1. Leadership Performance Planning and Evaluation Form and Goal Setting
Presented by:
Jane Pettit
Organizational Effectiveness
This is the essence of a performance plan

2. Session Objectives Review Performance Management Cycle
Identify 8 steps of the Leadership Performance
Planning and Evaluation Form
Identify a Key Area of Responsibility and write a relevant goal

3. If you don’t know where you’re going… Any road will get you there.

4. UMHS Leadership Reference – Confluence
Go to the Confluence site Dashboard
Before writing your goals, identify your key areas of responsibility, or KARs.
KARs are taken from your job description and assignments. Everyone will have approximately 5-7 KARs. These are the broad areas of responsibility that you have in your job.

5. Performance Management Cycle
II.
Observe & Measure Performance, Coach
And Develop I.
Performance Planning
Performance management is Ongoing.
You don’t want to wait until you get to the end of the cycle to identify a problem. Remember: NO surprises.
You should not talk about a problem in an evaluation that hasn’t been discussed before.
Introduce the next video: when you see it, say it…and keep it private if it’s corrective. Take advantage of a moment.
III.
Evaluate, reward and recognize Performance

6. …to ensure your goals will align with the organization and your unit
Review Organizational Goals
Review Unit Goals
…to ensure your goals will align with the organization and your unit
Begin by reviewing your Organizational goals and Unit goals so you can be aligned.
Currently, the link takes you to our former goals and objectives.
SERVICE:
Patient satisfaction mean scores on “care experience” at or above 90
FINANCIAL:
Operating margin at 4% or better
QUALITY CARE:
Quality and safety measures at or above the 90thpercentile of select benchmarks
ACADEMIC:
All Graduate Medical Education programs will have five-year accreditation; 10% annual increase in clinical
PEOPLE:
Faculty/employee satisfaction scores will improve by 10%
COMMUNITY:
Partner with the community to improve the health of the population

7. 3. Identify your Key Areas of Responsibility (KAR)
Your KARs should represent 80% of your work You should have no more than 5-7
Before writing your goals, identify your key areas of responsibility, or KARs.
KARs are taken from your job description and assignments. Everyone will have approximately 5-7 KARs. These are the broad areas of responsibility that you have in your job.

8. General Examples of KARs
• Budget management
• Team leadership
• Institutional projects
• Staff development
• Safety compliance
• Grant writing
Additional Information:

9. Example: KARs for a Training Manager
Analyzes and determines training needs, administers plans, procedures, and programs to meet training needs and problems
Supervises or conducts special courses designed for training selected groups of organization employees
Manages day to day operations including schedules, hiring, performance feedback

10. Example: KARs for a Pharmacy Director
Provision of clinical pharmaceutical services for the hospital, including formulary and dispensing
Ensures department operates within budget and in accordance with performance standards
Manages Supervisors and Managers including hiring, firing, professional development and performance feedback

11. Activity I: Identify a Key Area of Responsibility

12. 4. Set Performance Goals SMART Goals (What) Specific Measurable
Attainable
Relevant
Time-Limited
Success Criteria (How)
Use a specific leadership competency
Most of us have heard of SMART goals.
In addition, a good goal includes criteria for evaluating successful completion of the goal. It isn’t always about just achieving a goal. It’s also about “how” we do the work and lead the team. As part of your Success Criteria, choose one or two Leadership Competencies. But, only choose one or two… in order to maintain focus and to make it meaningful. 12

13. Leadership Competencies
Four Key Competency Areas:
1. Philosophy – Leadership – Transformation
2. Process – Execution – Operations
3. Problem Solving
4. People and Partners
Within the four competency areas, are an array of leadership skills.
Two of these leadership skills have been selected by leadership on which all UMHS leaders will develop themselves in the coming year:
1) Improves Processes, and
2) Builds Relationships/Fosters Respect.
(The green link will take you to the full Competency document on HR website) 13

