors BelieversPartners

Use Integrated Staff Performance Dashboards as an additional Specific Deal for performance improvement

Go holistic in Organizational Development and MBO Approaches

In Transformation Process, Go Gradual through the 5 levels of performance to be an Innovative Organization

Listening is Energizing…www.gates‐group.com

+965 55468899+96565551084


Documents

Management by Objectives - ahfonline.net€¦ · Management by Objectives: Staff Dashboards for Better Productivity Dr. Adel Olleik. Our Strategic Goals! • Profits: Social & Financial