Kaiser Permanente Goal Setting Overview and Template

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1 Kaiser Permanente Gal Setting Overview and Template Gal Setting Overview Each and every emplyee, manager, physician, and leader plays a crucial rle in helping Kaiser Permanente t achieve its gals. This requires a well thught ut apprach t the way that we all cascade, align and set gals thrughut the rganizatin. Having an effective gal setting prcess ensures that: Yu knw what yur pririties are fr the upcming year Yu knw hw yur gals align t the rganizatinal gals and supprt the success f the rganizatin Yu knw the resurces needed fr success such as metrics, infrmatin, budgeting and shared cmmitment If mst peple are ding their part t achieve their gals, the rganizatin will be successful in accmplishing its gals See Hw t Set Effective Gals fr detailed infrmatin n hw t write effective gals. Purpse f this Gal Setting Template The purpse f this gal setting template is t help yu create meaningful gals that align with yur manager s gals and ultimately supprt the rganizatin s gals. This dcument prvides yu with: A frmat fr yu t dcument draft gals and share them with yur manager t help ensure yu are bth n the same page abut expectatins fr the upcming perfrmance cycle A place fr yu t dcument final gals and behavirs befre entering them int the nline perfrmance management system Using the Gal Setting Template The gal setting template includes tw main sectins: Gals what is expected fr the upcming perfrmance cycle Behavirs hw perfrmance is demnstrated ver the curse f the perfrmance cycle The default weighting fr the verall Gals sectin vs. the verall Behavirs sectin is 70/30, respectively. This weighting rati can be changed, but the tw numbers must add t 100. Individual perfrmance gals must be weighted and must ttal 100%. Cre Behavirs: Cre behavirs are autmatically checked t be included and cannt be changed. Menu Behavirs: Additinal menu behavirs can be included, as needed. N mre than 4 menu behavirs shuld be selected. Level Descriptin: this field shuld be selected t dente rganizatinal level. The cre and menu behavir expectatins are adjusted t align t yur rganizatinal level. The rganizatinal levels are: 1) individual cntributr administrative / supprt, 2) individual cntributr prfessinal / technical, 3) first-line manager / supervisr, 4) manager f managers, and 5) senir leader. Refer t the KP Behavirs Handbk fr Cre and Menu Behavirs Level Descriptins. User-Defined Behavirs: In rare cases, a unique behavir may need t be created t represent a specific expectatin fr an individual in his/her rle. A manager may define a new behavir in this sectin. All selected behavirs are weighted equally t each ther.

2 Hw t Set Effective Gals SMART: All gals shuld be written in a SMART frmat. Specific Fcused, cncrete and well-defined utcme r result Measurable Result r utcme is measurable and the gal cntains clear criteria fr measurement. Targets are numbers; use current levels as guidance in determining ptential perfrmance levels. Attainable Challenging, yet attainable; within yur circle f influence Relevant/Realistic Aligned with business gals and realistically stretches yur abilities Time-bund Specifies a cmpletin date r deadline Number f Gals: Gal success is increased as the number f gals is reduced; less is mre. T ensure that yu are able t give an apprpriate level f attentin t each gal, it is recmmended that yu limit the number f gals t 5-7. Gal Weighting: Weighting helps t establish pririties fr effrt and fcus -- the higher the weight, the higher the pririty. All gal weights need t add up t 100%. General guidelines fr pririties: 5% weighting =acknwledgement, 10%= awareness, 20%= fcus, 30%+= urgency. Cmmn / Cascaded Gals: Cmmn gals riginate frm rganizatinal gals and are bradly shared with thers in the rganizatin t make sure all f the right peple are wrking tgether. Cmmn gals culd include, fr example: meeting budget, patient satisfactin, interdepartmental satisfactin, emplyee satisfactin, r clinical indicatrs. If yu receive gal(s) cascaded t yu, answer these questins: 1. Can yu cpy yur supervisr's / the rganizatin s gal exactly as it is written and directly impact the utcme? - If yes, cpy yur supervisr s / the rganizatin s gal. If n, then 2. Can yu rewrite yur supervisr s / the rganizatin s gal in a way that the utcme yu create will indirectly impact the utcme? If yes, write the gal in that way. If n, then 3. Is there a gal which is in alignment with the gal categry (Service, Quality, etc.) but nt directly related t yur supervisr s r the rganizatin s gal? If yes, write that gal. If n, then there is prbably n need t create a gal fr that gal categry. Custm Gals: Custm gals are yurs r yur department / unit s unique gals and nt shared bradly with thers. Even with custm gals, it is imprtant t have alignment with rganizatinal pririties and values. Outcme Gals vs. Prject / Prcess Gals: Gals shuld be written as utcmes instead f tasks r prjects. Outcme measures and gals strengthen the verall impact f yur cntributin n rganizatinal utcmes and help yu fcus n the utcme rather than n the task itself. Outcme gals usually begin with the wrds increase, decrease r maintain fr a measure and cntain all f the elements f SMART. (Fr example: T [increase/decrease/maintain] what - t the amunt f - as measured by - data surce) If yu find yurself writing a prject r task gal, answer these questins: "If this prject r task happens well, what will change?" r T what end are yu ding this wrk? r What will be the impact t the rganizatin? Then replace the riginal prcess/task gal with an utcme gal. If yu have t write a prcess / task gal, clearly indicate what the factrs f success lk like, especially with respect t impact and effectiveness. Gal Ratings: Gals shuld be written in the same way that they will be evaluated, using a 1-5 rating scale. Discuss and agree with yur manager what result wuld get each f the five ratings at the time yu establish the gal. T ensure that gals acrss the rganizatin are written with a fairly unifrm level f difficulty, ratings shuld be written with cmmn definitins f likelihd. 1 = Unsatisfactry Perfrmance = less than last year s perfrmance* / significantly belw target 2 = Perfrmance Needs Imprvement = last year s perfrmance with perhaps minimal imprvement* / belw target 3 = Successful Perfrmance = 60-70% likelihd f achieving the target 4 = Excellent Perfrmance = 15-25% likelihd f achieving the target 5 = Exceptinal Perfrmance = 5-10% likelihd f achieving the target * Applies nly if yu are wrking n lng-term gals that aim fr incremental imprvements year ver year.

