The Center's Guide to Recruitment, Retention and Workforce Development

Vanderbilt Medical Center Performance Development

Organization Size

Vanderbilt University Hospital (658 beds)

Monroe Carell, Jr. Children’s Hospital at Vanderbilt (206 beds)

Psychiatric Hospital at Vanderbilt (88 beds)

Program/Initiative Description

Performance Development is Vanderbilt Medical Center’s philosophy and plan for continuously improving job performance by developing and recognizing staff.

Performance Development helps to:

Focus us on doing the right things—all the time,
Link individual performance and the medical center’s goals,
Follow an annual cycle for continuous learning, development, and improvement; and
Rely on shared responsibility.

This helps us to improve the quality of our patient care, education, and research. At the heart of a healthy and effective performance development cycle, we believe:

Relationships between us — supervisors & staff — are based on clear expectations;
Feedback about our work allows us to continue to grow and contribute;
Communication about organization’s goals allows us to align with change as it occurs.

Establishment of Program/Initiative

The program was established in 2001. The initial multidisciplinary development group was facilitated by the human resource department. The elements of the employee evaluation are listed below:

	Evaluation Summary- summarizes the total score for credo and job specific key functions for the role
	Scoring Credo and Regulatory Compliance- scores compliance with regulatory requirements as well as alignment with our organization credo
	Evaluation of Key Functions-job specific key performance functions
	Development Plan-sets annual goals and follows up on goals from the prior annual evaluation
	Job Description-each staff member is provided a copy of their job description

Workforce Problem the Program/Initiative Was Designed to Address

Alignment of pay incentives based on individual performance in the role. The system rewards high achievers who go above and beyond in their performance related to their role in the organization.

Outcomes of Performance Development

For staff

Tells how the expectations for your job "fit" our shared goals for Vanderbilt Medical Center

Tells you what’s expected and how it will be evaluated

Summarizes your performance plan for the coming year

For supervisors

Supports you in managing your staff by providing tools for attracting, orienting, developing and assessing individuals

Provides a process that aligns your staff’s goals with department goals in support of the organization

For the Medical Center

Supports an annual assessment of competency needs across the medical center

Provides a process for meeting regulatory compliance standards necessary for important accreditations

Fosters an environment of continuous learning & improvement

Significant Results

Staff have been very satisfied with the overall program. They feel it recognizes their individual performance in their roles. In addition, it has enhanced dialogue between supervisors and their employees. The expectations for performance are much clearer as well. Employees are also provided an opportunity to develop professional goals during the process.

Limitations or Problems Encountered

You need to have well developed job descriptions with clearly identified and measurable key functions for the program to be successful

Estimated Cost of the Program, to Date

Unable to share this data.

Advice to Other Organizations That May Want to Start a Similar Program

The effort needs to have strong leadership commitment and support in order to be successful. Assess your organization’s ability to automate the performance evaluation process. This addition for us in year two of the program made a significant difference in managers’ abilities to manage the large number of evaluations.

Contact Name: Becky Keck, MSN, RN

Title: Assistant Hospital Director

Telephone: (615) 343-8953

Fax (615) 343-0440

Email address: becky.keck@vanderbilt.edu