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Hardwiring Leader Evaluations
Bill Bielenda
What you will learn today…
Importance of leader accountability and goal alignment
How to develop effective goals
The basics on accountability tools
Purpose, worthwhile work
and makinga difference
®
Healthcare Flywheel®
Bottom Line Results
(Transparency and Accountability)
Self-Motivation
Prescriptive To Do’s
Aligned Goals Aligned Behavior Aligned Process
Evidence-Based LeadershipSM (EBL)
Sequence tools and techniques
Retain High Performers, Coach Mid Performers, Help deal with low performers
Better align training to outcomes
Implement objective accountability system
Hardwire consistency
Objective Evaluation
System
Leader Development
Must HavesSM
Performance Gap
Standardization
Accelerators
Healthcare is trying to build world class performance on
prehistoric evaluation systems.
Quint Studer
Leader Evaluation: Comparison of those organizations that have the leader evaluation process hardwired and those that do not
Source: Studer Group® October 2008 Measurement Spreadsheet; Organizations that hardwire the leader evaluation process in their organization, show patient perception of care ratings that are significantly higher than those that do not. Patient perception of care mean score average includes all partner selected vendors including Arbor, Avatar, Gallup, HCAHPS, Healthstream, Jackson, NRC, PRC Picker, Press Ganey, RPM, and Statisquest.
Year 1 – Goals
IssueReduce Costs /
Improve Financial Performance
Provider of Choice (patient
satisfaction)
Employer of Choice (employee
satisfaction)
Improve Care (Quality, Safety, Effectiveness)
Information Management
Goals
Achieve financial margins of:
– 4.0% in FY ’06
– YTD 4.6%more detail>
–5.0% in FY ‘07
Achieve organization-wide average patient satisfaction scores of:
– 93.7 for “Overall quality of care/services”
– YTD 93.5
– 76.1 for “Would you recommend”
– YTD 73.5
Reduce overall turnover of:
– “permanent” positions to11%
– YTD 14%more detail>
– “permanent” core RN positions to 13%
– YTD 16%
Achieve 90% compliance with CMS measures:
Community Acquired Pneumonia 3>90% - 5<90%
Surgical Infection Prevention
1 >90% - 2<90%
Heart Failure 2>90% - 2<90%
Acute Myocardial Infarction
5>90% - 2<90%
Achieve 90% compliance with evidence-based practice for prophylaxis of the following: DVT/PE, Post-op UTI, Post-op Pneumonia, Post-op AMI, Pressure Sores, Post-op Sepsis
– Implement Employee Satisfaction Assessment process during 2005
– Create projected timeline for the implementation of the Advanced Point of Care (APOC) clinical system
Leader Evaluation Results – Year 1
Service
Increase Patient Satisfaction (Inpatient)
Goal = 62nd
Current = 51st
Reduce Annualized Turnover
Goal = 14.5%
Current = 16.7%
Increase Employee Satisfaction
Decrease Mortality Index
Goal = .77
Current = .77
Operating Margin
Goal = 5%
Current = 5.6%
Reduce FTE per Adjusted Discharge
Goal = 1.15
Current = 1.15
Increase Inpatient Admissions
Goal = 2.7%
Current = 7.6%
Increase Outpatient Visits
Goal = 5%
Current = 8.0%
People Quality
Finance
Growth
Excellence
Increase Patient Satisfaction (Ambulatory)
Goal = 62nd
Current = 65th
Year 2 – Goals
Leader Evaluation Results – Year 2
Note: Percentages noted account for 93% of the leaders who have entered data as of 6.7.07.
Financial Impact: Hospital Acquired Infections
Perc
en
t of
HA
I O
ver
Ad
mis
sio
ns
Tactic and Tool Implemented:
Objective Evaluation System
Metric Reduction
Hospital Acquired Infections
156
Incremental Costs $1.93 million
Bed Days Avoided 984
Source: Arizona Hospital, Total beds = 355, Employees = 4,000, Admissions = 10, 188
HFMA article, “When Hospital Infections Go Down, Pay Raises and Bonuses Go Up at UMC”, July 2009
Clearly connects the goals of the organization to individual leaderProvides prioritization roadmap for leaderReduces unnecessary work and duplication of efforts because clear expectations are setKeeps leaders focused on what is really importantAllows senior leader to continuously monitor leader performanceProvides for organizational agilityCompetencies do not guarantee desired outcomes
Why Have Leader Evaluations Based on Objective Goals?
