Performance Management Goal Setting


The following will help UVA employees develop SMART goals, and complete goal setting, alignment, and more. While creating SMART goals and competency criteria are helpful to all employees, certain resources and tools included on this page are specific to the Health System.

Health System Sample Goal Repository

A Lesson On Comprehensive Goal Setting For Medical Center Team Members

This educational course helps Medical Center team members set SMART goals that align the organization.

Start The Lesson

Guide To SMART Goals

The University uses the SMART Goal criteria for shaping Specific, Measurable, Actionable, Relevant, and Timebound goals.

  • Specific

    Specific goals are simplistic and clearly define the result or desired outcome to solve a problem, take advantage of an opportunity, or meet a challenge.

    Specific (i.e., What will you do?)

    Administer Evaluate Support
    Build Manage Generate
    Coordinate Oversee Maintain
    Create Plan Transition
    Develop Produce Update
    Direct Provide Implement
    Establish Supervise Write
  • Measurable

    Measurable goals demonstrate tangible progress towards your desired outcome. There are usually several short-term or benchmark measurements built into a long-term goal.

    Measurable (i.e., How will you measure your goal?)

    Amounts produced Other documentation
    Audits, tests, inspections Productivity rates
    Automated reports Quality/accuracy rates
    Costs reduced Revenue generated
    Customer satisfaction Surveys
    Feedback logs Time saved
    Observation Turnaround time
    “Stakeholder” feedback Work products
  • Actionable

    Actionable goals are challenging, yet feasible and well defined. You must possess the appropriate knowledge, skills, and abilities. (Remember your interim / annual review centers around your SMART Goals).

  • Relevant

    Relevant goals measure outcomes within the scope of the University's mission and values.

  • Time Bound

    Time Bound goals specify when you want to achieve your goal.

  • Examples of SMART Goals

    Patient Customer Service

    Support the Health System's mission to provide exceptional patient care by returning all patient-related phone calls within 24 business hours. When speaking to patients, clearly state name and document conversation in Epic immediately following the phone call using the appropriate color codes: white – left message, red – unable to reach, black – phone disconnected, green – confirmed appointment.

    Communications

    Enhance the University's brand through strategic storytelling, placing four faculty op-eds by December 1, 2018, and publishing six original content pieces that emphasize ground-breaking research by January 26, 2019.

  • Support Your SMART Goals

    Each SMART Goal includes supporting strategies and tactics. Strategies define your long-term goals and how you plan to contribute to the University's mission. Tactics are much more concrete and oriented towards smaller steps and shorter timeframes throughout a project / initiative. Tip: Your strategies contribute to an institutional objective while your tactics support each strategy.

SMART Goal Repository (Health System)

These goals should solely be used as examples and starting points for crafting your own specific goals, through dialogue with your manager and team. Submit a SMART goal that we can use as an example.

  • SMART Goal Categories

    Professional Development

    • Focus on learning - learning is key to performance (individual and organization)
    • Relevant for everyone, regardless of responsibility, tenure or career aspirations
    • Help stay current, hone skill sets and re-ignite passion within existing responsibilities
    • Help develop a new set of skills and knowledge base in order to grow

    Operational/Clinical Outcomes

    • Not limited to the things you take on as extra credit or above and beyond.
    • Think about your whole job and the broad areas (“buckets”) of responsibility or results.
    • Be specific and clear enough to measure success.
    • Include ongoing responsibilities and new projects, assignments, priorities, or initiatives.
    • Focus on what is important to support a healthy work environment
    • Consider team’s action planning from Employee Engagement results
    • Help with recognition, teamwork, communication or area culture
    • Consider what is meaningful within area’s Shared Governance
  • Individual Contributor/Team Member Roles: Professional Development (1 required for All Nurses at All Levels)

    1. By June 30, 2019, I will obtain my certification in (relevant certification field). (Meets = by June 30, 2019; Exceeds = achieved earlier than June; results in specific behavior / outcome that adds value to the team)
    2. Complete a literature review to see what other hospitals have successfully done to improve (area of interest, such as resilience, diversity, etc.) and compile leading practices to share with the team by April 30, 2019. (Meets = 1 leading practice shared; Exceeds = present recommendations to Sr. Leadership and/or scale successful initiatives to other departments.)
    3. By June 30, 2019, I will join (insert professional organization) and provide two updates at monthly staff meetings on current work and publications. (Meets = 2 updates; Exceeds = 4+)
    4. To continue my progress towards my (BSN/advanced degree/etc.), I will complete 5 credits by June 30, 2019. (Meets=5 credits; Exceeds = 8)
  • Nursing Academic Progression Program Participants: Professional Development (1 required for All Nurses at All Levels)

