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

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.
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ST. LUKE’S HOSPITAL AND HEALTH NETWORK
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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

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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
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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.
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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.
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