Effective hospital performance management methods
Performance management is currently a more popular topic in the management and business world. The following is my compilation of effective hospital performance management methods, I hope it will help you!
What is performance management?
Performance management: the management process of planning, evaluating, and improving the behavior as well as the results of an employee, team, or department. In fact, it is beyond the traditional concept of performance evaluation, performance evaluation is only an important part of performance management, performance evaluation will be with the setting of performance objectives, performance counseling, performance feedback and application together constitute the whole process of hospital performance management. The traditional approach to performance evaluation can sometimes be subjective, impression-based and arbitrary, making it difficult to have a comprehensive and objective evaluation of employee behavior and results. Which is affected by human factors, and various assessments are the conclusion of the aftermath, often feedback is not timely enough, it is difficult to guide employees to adjust and improve their behavior in a timely manner. While performance management is a kind of management idea to improve the performance of employees and develop the potential of teams and individuals, so that the organization will continue to achieve success, and it is an integrated management method with strategic significance. Through performance management, it can help the organization to achieve the continuous development of its performance and promote the formation of a performance-oriented organizational culture.
The concept of performance
Generally speaking, performance refers to the results achieved by the work, which should refer to those consistent with the strategic goals of the organization, and in the pursuit of such results, should emphasize the reasonableness of the process, or else employees may be misled into pursuing the results by any means necessary. Attention should be paid to the rationality of the behavioral process of pursuing results, and there should be an objective evaluation of other factors that may affect the results. Only in this way, in the performance management we will be able to objectively evaluate the performance, pay attention to the exclusion of other factors `interference, in order to achieve the purpose of improving performance.
Steps in Performance Management
Performance management is a series of management activities to fully mobilize and improve the ability of each employee, so as to achieve the purpose of improving the performance of the entire organization.
Performance Planning
Performance planning, which can also be referred to as performance planning, is a work process in which hospital administrators, as well as departments and employees***, work together to design and develop a performance plan. Performance planning is not just about setting goals, but also about developing a corresponding action plan and having a coaching process for employees to achieve performance. The goal is to make every department and every employee know their own goals, and know "what to do and how to do it.
Planning principles
In the performance planning process, we should pay attention to the following principles:
Individual goals and organizational and team goals in coordination with the principle of : Emphasis on personal goals and organizational and team goals in coordination with the principle that the individual must be a clear understanding of the knowledge of the organization, the team goals, and proactive and active The team's goals, and actively and positively cooperate to obey the organization and team goals. Managers can not use rough top-down pressure tasks, pressure indicators of the hard way, but to take an open, democratic communication approach, so that employees involved in the organization and the team's goal-setting process, change the imposition of active participation. In addition, because personal goals include work goals and development goals in two aspects, the organization and the team have the responsibility and obligation to respect, encourage individuals to achieve the development goals consistent with the development of the organization as a whole. In the development of personal performance goals we must avoid individual performance and departmental performance is disconnected, departmental performance and hospital development strategy is disconnected, otherwise it will produce personal and departmental performance are very good, but the hospital performance is not ideal situation.
SMRT target principle:
Special: that is, the work target is specifically formulated to define, we should be different positions of different units and individuals should use different work objectives. Measurable: that is, the work target is measurable and evaluatable, there is no management without measurement, we should strive to achieve measurable, there is no management. Each goal as far as possible to achieve measurable, objective indicators to try to find quantitative indicators, no objective indicators can also be collected relevant indicators and indirect indicators to measure.
Realistic: that is, the work goal is achievable but challenging, research has proved that employee motivation to play can stimulate the potential of workers and achieve higher levels of performance. In performance planning, too low a target can not stimulate the potential of workers, too high and can not achieve the target will ultimately bring frustration to the staff, so it should be set at a level that can be achieved through the efforts of the Timed: that is, the work of the target is sometimes limited, time-limited, time-limited emphasis on the regular and continuous summary of the process of improving a goal is meaningless without a time limit.
Performance evaluation standard rationality principle: more and more hospitals have abandoned the completely subjective evaluation method, but there are still some hospitals using the "moral and industrious performance evaluation method", the main drawback of this evaluation method is that it is not targeted, there is no clear indicators, there is no focus, can not truly reflect the performance of the staff, and often "good old boy" and "mediocrity". "Mediocre" score is higher. Therefore, the hospital performance appraisal is also in the direction of "quantitative assessment and target assessment" development, it is the use of pre-commitment standards to assess the actual performance of employees, this standard is also specific and objective, quantifiable.