14. Example #1 KAR: Oversee Clinical Affairs
Goal: Improve operating margin by $10 M by
Measurement: Margin improvement; improved
operations
Leadership Competencies: Thinks systematically; Practices “Go See”
High level example
Thinks Systemically
Views systems from a broad perspective that includes seeing overall structures, patterns and cycles in systems.
Improves Processes - Encourages and uses lean principles to improve the business and administration of the organization in areas of quality, safety, efficiency, service appropriateness and service delivery
Practices “Go See”
Seeks to understand complexities of the current work situation based on personal observation 14

15. Example #2 KAR: Budget Management
Goal: Reduce expenses by 10% by end of fiscal year
Measurement: Expenses reduced; patient satisfaction
level maintained
Leadership Competencies: Demonstrates financial acumen; manages risk
Demonstrates Financial Acumen
Understands UMHS financial system, establishes realistic budget(s), conducts financial planning and analysis and takes corrective action to meet financial target
Manages Risk
Evaluates carefully to ensure planned outcomes 15

16. Example #3 KAR: Professional development of staff
Goal: Have all technicians certified by the national
association
Measurement: All technicians are certified by
Leadership Competencies: Champions Change; Develops Talent
Champions Change
Energizes stakeholders and sustains their commitment to changes in approaches, processes and strategies.
Develops Talent
Contributes to the development of others by mentoring, clearly communicating expectations, providing constructive feedback and supporting educational opportunities
Communicates with Impact
Actively listens and effectively influences others to achieve organizational goals and outcomes. 16

17. Activity II: Identify a Goal for one KAR
1. Write your goal; include the “what” and “how”
2. Share with the person sitting next to you
3. The other person will “coach” you and help you improve your goal
4. Reverse the process

18. 5. Set Professional Development Goals
Leadership Professional Development is a part of the planning and evaluation. However, it is not calculated into the overall performance evaluation (click)
It is evaluated with a different rating system (click)

19. Professional Development Ratings
Does not know
Knows
Does
Does Consistently
Teaches/Mentors
The definitions are given. (click)
The professional development plan can be assessed in the beginning of the year and then changed at the end of the year as the individual leader develops. 19

20. Organizational Leadership Competencies
There are two competencies that all leaders are asked to develop and have evaluated.
The first is Builds Relationships/Fosters Respect (click)
Each of these two competencies has a list of behaviors expected from each leader. (click)

21. 2011-12 Leadership Competency Focus
Builds Relationships/Fosters Respect
Develops and maintains collaborative and beneficial relationships with relevant stakeholders, networks with and outside the health system; demonstrates respect for others; takes responsibility for building understanding and mutual trust.
The first competency selected by the Senior Management Team is Builds Relationships/Fosters Respect.
Here, Physician Assistant Jill Hasen (front) scrubs in to assist a surgery with J. Sybil Biermann, M.D. J. Sybil Biermann, M.D., may be the only orthopedic oncologist at the Health System, but because she works in collaboration with Physician Assistant Jill Hasen, the Department of Orthopaedic Surgery and the Comprehensive Cancer Center are able to help more patients fight cancer of the bone and soft tissues. 
Picture courtesy of the Inside View

22. 2011-12 Leadership Competency Focus
Improves Processes Encourages and uses lean principles to improve the business and administration of the organizational areas of quality, safety, efficiency, service appropriateness and service delivery.
The senior management team has also designated Improves Processes as a common leadership competency for development

23. 6. Set Additional Development Goals
In addition, leaders may want to choose other competencies or skills as part of their professional development plan.
Leaders may choose other competencies or skills for development. (click)

24. 7. Throughout the year, Discuss Your Plan
Align your plan with your managers’ goals and plan
Create a schedule for communicating progress
Adjust your plan as needed, now and throughout the year
Share your plan with your manager.
Touch base periodically. What do you need? What kind of support or resources do you need?

25. 8. At the end of the year, review and summarize
At the end of the year, summarize your progress and discuss with your manager
If you’ve had conversations throughout the year, this will be a review.

26. Questions?