    1. I will establish (includes taking pre-requisites) or remain on track with my academic progression (AP) plan set via the Milestone Tool and will hold a progress touchpoint with my manager two times per fiscal year. (Meets = established or on track with plan; Exceeds Ideas = ahead of plan OR on track plus 1) I will submit one of my writings from school for publication prior to June 30, 2019 OR 2) I will provide an in-service to my team/colleagues based on the course content I am learning before June 15, 2019 OR 3) I will participate in and complete the UVA RN to BSN Mentorship Program by June 30, 2019.) SMART Goal Categories and Idea Starters For UVA Health System Team Members & Leaders Revised 12/12/2018
    2. I will remain on track with my academic progression (AP) per the plan I established with my Milestone Tool while maintaining a minimum cumulative GPA of a 2.0 in all completed classes as of June 30, 2019. (Meets = maintain a minimum cumulative GPA of 2.0 in all completed classes; Exceeds = maintain a minimum cumulative GPA of 3.5 or higher in all completed classes.)
  • Leadership Roles: Professional Development (1 required for All Nurses at All Levels)

    1. Round on my team members every day for 15 minutes for three weeks in a row by January 1, 2019. (Meets= 15 minutes every day and debrief finding with my leader; Exceeds = 30 minutes every day, OR resulting in process improvements)
    2. In 2019, I will join the (insert relevant professional organization’s name) committee, and actively participate by voting monthly and attend 75% of the quarterly live meetings. (Meets = voting/meeting attendance; Exceeds = serve on the board of the committee in addition to Meets requirements)
    3. In 2019, I will participate in a 360 evaluation and incorporate the results into my behaviors and actions. (Meets= incorporate 2 new behavior changes; Exceeds = incorporate 4 or more new behavior changes)
  • Individual Contributor / Team Member: Operational & Clinical Outcomes (min of 3 required; 2 if there is a PD goal)

    Area of Patient/Customer Experience

    1. For every customer/patient interaction, I will use “smile, introduce myself and explain my role” to meet area goals by June 30, 2019. (Meets = targeted goal metric; Exceeds = stretch goal metric)
    2. For every patient on (insert my area), I will use bedside handover and comfort rounding to meet area goals by June 30, 2019. (Meets = targeted goal metric; Exceeds = stretch goal metric)
    3. By April 30, 2019, research, compile, and display a list of the resources available internally (e.g., FEAP seminars, Talent Development courses, etc.) that may be helpful to team members trying to “free my mind from work when I am away from it (Press Ganey Engagement Survey question #42)” (Meets = posted in department by April 30, 2019; Exceeds = Provide an team in-service detailing at least 1 new tool I’ve applied as well as examples of the outcome/impact on my resilience AND follow-up throughout the year in 2-3 tangible ways (e.g., newsletter reminders, flyers, post-class testimonials, etc.)
    4. For every patient in (insert my area), I will use the AIDET communication framework to meet area goals by June 30, 2019. (Meets = targeted goal metric; Exceeds = stretch goal metric)
    5. For all incoming customer/patient inquiries, I will respond within a timely manner, at least by the next business day. (Meets = within 24 hours; Exceeds = within 8 hours)

    Area of Outcomes/Improvement

    1. For every patient or customer in (my area), I will apply standard work for (insert specific treatment/process) to improve team outcomes and meet area goals by June 30, 2019. (Meets = targeted goal metric; Exceeds = stretch goal metric) SMART Goal Categories and Idea Starters For UVA Health System Team Members & Leaders Revised 12/12/2018 P a g e | 5
    2. Implement standard work to decrease (insert opportunity for improvement) by 15% by June 30, 2019. (Meets = 15%; Exceeds = 16%+)
    3. By June 30, 2019, I will begin writing a manual for my job to include individual checklists of my specific duties. (Meets = outline of manual complete as well as 3 specific checklists written; Exceeds = 5 or more checklists written)
    4. By June 30, 2019, I will improve my written communication by demonstrating a ____% decrease in errors. ** Measure amount of errors in the 1st quarter of the year, then measure errors in the third and/or fourth quarter of the year. (Meets = above %; Exceeds = 5% higher than above)

