Goal Setting Tool Kit Linking Individual Performance to Organizational Goals

1
Goal Setting Tool KitLinking Individual
Performance to Organizational Goals

• ?S.M.A.R.T. Goals
• ?Aligned Goals
• ?Calibrated Goals
• ?Cascaded Goals

2
Objectives

• Define the components of Goal Setting including
  S.M.A.R.T. goals, alignment, calibration, and
  cascading.
• Understand the importance of goal setting for
  achieving business results
• Understand the managers role and the direct
  reports role in goal setting.
• Develop, align, calibrate, and cascade individual
  S.M.A.R.T. goals with the System, Business Unit,
  and Department goals.

3
Benefits of Effective Goal Setting

• Overall goal setting will help you and your
  direct reports
• Integrate the work units business goals with
  peoples individual goals.
• Agree on specific performance goals and the
  results expected.
• Resolve differences to develop challenging yet
  realistic goals.
• Develop an up-front, agreed-upon basis for
  reviewing and discussing performance, preventing
  surprises at the performance discussion.

4
Benefits of Effective Goal Setting

• Goal setting will answer these questions for your
  direct reports
• What are the systems priorities?
• What are my managers 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?

5
Keys to 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 employees performance
  against goals they have set at the minimum every
  six months.

6
Effective Goal Setting

• To be effective at guiding business success,
  goals need to be

Specific/Measurable/Attainable/Relevant/Time bound
Aligned with the Systems strategic goals
Calibrated using specific measures, weights, and
number of goals
Cascaded to the right employees as appropriate.
7
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.
8
SMART Goals are Well Defined Goals
Example of a goal that is not S.M.A.R.T. Try to
improve our customer satisfaction as quickly as
possible.
Specific
Measurable
Attainable
Relevant
Time bound
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.
9
Goal Alignment is making sure that the goals of
individual employees support the strategic goals
of the system.
System gt BU gt Dept. gt Individual Goal Alignment
Leadership goals department goals must align
with each other.

10
Goal Alignment (System gt BU gt Department gt
Individual)
EXAMPLE of Alignment

• System Goals
• Increase Patient Satisfaction with targets
  specified for each BU by the end of the 4th
  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

• BU Goals
• Improve Customer satisfaction and have an overall
  likelihood to recommend score of 75.4
• 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.

11
Goal Calibration is ensuring that the goal
Measurements, Weights, and the Number of goals
are consistent and standard among similar job
positions.
12
Goal Calibration MeasurementIdentify specific
measures for each of the five rating categories.
"Top Box" 5 out of 5 scores "Likelihood to
Recommend" services for Henry Ford Hospital and
Health Network (patient engagement) GOAL - 70.3
to 73.1 (2.8 increase)
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
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
Goal Calibration Weighting

• Goals should be weighted according to what the
  employee is accountable for.
• Do not share the same weights for a goal when the
  employees responsibilities do not impact the
  weight.
• Assign weights according to the goals importance
  and impact to the organization.

14
Goal Calibration 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 2 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 A Goal

• Cascading goals is a straightforward method for
  ensuring goal alignment.

16
Cascading Checkpoints
Question Considerations
Is this goal business applicable? Does it support strategic goals?
Is it written in SMART terms? Does it demonstrate the following attributes specific, measurable, attainable, relevant, and timely?
For a cascaded goal, is it relevant to role of employee? The employee must have attainability.
Do the tasks visibly support the goal? Can the tasks be used to explain an employees effort to support the goal?
Is the number of goals manageable? A plan may already contain non-cascaded goals. There should be no more than 4 to 6 goals.
17
Cascading Goals Example
Category Financial
(CEO)
(Sr. VP of Operations)
(HR Manager)
18
Goal Cascading Example - 2
19
Cascading A Goal

• Access Online Performance Management Home Page
• Go to the GOALS TAB and Click.
• Open the correct year Goal Plan.
• Select by checking the box next to each goal (s)
  to be cascaded.
• Click onto the CASCADE SELECTED button.
• Next screenselect the recipients/employees you
  wish to cascade the goal (s).
• Next screenedit the goal before you cascade to
  make sure the goal is relevant to your direct
  employee (s).
• Click onto the CASCADE button

20
Cascading A GoalScreen Shots
21
Goal Execution is a Process Spanning Multiple
Months
Goal Execution
How can you reinforce aligned HFHS System goals
in every day work?
22
5 Levels of Goal Setting Excellence
23
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 workshop available
  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.
• Goal Setting workshop available on the HFHS
  University in February/March.