Performance Management Blog

In healthcare, it is difficult to manage what you are unable to measure. Following this logic, many healthcare systems attempt to measure as much data as they can in order to measure and improve performance. When HR is looking at integrating performance measurement strategy, what kind of policies do they set to ensure that they gather data that is actually helpful, and implement it in a way that drives innovation, value, and safety? Many current information systems focus on a number of issues with both individual, departmental, and hospital-wide performance to give managers the tools to make decisions on operational improvement. Many of the most commonly gathered informational tools are patient satisfaction surveys, patient outcomes information, readmission rates, follow up % rates, ability to follow best policy, safety scores, and much more. This type of information can be scaled up to any level to see the efficiency of any system, and to derive from the high performance system best practices that can be used to improve desired outcomes system wide. There are also many ways to come at seeing this information. It can be through patients, 360 analysis, top down, bottom up, and many others dependent upon the time you have to collect the data. The following are important analysis about how this data is used:

 

  • It is popular to use a balanced scorecard to decide upon strategic priorities and quantitative goals
  • Many organizations, such as the Joint Commission and the National Committee for Quality Assurance require reporting on a number of indicators that cover quality of care, resource management, finance, and organizational management
  • Some rely on a clinical practices committee under the Board to report on topics related to Performance Management
  • How employees see the value in Performance measures is dramatically impacted by perception of management (Groscurth, 2015).
  • It is important to remember, especially in the case of non-profits, that they must measure performance in part through outcomes in their community
  • There are a number of subcontracted systems one can use to get proper analysis for a charged price (Grey, 2016)

 

References

Curtwright, J. W. (2000). Strategic Performance Management: Development of a Performance Measure System at the Mayo Clinic. Journal of Healthcare Management, 45(1), 58-68. Retrieved March 21, 2017, from http://eds.a.ebscohost.com.libez.lib.georgiasouthern.edu/eds/pdfviewer/pdfviewer?vid=2&sid=f69cf601-14e0-4ae6-9916-e907829d3973@sessionmgr4007&hid=4208

Groscurth, C. (2015, March 31). Hospitals’ Performance Management Must be Improved Fast. Retrieved March 21, 2017, from http://www.gallup.com/businessjournal/182195/hospitals-performance-management-improved-fast.aspx

Grey, C., & Steiko, S. (2016). CHOOSING THE RIGHT PERFORMANCE MANAGEMENT SYSTEM FOR YOUR ACO. Physician Leadership Journal, 87(2), 58-60. Retrieved March 21, 2017, from http://eds.b.ebscohost.com.libez.lib.georgiasouthern.edu/eds/pdfviewer/pdfviewer?vid=2&sid=d5b5b38a-ce6c-452b-8828-44dffae201e6@sessionmgr104&hid=114

 

 

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