Enhancing Performance and Development of Employees in a

Private Healthcare GroupLindi van Heerden and Werner den Hartog

INTRODUCTION:

 

“We must not, in trying to think about how we can make a big difference, ignore the small daily differences we can make which, over time, add up to big differences that we often cannot foresee.”

Marian Wright Edelman

 

INTRODUCTION:

• In October 2012 the Netcare Group took a strategic decision to re-align our performance measurement and development system.

• The changes were aimed at enhancing improved employee engagement by encouraging continuous feedback and coaching.

• It also includes a strategic objective that ads focus to behavioral aspects and measuring employees adoption of the Netcare values.

• This was given a 50% weighting. • NB! IMPROVEMENT IN THIS AREA WILL ULTIMATELY LEAD TO IMPROVED

PATIENT CARE.  • The implementation of the system involved:

- Line Managers and employee training.

- Development of an electronic platform to facilitate the process and integrate results into HR systems.

- Ongoing refresher training and training of new employees during orientation.

 

 

Problem Statement

• The new process was introduced, but we realised low compliance.

• Monthly statistics indicated:

- Low completion of Performance Objectives.

- Interim Reviews not loaded on the electronic platform.

- Our aim: To launch an awareness campaign with the objective to increase the number of interim reviews conducted with employees.

Intervention

• For the May / June 2014 interim review period we decided to embark on an awareness campaign to drive compliance.

• The campaign was implemented for the period 17 June to 20 August.

- First step was a once off memo to senior managers.

- An sms campaign was launched to remind line managers to load Performance Objectives, conduct interim reviews and load these onto the electronic platform and to reiterate benefits of process.

• Why a sms campaign?

- Seamless integration with HR Technology.

- Wider reach in audience.

 

The success of the project can be ascribed to support from senior HR leadership and line managers at all levels in the organisation.

Results

06-0106-04

06-0706-10

06-1306-16

06-1906-22

06-2506-28

07-0107-04

07-0707-10

07-1307-16

07-1907-22

07-2507-28

07-3108-03

08-0608-09

08-1208-15

08-180

100

200

300

400

500

600

700

800

900

20132014

Memo to Senior Managers and 1st sms 2nd sms

3rd sms

4th sms

Final sms

Cut-off date for completion of reviews

Daily measurement of Interim Reviews Completed

Results

2013 Interim Reviews 2014 Interim Reviews0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage Interim Reviews Completed

% Reviews Completed

% In

terim

Rev

iew

s com

plet

ed

  2013 2014 Improvement

% Interim Reviews

Completed

67% 78% 11%

  n = 13 380 n = 15 515  

Target: 87% compliance (number of objectives completed)

11% Increase

Lessons Learnt and Going Forward:

• To ensure compliance to a process that is not always at the forefront in the schedule of managers with many pressing priorities:

- Continuously remind them of the importance of completing the process.

- Remind them of the benefits of the process.

• The compliance to a process like EPD is very dependent on how strongly it is driven by various stakeholders.

• DO NOT UNDERESTIMATE SMALL STEPS IN BIG INTERVENTIONS!

• Future considerations:

- System Driven Email reports.

- Desktop Screensavers.

- Continuous feedback to senior sponsors regarding progress within their business unit (acknowledgement of achievement).

Questions?