Example: This is an example of the Forum Evaluation results fr om the Leadership Forum held on March 8, 2003 at Lehigh Univ ersity in Bethlehem, Pennsylvania. LEADERSHIP FORUM March 20, 2003 Lehigh University There were 182 completed evaluation forms returned fr om the meeting. Strongly Strongly Total Disagree Disagree Neutral Agree Agree No. (No. of (%) Ans.) (No. of (%) Ans.) (No. of (%) Ans.) (No. of (%) Ans.) (No. of (%) Ans.) Ans. 1. The program today has helped me to better 0 0% 0 0% 5 3% 66 36% 98 54% 169 understand our growth as a network. 2. Evan Jones was effective in explaining the 2 1% 2 1% 3 2% 54 30% 121 66% 182 financial aspects of our strategic growth. 3. Bob Martin’s presentation heightened my 0 0% 5 3% 13 7% 68 37% 96 53% 182 awareness of our strategic initiatives across the network. 4. Brooke Huston’s presentation helped me to 0 0% 2 1% 13 7% 104 57% 60 33% 179 understand how to build a Great Place to Work at St. Luke’s. Exhibit 16.5. Sample Forum Evaluation Note: This is an example of the forum evaluation results from the leader ship forum held on March 8, 2003 at Lehigh Univ ersity in Bethlehem, Pennsylvania. cart_14399_ch16.qxd 10/19/04 1:19 PM Page 390 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 391 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 cart_14399_ch16.qxd 10/19/04 1:19 PM Page 391 392 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16.7. Press Ganey Report Mean Mean Score N Score N Mean 7/1/02– 7/1/02– 7/1/03– 7/1/03– Score Question-PEDS 9/30/02 9/30/02 9/30/03 9/30/03 Change Pleasantness of room décor 85.5 19 82.6 23 (2.9) Room temperature 72.4 19 81.5 23 9.1 Accommodations and comfort 82.4 17 85.7 21 3.3 for visitors Staff attitude towards visitors 85.7 14 92.9 21 7.2 Staff sensitivity to inconvenience 87.5 16 93.8 20 6.3 cart_14399_ch16.qxd 10/19/04 1:19 PM Page 392 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 393 Exhibit 16.8. Accountability Grid for Best “People Point of the Star,” Fall 2003: Linking Education to Changing Behavior Completed Completed Who What by Yes or No Senior leadership As a manager, review the daily Ongoing and management structure of your work day. 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. Senior leadership Choose and implement in your Ongoing and management personal journey of work-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.) Senior leadership Provide an environment that Ongoing 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. cart_14399_ch16.qxd 10/19/04 1:19 PM Page 393 394 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 16.9. Management Performance Evaluation St. Luke’s Hospital and Health Network Name ______________________ Department and Job Title ________________________ Entity ____________________ Evaluator ____________ Evaluation Period____________ 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 Point Factor Definition 4 Performance is exceptional as evidenced by consistent achievement of the maximum results attainable. 3 Performance is consistently above expected standards as evidenced by specific achievements. 2 Performance meets expected standards. 1 Performance fails to meet expected standards. 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. cart_14399_ch16.qxd 10/19/04 1:19 PM Page 394 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 395 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: Total Points Performance Level 8 but less than 13 points Needs improvement 13 but less than 21 points Good 21 but less than 29 points Very good 29–32 points Extraordinary 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 Commitment to Service Rating: ________ • 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: _________ Communication Skills Rating: _______ • 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) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 395 396 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE • 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: ________ Motivational Skills Rating: ________ • 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: __________ Organizational Skills Rating: ________ • 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: ________ Team Building Skills Rating: ________ • 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) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 396 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 397 • 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: ________ Resourcefulness Rating: ________ • 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: _______ Performance Improvement Management Skills Rating: _______ • 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: _______ Goal Orientation Rating: _______ • 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) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 397 398 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE • 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: _______ Future Goals, Developmental Plan, Achievement Dates 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) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 398 ST. LUKE’S HOSPITAL AND HEALTH NETWORK 399 SCORING SUMMARY Core Competencies: Rating Commitment to service . . . . . . . . . . . . . . . . . . . . . . . . . . Communication skills . . . . . . . . . . . . . . . . . . . . . . . . . . . Motivational skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizational skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . Team building skills Resourcefulness . Performance improvement management skills . Goal orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total ______________ Competency Assessment Met Unmet • 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: Employee’s Signature: _____________________________ Date: _____________ Evaluator’s Signature: _____________________________ Date: _____________ Department Head Signature: _______________________ Date: _____________ Administrative Signature: __________________________ Date: _____________ Exhibit 16.9. (Continued) cart_14399_ch16.qxd 10/19/04 1:19 PM Page 399 . Most birth in the region in FY 2003 cart_ 1439 9_ch16.qxd 10/19/04 1:19 PM Page 391 392 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit. 10/19/04 1:19 PM Page 395 396 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE • Maintains confidentiality of information, as appropriate