Goal Alignment & Balance
What is goal alignment?
Insuring that individual leader activities are consistent with the goals of the organization.
Vertical Alignment
ORGANIZATIONGOALS
DIVISIONGOALS
DEPARTMENTGOALS
LEADER / UNIT GOALS
Horizontal Alignment
DEPT X
GOALS
DEPT Y
GOALS
ORGANIZATIONGOALS
DIVISIONGOALS
DEPARTMENTGOALS
How Organizational Balance is Defined
MISSIONS
ervi
ce
Peo
ple
Qu
alit
y
Fin
ance
Integrating and
connecting the vision, value and
goals of the organization
into daily decisions,
behaviors and actionsG
row
th
Ed
uca
tio
n
Res
earc
h
Goal Development Process
1. Senior leaders set organizational goals
2. Organizational goals are shared with all leaders
3. Each leader determines their goals and preliminary weights
4. Goals are reviewed by each leader’s reporting senior
5. Goals are shared within leadership team to insure everyone's needs are addressed
6. Goals are audited for continuity
7. Leaders finalize their goals
Goal Development
Goal Development Tips
Develop quantitative goals.
Goal Scales
5 = Stretch
4 = Partial Stretch
3 = Goal
2 = Partial Accomplishment
1 = No Accomplishment
Example Goal with Rating Scale
Growth
Increase the number of procedures to 200.
Rating Scale
5 is ≥ 250
4 is 225 to 249
3 is 200 to 224
2 is 175 to 199
1 is ≤ 174
LEM Score Distribution
3
3
3
3
2
42
1 4 5
Target ExcellentOpportunity
Example LEM Results
0 1 2 3 4 5
Average Score = 3.07
Goal Development Tips
Develop quantitative goals.
Use language that everyone understands.
Connect goals to purpose.
Fewer, rather than more goals, are better.
Goal Development Tips – Cont.
It is not always practical to have a goal under each pillar.
Goals should be aggressive yet realistic.
Focus on results, not tactics or projects.
Goal or Tactic?
Conduct employee evals on time
Improve staff productivity
Round on 100% of inpatients
Attend all leadership development sessions
Pass OSHA inspection
Define how much time goal must be sustained
For fiscal year-to-date (FYTD)
For the month of December
For the 4th quarter
For last 6 months of the year
SMART Goals are
Specific
Measurable
Attainable
Realistic
Time-bound
What might not fit as goals:
Standards of performance
Subjective and vague statements
Tactics to achieve goals
Maintaining regulatory compliance
Routine job activities
Middle Manager Common Goals
Examples:
•Budget
•Patient satisfaction
•Employee satisfaction
•Patient Falls
Example Goals
Laboratory - Example
Pillar Weight Laboratory Goal
Service 25% Achieve a percentile rank of 99 for test and treatments for the fiscal year.
People 20% Reduce turnover to 15% annualized for entire fourth quarter.
Finance 20% Meet expense budget of $2.10 per test for fiscal year.
Quality 10% Reduce repeat test below 2% for last 6 months of fiscal year.
Growth 25% Increase lab outreach tests by 5% for fiscal year.
Patient Care Unit - Example
Pillar Weight Med/Surg Unit Goal
Service 30% Achieve a percentile rank of 99 for nursing care for the fiscal year.
People 30% Reduce turnover to 25% annualized for fiscal year.
Finance 25% Meet productivity target of 6.5 hours per patient day for fiscal year.
Quality 15% Decubiti rate of 0% achieved by last 6 months of fiscal year.
Growth 0% N/A
Medical Records - Example
Pillar Weight Medical Records Goal
Service 20% Achieve an average 4.8 on support services evaluation for fiscal year.
People 20% Maintain turnover level at or below 5% annualized for fiscal year.
Finance 30% Achieve A/R days of 65 by year-end.
Quality 20% Reduce inpatient denials by 20% for fourth quarter.
Growth 10% In-house transcription revenue to increase 10% for fiscal year.
Tools of Accountability
Leader Performance Evaluation
Leader Report Card
90 Day Work Plan
MONTHLY
QUARTERLY
YEAR END
No SurprisesNo Surprises
For valuable tips on creating a culture of organizational excellence, visit our web site at
www.studergroup.com
Bill Bielenda
850-934-1099
Thank You!