UPMC's Journey to Continuous Performance Management in Healthcare

Human Capital Institute

Wednesday June 30, 2021

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Joe Dicianno, Ph.D., MBAManager,

Talent Management / Organizational Development

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• The dynamic strategies UPMC used to transform their performance management process for over 92,000 life changing employees.

• The three philosophical perspectives that will guide you in creating your performance management process and the employee experience

• How to measure success and the key lessons UPMC learned after throughout this process

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People

Technology

Successful Change

Transition

Process

People Re-evaluate management

structures (span of control)

Develop performance leaders

Encourage employee participation and ownership

Effectively manage to the performance review cycle

Recognize individuals who both achieve results and demonstrate

values-based behaviors

Encourage real-time feedback and recognition

Process Collect, measure and respond to

data aligned with key measures of success

Simplify the performance document

Offer flexibility in response to our organization’s diverse needs

Align individual performance contributions to organizational

goals

TechnologySupport ongoing collaboration and contribution towards goal

progress

Correlate and demonstrate performance-based metrics with

organizational outcomes

Simplify and align merit budget planning and allocation

Ease of use, flexibility

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Downton, James V., Burns, James M.(1978), Bass, Bernard (1985)

Creating Motivating Managing Building

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A STRATEGIC, INTEGRATED

APPROACH TO CHANGE

• One-time-per-year conversation

• Anniversary-based (with few exceptions)

• No focus on continuous performance management

• No accountability for giving/receiving feedback throughout the year

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A culture of performance at UPMC engages, develops, and recognizesevery employee that is passionate

about improving the lives of those we serve.

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INTEGRATED CHANGE MANAGEMENT & COMMUNICATIONS TEAM

Change Management

Talent Management and Organizational Development

Change strategy and resources including human centered, employee experience design

Change readiness assessments

Oversee Change Champion Network

Communications

Corporate/Internal Communications

Communication strategy and management

Stakeholder engagement

Branding for communications and project related materials

Training

Learning and Development

Training needs assessment and overall strategy

Training design standards

Oversee/assist in process and procedure development

CORE PROJECT TEAMS

• Tools to document performance feedback anytime throughout the year,

• Common review cycle with aligned talent events

• Designed to be something leaders do FOR/WITH employees, not TO them

• UPMC Values – "How we work is as important as what we do"

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• 30 Day Check-ins

• 90 Day Check-ins (required for all new hires, transfers, promotions)

• Anytime Check-ins

• Career Development

• Performance/Goals

• Retention/Engagement

• Building Trust

• Solicit Feedback

• Anytime Feedback – "Facebook Wall"

• High/Solid/Low

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Goals

Ongoing Performance

Activities

Merit PlanningAnnual

Performance Reviews

Talent Review and Succession

Planning

• Conversations focus on Career Development, Coaching, Engagement and Retention.

• Employees own and contribute to performance management

• Initiate feedback sequence

• Participate in feedback activities (solicited and unsolicited)

• Cascading Goals visibility

• High/Solid/Low

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• 50% of the final Performance Review Score

• Align with "behaviors" and staff/leader descriptors

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• Over 98% on-time completion rate of performance evaluations (over 70,000)

• Over 65% completion rate of self-evaluations

• Thousands of "peer/participant feedback" events each year

• More frequent and robust conversations between leaders about merit budgets

• Consistent merit budget distribution

• Constant flow of feedback from customers (both positive and constructive), which project teams and experts could evaluate and address in real-time

• Social learning among Change Champions, who became self-sustaining and a support to each other

• Change Champion infrastructure scaled to support other change initiatives

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• Involve executive sponsors early in the change process

• Balance project teams by focusing on both the technical and people sides of change

• Immerse as many end users in the change vision and new environment before the change occurs

• Leverage Change Champions to foster change “on the ground”

• Strong leadership is a must

• Establish criteria for selecting effective champions

• Provide a hypercare model to support end users in real time

• Devise a communication plan so that critical messages are timely and ongoing; announce and celebrate “wins”!

• Remain alert to problems and address them timely

• Don’t hesitate to change your approach if it means more successful outcomes

• Learn from failures (or near misses!) 18

Want to learn more about our approach? Read our articles, “Integrated Change Management and Project Management Strategic Framework,” in The Strategic Journal of Business & Change Management.

And..

“Integrated Change Management and Project Management Strategic Framework,” Part II: Lessons Learned from a Large Digital Transformation Utilizing this Framework.

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QUESTIONS?