3 Gal Setting Template Emplyee Name: Manager Name: Emplyee NUID: Gal Sectin Weight: 70 % GOAL #1 Descriptin Categry (Chse ne: Best Place t Wrk, Quality, Service, Financial Perfrmance, r Grwth/Membership) GOAL #2 Descriptin Categry

4 GOAL #3 Descriptin Categry 3 GOAL #4 Descriptin Categry

5 GOAL #5 Descriptin Categry GOAL #6 Descriptin Categry

6 GOAL #7 Descriptin Categry Behavir Sectin Weight: 30 % ASSIGN Individual Cntributr Administrative / Supprt Individual Cntributr Prfessinal / Technical First-Line Manager / Supervisr Manager f Managers Senir Leader ORGANIZATIONAL LEVEL ASSIGN CORE BEHAVIOR DESCRIPTION Champins Innvatin and Change - Embraces and generates better and innvative ways t imprve perfrmance aligned t a shared purpse. Cmmits t sustained, effective change. Cllabrates - Supprts individual and team effrts by encuraging, influencing and engaging thers with different backgrunds, experiences, and pints f view. Establishes effective wrking partnerships, participates in jint decisin-making (when apprpriate), and wrks thrugh differences t achieve shared gals. Cmmunicates Effectively - Seeks t understand. Asks thers fr input and feedback, including thse with different backgrunds, experiences, and pints f view. Actively listens and ensures that peple are heard and can raise cncerns. Clearly and penly expresses ideas. Adjusts cmmunicatins t fit the audience. Keeps thers apprpriately infrmed f gals and bjectives. Develps Self/Others - Builds skills and capabilities t enhance perfrmance. Seeks and applies feedback. Shares knwledge, feedback and cntributes t the learning f thers.

7 Drives fr Results - Makes timely decisins and takes actin. Seeks ut and utilizes apprpriate infrmatin and resurces t achieve utcmes that best serve the rganizatin. Reslves barriers and bstacles that impede prgress. Mnitrs prgress and acts t ensure success, in an ethical manner. Fcuses n the Custmer - Cnsistently demnstrates the knwledge, skills, abilities and behavirs necessary t prvide superir and culturally sensitive service t each ther and t ur patients, members, custmers, cntracted prviders, vendrs, regulatrs and cmmunities. Takes Accuntability - Takes persnal wnership fr cmmitments and perfrmance, including specific deliverables & timeframes; cnsistently delivers as prmised, with integrity. ASSIGN MENU BEHAVIOR DESCRIPTION Deals with Ambiguity - Effectively cpes with uncertainties and deals with risk. Exercises gd judgment and acts based n available infrmatin. Demnstrates Business Acumen - Uses ecnmic, financial, market and industry knwledge and data t understand and imprve business results. Understands health care industry and Kaiser Permanente's business. Cnnects internal business activity with brader external view f business t cntinuusly imprve perfrmance. Demnstrates Creativity - Generates riginal, innvative, and value-added ideas t imprve perfrmance and meet gals. Demnstrates Resurce Stewardship - Ethically and systematically utilizes the resurces entrusted t KP t create superir quality and value fr all members, patients and custmers. Shares successful practices, eliminates waste where it exists, decreases unwanted variatin, and enhances reliability. Exerts Influence - Cnsiders the needs f varius diverse interests and peple. Persuades thers t pursue imprtant curses f actin. Mbilizes the interest and cmmitment f peple t gain buy-in, secure cperatin, adjust agendas, & sustain actin while maintaining & nurturing imprtant wrk relatinships. Leverages Technlgy - Maximizes current and new technlgical capabilities relevant t functinal area t imprve business prcesses, supprt wrkflw, and advance efficiencies. Develps and maintains a wrking knwledge and up-t-date technlgical skill set. Makes Effective Decisins - Makes timely decisins that best serve the rganizatin based upn relevant, accurate infrmatin. Sets pririties. Understands ne's decisin-making authrity. Within that authrity, uses best apprach t make decisins. Pays Attentin t Detail - Checks wrk fr accuracy befre sending ut. Perfrms rutine r repetitius tasks with care and attentin. Organizes highly detailed infrmatin and makes it easily accessible. Recgnizes and Rewards Others - Recgnizes and rewards peple in prprtin t the excellence f their perfrmance. Celebrates individual and team accmplishments when they g the extra mile. Tailrs acknwledgement f individual cntributins in ways that have persnal meaning. Slves Prblems thrugh Planning and Analysis Analyzes trends, crucial relatinships and diverse ptins t slve prblems in a systematic and timely manner. Chses best slutin t a prblem after reviewing all available infrmatin. Thinks and Acts Strategically - Understands the cnnectins and relatinships between ne s wrk and hw it impacts thers. Seeks t understand hw ne s wrk fits int the big picture. Lks at the entire prcess. Cnsiders pssible future challenges and pprtunities in making plans and decisins. USER-DEFINED BEHAVIOR TITLE USER-DEFINED BEHAVIOR DESCRIPTION USER-DEFINED LEVEL DESCRIPTION

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