- Since our last meeting, what committees and educational opportunities have you participated in?
- What types of quality improvement projects and presentations have you done?
- What achievements are you most proud of?
- Regarding the goals you listed at your last review, where have you had the most growth? What would you define as opportunities for growth?
At Rush, Dr. Jaffer asked members of his division to set one or two professional goals each year. “I suggested they set goals that will make them feel fulfilled professionally, so their careers remain gratifying,” he says.
Group goals
Hospitalists should play an integral role in developing a hospital’s strategic and operational plan. “By having hospitalists provide feedback in the planning process, prior to annual finalization of the plan, the hospital’s and hospitalist program’s objectives can be aligned,” Treharne says. “It’s important that their goals align, in order for both to be successful.”
Dr. Jaffer suggests starting at the beginning of each fiscal year. HM groups should, as a team, create quality, operational, and efficiency goals, which align closely with the hospital’s goals. Some examples: clinical productivity work relative value units (wRVUs), doctor-patient communication scores, observed-to-expected length of stay, readmission rates, and percentage of patients discharged by 1 p.m.
“We set goals both as individuals and as a group,” Dr. Jaffer says. “Then, we create a scorecard for each hospitalist on a quarterly basis and share each hospitalist’s data with them, as well as create a group dashboard. As a group, hospitalists can view both individual data and the group’s data. This feedback helps them identify where they need to improve their performance.”
Dr. Bhatia has found that setting group goals on a quarterly basis works well. Goals involve recruitment needs, patient satisfaction, case mix index, Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS), utilization, and length of stay.
“Metrics should be recorded and shared monthly by either the hospital’s information technology department or the hospitalist group’s software,” he says.
Data: top of mind
Each provider needs to understand that success for the team also means individual success.
“Focus on helping each other to achieve high performance and high quality care,” Dr. Yadav says. “Engage with each other and with the hospital at large. Aim to be involved in projects and to help find solutions to problems or barriers within the system.”
When you implement a change in a process and expect to see improvement regarding a particular measure, be sure to give the new process adequate time to shift the outcome.
“Many good ideas have been cast aside because they were deemed unsuccessful before there was sufficient time for the process to stabilize and the improvement to be seen,” Treharne says.
When setting targets and measures, set expectations regarding how long the new process will need to be in place prior to evaluating the change.
“Pilot programs are often a good way to try something out before completely changing a process with potential unwanted outcomes,” she says.
If a clinical operational or efficiency goal that involves the whole group and performance is below target, look to best practices to help you achieve success, Dr. Jaffer says. Create a work group and appoint a champion.
Hopefully, reaching your goals will translate into success.
“Success for me is about having a positive impact on people and processes, and being content with my personal life and having time and resources to pursue my passions,” Dr. Jaffer concludes.
Setting Goals for Now and Then
When looking to set goals, Treharne recommends starting with long-term goal setting.
“Set goals for the next year, or five years and beyond, by establishing a vision – dream to be more than you are today,” she says. “Envision a future that gets you excited to participate in change and come to work every day.”
Maureen Uy
When looking to create long-term goals, Maureen E. Uy, managing partner, Uy Creative Communications, Milwaukee, and member of the National Society of Healthcare Business Consultants, advises thinking about how you would complete the following statements:
- I could become more valued in my job by doing _____.
- I could make more income by _____.
- I’d like to increase my knowledge of _____.
Then, develop short-term goals that will help you work toward achieving your long-term goals.
“Map out a path from today using the metrics available and applicable to the future state,” Treharne says. “Creating that path allows you to determine the short-term goals. How far can you get in what period of time? Be realistic, but stretch yourself so you’re not complacent.”
Document this path in a quarterly action plan with a complementary monthly tactical plan. Plans should identify accountable parties, resources needed, data requirements, and timelines, Treharne says. Review your progress monthly.
Check in and articulate your goals with those in your inner circle – seek their advice on a regular basis, Uy says. Measure results and be willing to adapt if you’re not progressing as you’ve envisioned.