    Area of Team Development

    1. By December 31st, 2018, I will lead/participate in a review of (insert standard process for your area) and report findings at staff meeting in February 2019. (Meets = report out; Exceeds = report out and begin action plan to address findings)
    2. By December 1, 2018 I will create and post a display to track outcomes for (insert major project) to improve team understanding of progress and milestones to promote continued engagement. (Meets= December 1; Exceeds = November 1)
    3. To help reach our goal of improving our area’s culture of safety, I will recognize 1 team member monthly in our staff meeting or team huddle who has role modeled behaviors such as preventing errors, speaking up for safety, or identifying hazards or risks to patient or team member safety. (Meets = 1; Exceeds = 3+)
    4. Complete a root cause analysis/A3 by May 1, 2019 to determine what team members really mean when they respond unfavorably to Press Ganey Engagement question #42 – “free my mind from work when I am away from it” (e.g., disrespectful team behaviors, unclear expectations, etc.) and will provide two actionorientated recommendations to leadership by June 1, 2019. (Meets = deadlines met; Exceeds = Implement one or more of the recommendations by June 30, 2019.)
    5. To improve shared governance culture in my area, I will implement a shared governance committee and begin regular meetings by November 1. (Meets=November 1; Exceeds= October 1)
    6. To improve communication about shared governance work in my area, I will propose a communication tree model for committee members to reach out to a small group of team members to discuss work. (Meets=Propose by December 1; Exceeds= Propose by November 1)
    7. To improve my comfort and skill giving feedback, I will request coaching from my manager, and provide in-depth feedback to 2 peers by June 1, 2019. I will meet with my manager pre and post feedback episodes and will document in performance notes. (Meets=2 peers; Exceeds=3+ peers)
  • Leadership: Operational & Clinical Outcomes (min of 3 required; 2 if there is a PD goal)

    Area of Patient/Customer Experience

    1. I will specifically observe my team members twice a week as they interact with patients/customers to ensure their consistent use of “smile, introduce myself and explain my role” to meet area goals by June 30, 2019. (Meets = targeted goal metric; Exceeds = stretch goal metric) SMART Goal Categories and Idea Starters For UVA Health System Team Members & Leaders Revised 12/12/2018 P a g e | 6
    2. By November 30, 2019, identify and implement 3 metrics that will define success for our patient/customer experience. (Meets = 3 metrics successfully implemented ; Exceeds = more than 3)

    Area of Outcomes/Improvement

    1. I will support our team goal of cleaning patient rooms in < 20 minutes by developing a checklist and audit process by June 30. (Meets= Checklist developed by 6/30; Exceeds = decreased cleaning times OR checklist completed by March 15)
    2. I will develop our area’s employee engagement action plan and identify specific actions that I and my team members can own for implementation. (*Note: this is a goal that would require updating once the specific action is identified.) Example Employee Engagement item selected: Professional Development
    3. By February 28th, I will meet with 50% of employees to share learning opportunities that are specific to their professional role and provide guidance as needed to register or locate resources. (Meets = 50%; Exceeds = 60% or more)
    4. By June 30, 2019, help develop and participate in cross‐training for the office assistant team to learn procedures across all units so that all critical functions are covered during absences. (Meets = training developed and 33% of admin assts. are trained; Exceeds = 66% are trained.

    Area of Team Development

    1. Lead 3 ASPIRE activities with team members by December 31, 2019 about how to identify, recognize and reward the ASPIRE values in the work environment. (Meets= 3 activities; Exceeds = 5 activities OR by November 30, 2019)
    2. I will plan 4 team building events between October 1, 2018 and July 1, 2019 for my team members to socialize and get to know each other to promote team building and stronger relationships. (Meets = 4; Exceeds = 5 or more)
    3. By June 30, 2019, employees indicate you are taking action that helps keep them focused. (To fulfill on this, conduct a survey requesting feedback on 1 – 5 scale) (Meets = average rating of 3.5; Exceeds = average rating above 4.)

    Area of Continuous Improvement

    1. Implement standard work to decrease/increase team member or team’s (insert area of opportunity) by 15% by June 30, 2019 (Exceeds: 16% OR by May 31, 2019)
    2. To improve my comfort and skill giving feedback, I will request coaching from my manager, and provide in-depth feedback to 2 peers by June 1, 2019. I will meet with my manager pre and post feedback episodes and will document in my performance evaluation. (Meets=2 peers; Exceeds=3+ peers) SMART Goal Categories and Idea Starters For UVA Health System Team Members & Leaders Revised 12/12/2018 P a g e | 7
    3. By June 30, 2019, establish a practice for giving feedback to 1 new person each week until everyone has received it at least twice. (Meets = feedback provided to all direct reports at least one time. Exceeds = feedback provided to direct reports three or more times.)

Goal Setting Requirements in Workday

Employees should submit at least three SMART goals for approval. 

At the beginning of your annual performance cycle, employees receive a Workday Inbox Item called "Set Review Content," prompting them to add a minimum of three SMART goals for manager approval.

