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.

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)

5. Employee Engagement

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