Measuring whether a performance goal is reasonable depends on whether the orientation of these goals is compatible with the organization's strategic mission and sustainable development goals. It is unrealistic to include all factors as targets for observation and evaluation, but by setting, sampling, calculating, and analyzing the key parameters of the input and output of a certain process within the organization, we can form target-type quantitative management indexes, that is, we can break down the hospital's strategic goals into operational targets, which is also the key performance indicator (KPI-Key Process Indication). This is also the theoretical basis and origin of the KPI (Key Process Indication) assessment method, which enables the department to clearly define the main goal of its efforts, and then clarify the individual performance goals of its employees on this basis. The biggest role of performance planning is to transform the strategic objectives into measurable indicators, and then layer by layer decomposition, the implementation of these indicators, and finally the hospital from the bottom to the top of all the behaviors, tasks, and performance in support of the hospital strategy, to ensure that the strategy with the performance of the organic link.
In 1992, the United States Robert S. Kaplan (Robert-S-Kaplan) and David P. Norton (David-P-Norton) in the Harvard Business Review put forward the "Balanced Scorecard performance evaluation method". They proposed that performance be measured by looking at four areas including financials, customers, internal business processes, and learning and development. As the methodology matured, the Balanced Scorecard was gradually transformed from a performance measurement tool to a strategy implementation tool.
A hospital is an organization that produces healthcare products, and its business purpose is to continually meet the public's demand for healthcare services, and its management purpose is to reduce costs, improve efficiency, and provide high-quality services to patients. Hospital performance and performance evaluation can also be based on the team and individuals in the financial, customer, business process and learning of the four aspects of the indicators to develop standards, in the financial aspect of the focus should be on cost control, especially in the not-for-profit hospitals, financial profit is not entirely the pursuit of the hospital's goals, and the staff itself on the impact of profit is also focused only on saving money, reduce waste, the control of costs to gradually To find comparable benchmark parameters to encourage employees to try to save costs and reduce waste; in the customer side to focus on assessing customer satisfaction and business volume; in the service process emphasizes and should be encouraged is the efficiency and quality of service two aspects; in the learning and cost of hospital staff to focus on the assessment of skills improvement, innovation, scientific research level and other aspects of the indicators.
The above aspects of the indicators itself is a cause and effect relationship, based on this balanced development of both behavior and results of the performance appraisal approach, but also a comprehensive and balanced embodiment of sustainable development of the management of ideas. All departments and individuals within the hospital can be identified as an internal customer relationship based on the positioning and service relationship, performance planning content to stand in the customer's point of view to assess the effectiveness of the service, and ultimately subject to the perspective of the external service users (mainly patients) to assess the effectiveness of the service. We can design performance goals from the quantity, quality, response time, and cost of services, but ultimately to the patient's satisfaction with the services of the organization's overall goal to design performance indicators to specific employees.
Specific planning content
The specific content of performance planning should be as clear and explicit as possible. First of all, the entire organization's strategic thinking and strategic purpose should be clear, followed by the mission and goals of each department and team should also be clear, and ultimately these should be reflected in the employee and team performance planning. Employee performance planning includes: the purpose of the work, the goals recognized by the employee, the development goals and measurement indicators, and includes the ability of the employee to achieve these goals should have and should take the right behavior and precautions. The planning process should be an interactive communication process that involves all relevant personnel, and allows employees to accept and recognize the planning in their hearts, and know how to implement it correctly, otherwise it is a failure, and does not have a basis for motivational planning behavior.
Performance assessment
In the scientific and reasonable performance planning based on the use of existing clear assessment indicators on the staff and departmental performance assessment is the key to the performance management work of the entire content, through the assessment of the hospital to understand the staff and the department's work in a timely manner state of the situation, the staff can understand their own work and the direction of efforts, the performance of the hospital to understand the work of the staff and the department's work, the staff can understand their own work, the performance of the staff and the department's work. Inadequate and the direction of efforts, performance evaluation in general according to the needs of the specific situation can be taken monthly, quarterly, semi-annual and annual evaluation approach, the frequency of assessment is mainly to make the hospital and the staff can understand the situation in a timely manner to progress, get effective feedback as a matter of principle. In theory, the more timely this feedback, the better. But in practice, we must pay attention to the labor cost problems caused by frequent evaluation, so some simple and objective indicators can be taken to chart the progress of the method and staff self-assessment of the method of regular summary.
Superior to subordinate assessment
This assessment is generally more simple, to strengthen the effectiveness of hierarchical command is effective. However, because this time the evaluator as a supervisor, the judge, and the evaluator is always the executor, the two are in an unequal position, prone to antagonism and some oversimplified errors. For example: managers often because of the lower level of a higher evaluation of a performance element, leading to all the other elements of the performance of this person is also too high evaluation, this is the so-called "halo effect", may also be all subordinates are positioned in the middle of the performance, there is a so-called "in the middle of the trend" or due to personal bias and according to the indicators of the phenomenon of too much slack or too tight, the emergence of the subordinate on the superior evaluation of the situation is not convincing enough, all of these should be avoided in the actual work of the appraisers. These should be avoided in practice.
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