Strategic Goals for Healthcare Department
Establishing strategic goals for a healthcare department provides a clear picture of where it is headed, the objectives it expects to achieve and the methods it will leverage to achieve the set goals. Strategic goals usually entail those goals in the near future like in the following year, in the next two years, or in the next five years. Strategic goals for a healthcare department are fundamental because it enables effective management and it steers the employees within the department toward a common objective (Saunders, Evans, and Joshi, 2005).
The following are two strategic goals that a healthcare department can establish: improvement of the quality of service, safety, and performance and increased accountability and creation of an incentive program for the staff based on the referral volume. The strategic goal of improving the quality of service and increasing accountability within the healthcare department can be achieved within one or two years because it usually requires training of staff and supervision which can be jumpstarted without much deliberation or decision-making. The creation of an incentive program for the staff requires much decision-making and involves designing a better incentive program that rewards staff equally without cutting back the pay of others. This strategic goal can take much time to be fully designed.
The 9-box matrix or the 9-box grid is used to evaluate the contribution of employees in an organization and their potential level of contribution. This matrix is commonly used in succession planning to evaluate the talent pool of an organization and to help identify potential leaders. It can also be used for performance appraisal by managers to determine the actual and potential performance of employees. It can also be applied to coaching and talent management to assess whether a change in job or duties is necessary for an employee (Clutterbuck, 2012).
High-performing employees within the healthcare department are seasoned performers who are currently doing well and they can help the department achieve its planned strategic goals. They are known for their ability to solve problems and think big. They are also self-motivated. In the light of achieving the above strategic goals, they can help with designing employees’ incentive programs because they are good in decision-making and problem-solving ( Sasala, 2014).
This category of employees needs extra coaching especially in people management to progress to the next level. They can be considered for job enlargement and the role they play could position them for a chance to grow within the department. The focus should be channeled o helping them with strategic thinking to ensure that they align with the goals of the healthcare department.
This category is made up of employees who are performing dismally within the department. These employees can be reassigned simple tasks to execute or rather the department can fire them. They have reached their career potential and even though they are still effective performers they still need coaching on becoming more innovative and strategic thinkers. They can be relied on entirely with the designing and formulation of the above strategic goals.
Action Plans for Low Performers
Since low performers are characterized by career limits despite experiencing high performance they are still valuable employees. They can be encouraged to develop communication skills and delegation skills to help them with achieving the strategic goals for example increased accountability and delivery of quality service through interaction with the patients. They can also be coached on becoming innovative and thinking strategically.
Clutterbuck, D. (2012). The talent wave: Why succession planning fails and what to do about it. Kogan Page Publishers.
Sasala, R. L. (2014). The role of organizational leaders in the motivation of high performers.
Saunders, R. P., Evans, M. H., & Joshi, P. (2005). Developing a process-evaluation plan for assessing health promotion program implementation: a how-to guide. Health promotion practice, 6(2), 134-147.