HR Pulse - Winter 2008 - (Page 48)

>> HARDWIRING ACCOUNTABILITY Tools to Manage Performance In addition to establishing objective, weighted leader evaluation goals, there are two recommended tools to track real-time performance and hardwire accountability for meeting key goals: Ninety-Day Action Plans—Each leader can use a 90-day action plan to identify incremental tasks and completion dates that support annual goals and the achievement of results. Most importantly, the action plans help manage the “full plate syndrome,” by creating a tool to prioritize time on what is most important to realizing the organization’s mission by driving speciﬁc outcomes. Since everyone has a full plate, frequent measures support communication with leaders on results to ensure alignment with year-end goals. Monthly Report Cards—Monitor progress toward achieving these goals by displaying and tracking real-time performance by leader, month, and goal. As a result, there are no surprises for leaders at evaluation time. Both leaders and their supervisors understand at the beginning of the year what goals need to be accomplished to achieve a successful annual review and can plan quarterly completion targets under each goal. Because actual performance is transparent across the organization and tracked monthly, it’s easy to spot low performance for quick corrective action—or high performers who can mentor others. Purpose, Worthwhile Work, and Making a Difference Perhaps the most important thing about having the right leader evaluation in place is the way in which it achieves the kind of goals that create an extraordinary organization where employees want to work, physicians want to practice, and patients want to receive care. For example, two nurses applied to work at CHSafﬁliated Longview Regional Medical Center after they experienced the compassion and quality clinical care that their loved ones received as inpatients at the hospital. And then there is Longview’s ICU nurse Carrie Judd, who worked shoulder-to-shoulder with six other nurses on a 41-year-old father who ultimately died of a heart attack. “Even in the midst of their pain, the family noticed our compassion and clinical teamwork,” says Judd. “They said thank you for taking such good care of our father, our son, and our brother. It’s the opportunity to make a difference like this in the lives of patients—and work with other wonderful caregivers—that sparks my passion for nursing at Longview.” ■ Studer Group Coach Dan Collard has been both a student and client partner of Quint Studer since 1998. To request sample goals or learn more about implementing an objective leader evaluation process, contact Penelope.Elebash@studergroup.com. 48 HR Pulse Winter 2008 perform poorly but still receive a good evaluation? If the answer to these questions is yes, one of the main challenges is setting measurable, objective goals. In most organizations, nearly three-fourths of leaders will receive “substantially exceeds” evaluations while the organization typically does not exceed three-fourths of its goals. So why the disconnect? In assessing the leader evaluation tools of many organizations, typically the right things are not measured. Because leaders frequently are evaluated on subjective behaviors or competencies rather than achievement of outcomes, organizations are unable to achieve and sustain results. Leaders can continue to receive good evaluations for sub-par performance while the organization regresses or stays stagnant. Competency does not ensure consistent execution. They describe “what” we do, rather than how well we achieve objectives by demonstrating these competencies. Measurable objectives, on the other hand, show leaders expected outcomes and reveal the competencies necessary to achieve them. Perhaps the most dangerous aspect of subjective leader evaluations is that poor performers frequently get good evaluations. The result? The organization cannot meet its overall goals or sustain results. A leader evaluation must be objective, measurable, and weighted. Also, goals are best measured on a one to ﬁve metric range for optimal results. If an organization aligns leaders’ evaluations to desired organizational outcomes, we ﬁnd they have “skin in the game.” As a result, they align and track their behaviors toward desired results. Poor performance becomes very easy to spot so it can be acted upon with an “up or out” approach that shifts overall organizational performance higher for break-through results. Once an objective evaluation tool is implemented, leader results will more closely align vertically and horizontally across the organization. Typically, leader evaluation results will also distribute more closely to a bell curve with about one-fourth of leaders falling below the average, 40 percent falling at the average, and one-fourth rating above the average. How Leader Evaluation Goals Cascade As shown below, CHS aligns and cascades 15 organization wide goals to all leaders vertically and horizontally. Here, the CHS corporate turnover goal cascades to each hospital CEO, CNO, CFO and department director. Tiered levels assure each hospital achieves its goal. For example, departments with greater than 25 percent turnover must reduce turnover by 5 percent, while those with 20 to 25 percent turnover must reduce by 3 percent, and those below 20 percent must reduce by 2 percent. Goals for each leader are weighted differently to determine priority with respect to the leader’s other goals. Employee Turnover Goals CHS Company CEO • CHS Company Goal • Reduce employee turnover by 3% from previous year performance • CEO-CHS Facility • Reduce employee turnover to 15% Current performance 18% • CNO • Reduce employee turnover to 17.49% Current performance 20% • RN Nurse Manager •Reduce department sta turnover on 2 South to 12.5% Current performance 15% • RN Assistant Nurse Manager •Reduce department sta turnover on 2 South to 12.5% Current performance 15% • RN Assistant Nurse Manager •Reduce department sta turnover on 2 South to 12.5% Current performance 15% •HR Director • Reduce employee turnover to 15% Current performance 18% • HR Manager •Reduce employee turnover to 15% Current performance 18% CNO HR Director Nurse Manager HR Manager Assistant Nurse Manager Assistant Nurse Manager

Table of Contents Feed for the Digital Edition of HR Pulse - Winter 2008

HR Pulse - Winter 2008 Contents Pulse Points Executive Director’s Letter President’s Message HR Leader Profile: Karmen Reid Advocacy is for Everyone A Case Study in Raising Voices Diversity Management Measuring What Matters Bullying as Gender Harassment Combat Workforce Changes Hardwiring Accountability Immigration Frustration HR and Education Making Exit Interviews Count Management Styles that Enhance Intrinsic Motivation Backup Care Fact or Fiction 10 Ways to Lose Your Best People Advertisers’ Index

HR Pulse - Winter 2008

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