Tài liệu Best Practives in Leadership Development & Organization Change 43 docx

All hospitals in the network are ranked among national leaders in various individual areas of performance and service.. • Unit and departmental plans for customer service improvement Cos

awareness of our strategic initiatives across the network.

understand how to build a Great Place to Work at St Luke’s.

Exhibit 16.6 2000–January 2004: St Luke’s Hospital and Health Network Major

Accomplishments by Five Points of the Star Model

People

• 100 Best Places to Work in Pennsylvania

• Employee turnover rate of 12.8 percent at St Luke’s Bethlehem (awaiting trended information—no national benchmark)

• RN turnover for Medical/Surgical and Critical Care areas was 14.15 percent

in FY 2003 This is down from 16.98 percent in FY 2002

Note: This data is only for St Luke’s Hospital, and not the entire network.

Quality

• U.S News & World Report, America’s Best Hospitals, Cardiology and Open

Heart Surgery 1999, 2000, 2001, 2002, 2003

• 100 Top Hospitals: Benchmark for Success 1997, 2001

• 100 Top Cardiovascular Hospitals: Benchmarks for Success 1999, 2001,

2002, 2003

• 100 Top ICU Hospitals: Benchmarks for Success 2000

Service

• St Luke’s Hospital and Health Network participates in Press Ganey All hospitals in the network are ranked among national leaders in various individual areas of performance and service

• Unit and departmental plans for customer service improvement

Cost

• Average length of stay (ALOS) has decreased from 5.07 days in FY 2000 to 4.34 days in FY 2003

Note: Excluding newborns and TCU

• Operating margin has increased from 0.6 in FY 2000 to 1.5 in FY 2003

Note: For the St Luke’s Hospital only the operating margin has increased from

2.2 in FY 2000 to 3.0 in FY 2003

Growth

• Admissions for the network were 33,742 in FY 2003 This is up from 29,564

in FY 2000

Note: Excluding newborns and TCU

• Outpatient visits have increased from 392,770 in FY 2000 to 530,033 in FY 2003

• Emergency room (ER) visits have increased from 73,731 in FY 2000 to 93,075 in

FY 2003

• Total clinic visits have increased from 67,124 in FY 2000 to 88,026 in FY 2003

• Achieved Level I Trauma Center Accreditation based on volume growth and quality care

• Most birth in the region in FY 2003

Exhibit 16.7 Press Ganey Report

for visitors

Exhibit 16.8 Accountability Grid for Best “People Point of the Star,” Fall 2003:

Linking Education to Changing Behavior

Take a personal assessment in terms of work-life balance issues to make the most of your hours at work each day Set a goal to feel that you accomplish something each day in both work and personal life

balance one of the items presented by Ellen Galinsky

at the end of her presentation

(Goal is to list the top ten that she presented left an e-mail message with Bob W to see if

we could get this from her.)

promotes an individualized work-life balance journey for direct reports This includes initiating a conversation with each direct report with the goal

of developing an individualized work-life balance plan

Exhibit 16.9 Management Performance Evaluation

St Luke’s Hospital and Health Network

Name

Department and Job Title

Entity

Date

MANAGEMENT JOB PERFORMANCE EVALUATION Instructions to Determine Level of Performance Rating

1 Use a point system to differentiate between the performance levels

Performance Rating Levels

consistent achievement of the maximum results attainable

standards as evidenced by specific achievements

Improvement is required

Ratings of 5 (i.e., 1.5, 2.5, 3.5) are permissible in situations where improve-ment has been noted since the last evaluation but is not consistent enough to move to the next rating factor

2 Assign a performance rating (1–4 points) to each of the core competencies If all competencies were rated “extraordinary” (4 points), the appraisal would have a perfect score of 28 points

Exhibit 16.9 (Continued)

3 Upon completion of the evaluation, summarize the rating and score for each core competency on the scoring summary The individual score is the total of the competencies

4 The total point score translates to the following levels of performance:

Comments are not required for ratings of “good” or “very good.” Comments are required for core competencies rated as “needs improvement” or “extraordinary.”

