Using Performance Management to Improve Employee Engagement
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The document discusses a case study on identifying different levels of performance management within an organizational framework presented by Tony Wiggins at the Tonkin Performance Management in Healthcare Conference in Melbourne. Wiggins discusses the Growing Performance Project that aimed to develop staff performance culture as an employee engagement tool to deliver better health outcomes through strategies to integrate performance management across the organization with leadership playing a key role.
Using Performance Management to Improve Employee Engagement
- 1. Tonkin Performance Management in Healthcare Conference (Melbourne) Case Study: Identifying different levels of performance management within an organisational framework Tony Wiggins 29 November 2012
- 2. My Contribution Today … discuss the Growing Performance Project that aimed to develop the performance culture of staff as an employee engagement tool to deliver better health outcomes.
- 3. Key Points • Using performance management as a tool to enhance employee engagement • Strategies to integrate the „Growing Performance Project‟ across the organisation • The role of leadership in developing high-performance environments • The „four enablers‟ of performance management which provide the key to great leadership and great performance
- 4. Employee Engagement is ... • Emotional commitment the employee has to the organisation and its goals (Forbes Magazine) • Combination of commitment to the organisation and its values plus a willingness to help out colleagues (CIPD) • Attributes that Australian employees value about their job: 1. The existence of opportunities for advancement 2. Training 3. A clear career path (Mercer 2003)
- 6. Employee Engagement “5 Faces of Productivity” - CEOs say the talent crunch is the main threat to business expansion ... making talent a strategic focus, CEOs hope to ensure future growth and understand employee engagement. When business needs to do more with less, engaged employees may be the difference between surviving and thriving..
- 7. Engagement Drives Performance Healthcare Environment STRATEGY Structure, Capacity People, Systems and Capability LEADERSHIP and processes Values Culture EMPLOYEE ENGAGEMENT Research confirms that engagement leads to higher PATIENT financial performance, EXPERIENCE higher customer satisfaction and higher ORGANISATIONAL employee retention PERFORMANCE Source: Right Management‟s Organizational Effectiveness Framework
- 8. Poll Which option best describes your organisation’s current performance management system? We have a program in place but it could be a lot better Our program works pretty well, but could be improved some Our performance management is an awesome experience for both the employee and the manager Don‟t know/not sure
- 9. My experience …. • Wolston Park Hospital, Ipswich - 600 staff - nursing, operational, administrative staff • Princess Alexandra Hospital, Brisbane - 4500 staff - nursing, allied health, administrative, operational - implementation team - 10 HR/OD staff • Queensland Building Services Authority - 326 staff - building, insurance and legal - Online performance, succession planning, career management
- 10. Who is Queensland Health? • > 80,000 staff • 3rd largest employer in Australia • 15 health service districts • 178 hospitals and healthcare facilities • Delivers a range of integrated health services: - hospital inpatient, outpatient and emergency services - acute and community mental health services - primary healthcare - chronic disease management - 398,724 emergency department admissions 2009/10) - 922,790 admissions to hospitals (2009/10)
- 11. QH Snapshot (2009) • 73,192 FTE • 13.9% (7,741) - current PAD Plans • 15.4% (9,600) - PAD review dates passed • 70.7% staff never had a PAD plan • 86.1% (65,378) staff did not have a PAD • Project Outcome = staff with clear expectations of both performance and behaviour
- 12. ‘GP’ Project Philosophy Employee Value Psychological Proposition Contract
- 13. The MMM Framework • Originated - oil and gas industry by Shell International • Manchester Patient Safety Framework (MaPSaF) • Tool redesigned - QH healthcare teams assess, develop and progress their PM culture. • Dimensions - Developing + building a mature PM culture (5 levels) - Attitudes, values and behaviours - Linking PM culture with workplace practices.
- 14. How it worked ... • Facilitated workshop (healthcare settings) • Identify PM level of culture now, where it could be and how to improve • Workshop - reflection, recognition multi layered process, strengths and weaknesses, how a team with mature PM might look and operate • Evaluation sheet to assess current maturity level • Each level - different types of PM templates used • Levels 1, 2, 3 - detailed 2 or 3 page template • Levels 4, 5 - 1 page template – PM conversations are the normal + reflect a culture of „what, how and when‟. • Annual reflection - track and develop plans/strategies
- 15. Growing Performance Pilot Groups Health Directors - Practitioners Pharmacist Level 6 - 7 Social Workers Physiotherapist Nurse Unit Manager Nursing Administration Program Manager /DON Level 7 -10 A08 - DS0/SO1 /Director - PILOT HR, Finance, IT GROUPS Program Manager Clinical Managers Medical Staff /Director Operational Staff Specialists Level 8 - 15 Staff Level 10
- 16. Workshop facilitators - healthcare Supportive senior management (roundtable) 20 participants (co-learners) sponsored - each discipline/ classification An action learning set (ALS) advisor would attend workshops and provide support and advice to attendees ALS advisor - District or Division or PaC HR member
- 17. Tony Wiggins The HR Architect M: 0401458573 LinkedIn: Tony Wiggins Blog: The HR Archit3ct Twitter: TonyWiggin LinkedIn: Australian Attraction Recruitment and Retention Network
Editor's Notes
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