Goal Setting Tool Kit Linking Individual Performance to Organizational Goals. S.M.A.R.T. Goals Aligning Goals Calibrating Goals Cascading Goals

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1 Goal Setting Tool Kit Linking Individual Performance to Organizational Goals S.M.A.R.T. Goals Aligning Goals Calibrating Goals Cascading Goals

2 Table of Contents Effective Goal Setting S.M.A.R.T. Goals Aligning Goals Calibrating Goals Weights and Measures Cascading Goals Cascading Goal Examples

3 Effective Goal Setting Goal setting will answer these questions for your direct reports: What are the system s priorities? What are my manager s 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?

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 employee s performance against goals they have set at the minimum every six months.

5 Effective Goal Setting To be effective at guiding business success, goals need to be: Specific/Measurable/Attainable/Relevant/Time bound Aligned with the System s strategic goals Calibrated using specific measures, weights, and number of goals Cascaded to the right employees as appropriate.

6 SMART Goals are Well Defined Goals Specific Make clear the details of each goal. Measurable Describe the concrete criteria that will be used to determine progress and confirm achievement of the goal. Attainable Goals should be within the capability of the person responsible for achieving them. Relevant Goals should support he overall strategy and mission of the company Time bound Goals should contain specific milestones and deadlines.

7 SMART Goals are Well Defined Goals Specific Measurable Attainable Relevant Time bound 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.

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.

9 Goal Alignment (System > BU > Department > Individual) EXAMPLE of Alignment 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 by end of 4 th Quarter. BU Goal 1. Improve Customer satisfaction and have an overall likelihood to recommend score of 75.4% by end of 4 th Quarter. 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.

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 engagement 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 for the next engagement survey. 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 for next survey by 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

11 Calibrating Goals is ensuring that goal Measurements, Weights, and the Number of goals are consistent and standard among similar job positions.

12 Calibrating Goal: Measurement Identify specific measures for each of the five rating categories. Healthcare acquired infection regarding C-diff rate GOAL - 15/10,000 days Current performance is 20/10,000 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 "Top Box" 5 out of 5 scores: "Likelihood to Recommend" services for Henry Ford Hospital and Health Network (patient engagement) GOAL % to 73.1% (2.8% increase) 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

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 employee s responsibilities do not impact the weight. Assign weights according to the goal s importance and impact to the organization.

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.

15 Cascading Goals Cascading goals is a straightforward method for ensuring goal alignment.

16 Cascading Checkpoints Question Is this goal business applicable? Is it written in SMART terms? For a cascaded goal, is it relevant to role of employee? Do the tasks visibly support the goal? Is the number of goals manageable? Considerations Does it support strategic goals? Does it demonstrate the following attributes: specific, measurable, attainable, relevant, and timely? The employee must have attainability. Can the tasks be used to explain an employee s effort to support the goal? A plan may already contain noncascaded goals. There should be no more than 3 to 4 goals.

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 for the next survey. 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 for the next survey by 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

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 screen select the recipients/employees you wish to cascade the goal (s). 7. Next screen edit the goal before you cascade to make sure the goal is relevant to your direct employee (s). 8. Click onto the CASCADE button

19 Cascading A Goal Screen Shots

20 Employee Cascaded Service Goal Example Business Unit Maintain the top box score at 73% for the BU HCAHPs question Rate the Hospital 0-10 by end of 3rd Quarter 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 maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by educating the department staff on the AIDET service behaviors and identifying and implementing process improvement initiatives by end of 3 rd Quarter. 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 nonclinical) To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by demonstrating AIDET protocol 100% of time and actively participating in department service excellence initiatives beginning 1 st Quarter. 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

21 Employee Cascaded Quality Goal Example Goal Type Department/Leader Specific Employee (clinical) Goal To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by the leader completing one quality improvement initiative from the four Nursing quality foci for 2013: BSI, Pressure Ulcer, Falls and Catheter Bundle Compliance by end of 3 rd Quarter. 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. To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by the nursing staff participating in a quality improvement initiative from the four Nursing quality foci for 2013: BSI, Pressure Ulcer, Falls and Catheter Bundle Compliance at end of 3 rd Quarter. 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.

22 Employee Cascaded Caring Goal Example Department/Leader Specific To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by the leader training all staff members on caring behaviors with 100% proficiency in all interactions with customers and colleagues effective 3 rd Quarter. 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 To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by the nursing staff demonstrating caring behaviors with 100% proficiency in all interactions with customers and colleagues beginning 3 rd Quarter. 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.

23 Employee Cascaded Rounding Goal Example Department/Leader Specific To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by the nursing leadership team conducting 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 100% of time effective 3 rd Quarter. 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 To maintain the BU HCAHPs question Rate the Hospital 0-10 top box score of 73% by the staff rounding on an hourly basis everyday. 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.

24 Goal Execution is a Process Spanning Multiple Months Goal Execution Monitor progress, course correct Goal Alignment Reinforce goals every day Communicate and coordinate with initiative team Goal Review Carry out tasks to accomplish goals How can you reinforce aligned HFHS System goals in every day work?

25 5 Levels of Goal Setting Excellence

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.