MANAGEMENT CORE COMPETENCIES

• Committed to excellence in customer service

• Effectively models the network mission, vision, values and customer service behaviors

• Assures staff compliance to the organizations’ mission, vision, values, and customer service behaviors

• Ensures timely responses to inquiries, complaints, and concerns from all customers

• Anticipates problems and is willing to take risks to meet and exceed the needs

of the customer

• Consistently responds to and supports change that improves overall service to the customer

Comments/Opportunities for Improvement: _

• Is committed to excellence in service by ensuring timely and effective responses to inquiries, complaints, and requests from all customers

• Ability to communicate visions effectively

• Demonstrates active listening skills

• Effectively communicates ideas both orally and in writing

• Effectively presents ideas or information at meetings

(Continued)

• Maintains confidentiality of information, as appropriate

• Demonstrates open and approachable communication style

• Provides constructive feedback to all customers

• Positively promotes St Luke’s Health Network at all times

• Communicates openly, candidly, and sincerely

Comments/Opportunities for Improvement:

• Motivates, inspires, and challenges staff to excel in their performance

• Builds team spirit, energy, excitement, and enthusiasm

• Proactively responds to and supports change

• Promotes fun in the workplace

• Recognizes and rewards effective performance

• Encourages participation and empowers staff

• Serves as a role model for others to “think out of the box”

• Acts as a mentor, teacher, and coach to others

Comments/Opportunities for Improvement:

• Effectively delegates activities, responsibilities

• Uses effective time management skills

• Sets clear expectations

• Mentors others to develop effective organizational skills

• Clearly identifies priorities of network and communicates these priorities

to staff

• Uses appropriate methods for collecting and reporting data

• Verifies licensure and certification of staff

• Completes projects in a timely manner

Comments/Opportunities for Improvement:

• Develops and implements employee retention and recruitment strategies that enhance the team

• Promotes open communication, assists to resolve conflict, and makes decisions considering the impact on others

• Builds team spirit and acts as a coach through mentoring, listening, and leading by example

Exhibit 16.9 Management Performance Evaluation (Continued)

• Encourages team decision making

• Effectively manages people, resources, and time to achieve team goals

• Recognizes special contributions and achievements and encourages professional growth

Comments/Opportunities for Improvement:

• Seeks out new information and technologies to improve performance

• Identifies and implements ways to reduce costs and streamline efforts

• Adjusts to changing work needs and demands Helps others respond quickly

Helps remove barriers to effectiveness

• Effectively maintains compliance with budget (justifies variance, as needed)

• Utilizes network resources for help or guidance

• Recognizes diversity in group as an avenue to expand vision

Comments/Opportunities for Improvement: _

• Develops appropriate department PI plan

• Demonstrates data-evidenced examples of successful PI activities

• Provides ongoing education and involvement of staff in PI as evidenced

in department staff meeting minutes

• Attends required PI management training

• Provides focused PI reports to the PI council and management team

Comments/Opportunities for Improvement: _

• Works effectively to achieve individual, team and organizational goals

• Effectively plans and maintains compliance with budgets

• Makes decisions considering the impact on others

• Effectively manages people, resources in time to achieve results

• Fosters continuous learning, takes risks, helps others to overcome obstacles and understand that “mistakes and problems” provide opportunities for learning

• Balances long-term and short-term objectives and goals

• Effectively works within a group (contributes to the success for achievement of identified goals)

Exhibit 16.9 (Continued)

(Continued)

• Compliance with internal and external regulatory requirements (i.e., Hospital Policies, JCAHO, HCFA, Department of Health)

• Articulates an organizational vision and its influence on departmental goals

• Promotes a supportive atmosphere and makes decisions considering the impact

on others

Comments/Opportunities for Improvement: _

Objectives, Projects _

Should be related to management evaluation factors Must be specific, qualifiable, and include an established time frame _

Exhibit 16.9 Management Performance Evaluation (Continued)

SCORING SUMMARY

Commitment to service

Communication skills

Motivational skills

Organizational skills

Team building skills

Resourcefulness

Performance improvement management skills

Goal orientation

Total

• Completed timely performance evaluation for staff

• Completed annual competence assessment for staff

• Attended mandatory management training and development programs

• Demonstrates understanding and application of safe working conditions in the areas of employee, patient, and environmental safety and follows appropriate reporting requirements in these areas of safety

EVALUATOR’S COMMENTS:

EMPLOYEE’S COMMENTS:

Exhibit 16.9 (Continued)