We recommend using the summary editor, which makes separate steps viewable on a single page. Tip: you may use "cascading goals" to utilize existing goals. Remember that you may add and remove goals at any time in the performance process.

  • Academic Division Faculty and Staff and College at Wise goals should be entered and leader-approved by April 30. 
  • University Advancement and Health System Team Member goals should be entered and leader-approved by February 15. 
  • Newly hired employee goals should be entered and leader-approved within 30 days of hire.

  • Health System: Three Operational / Results Goals

    The Health System has specific goal-setting resources for team members, including worksheets and detailed information on cascading goals from a service line, department, and more. 

    Cascaded from Service Line, Department, etc.

    • Aligned to the key priorities of the organization; discussed and cascaded down through the Service Line, Department, etc. Reference the Work Plan, Balanced Scorecard, or other pertinent resources.
    • Think about your whole job and the broad areas ("buckets") of responsibility or results.
    • Be specific and clear enough to measure success.
    • Include ongoing responsibility and new projects, assignments, priorities, or initiatives.
    • One of three goals could be focused on your professional development*
      • Focus on learning —learning is key to performance
      • Relevant for everyone, regardless of responsibility, tenure, or career aspirations
      • Help stay current, hone skill sets, and re-ignite passion within existing responsibilities
      • Help develop a new set of skills and knowledge base in order to grow

    *Mandatory for all nursing roles in all settings.

    Goal Setting Worksheet
  • Academic Division: Three SMART Goals

    Your department, school, or area may cascade goals to your template, but general things to keep in mind include:

    • Think about your whole job and the broad areas ("buckets") of responsibility or results.
    • Be specific and clear enough to measure success.
    • Include ongoing responsibility and new projects, assignments, priorities, or initiatives.
    • Goals can also be related to an employees professional development.
    Writing Goals Job Aid

Goals: Step-by-Step Guide For Managers

This guide is intended to offer an easy method for following leading practices; however, if you and your team have already set goals or have defined a team-specific goal-setting process, please feel free to follow that plan.

  1. Step 1

    Alignment & Planning

    Leadership selects three goals aligned to key organizational priorities (drawn from the Work Plan, departmental projects, etc.); One goal may be focused on professional development (required for all nursing roles in all settings).

  2. Step 2

    Alignment & Planning

    If desired, utilize the SMART Goal Repository for hypothetical examples of goals as a starting point.

  3. Step 3

    Refine & Define

    Discuss with your extended leadership team (administrators/managers) to refine goals for cascading to your team.

  1. Step 4

    Refine & Define

    Determine Meets & Exceeds performance outcomes.

  2. Step 5

    Formalize & Follow-up

    Leadership communicates service line, department, or unit plan to team members for local-level planning.

    • Pre Workday Go-live: Use the SMART Goal Planner for planning purposes
    • Post Go-live: Formally cascade/enter within Workday
  3. Step 6

    Formalize & Follow-up

    Cascade/Enter goals into Workday.

Download & Print the Guide

Competencies

With the University's transition to Workday, some changes were made to simplify and streamline the performance process, including changes to our appraisal scales and weighting, however, historical competencies can still be used to help write your goals. 

Competencies

Training Resources: Talent Development Offerings

Attend current (Giving & Receiving Feedback and Leadership Essentials) and forthcoming offerings for Goal Setting.

Find Talent Development Offerings

SMART Goal Idea Starters: Medical Center Targets

Use these Medical Center targets to help develop ideas for individual SMART goals.

  • Safest Care

    Be Safe – Advance outcomes improvement efforts

    • Inpatient Mortality Rate Target: 1.98%
    • Pressure Injury Rate Target: 1.00%
    • 30-Day Readmission Rate Target: 10.98%
    • Hospital Acquired C. Diff Colitis Rate Target: 6.4 / 10,000
    • Perioperative Pulmonary Embolism or DVT Rate Target: 4.42 / 1,000
  • Healthy Workplace

    Implement Redesigned Structure

    Improve Employee Engagement & Reduce Turnover

    Prevent Team Member Injuries

    • Voluntary Turnover Target: 11.3%
    • Team Member Injury Rate Target: 3.10%
  • Excellent Clinical Care

    Optimize Ambulatory Operations

    Facilitate Patient Progression

    Increase Tertiary/Quaternary Services

    Reduce Access to Opioids & Treat Patients with Substance Abuse

    Improve Patient/Customer Experience

    Prepare for Magnet Reaccreditation

    • Inpatient — HCAHPS Target: 78.1%
    • Outpatient Clinics CGCAHPS Target: 93.2%
    • Emergency (Press Ganey) Target: 87.3%
  • Train in Teams

    Develop & Refine Management Skills & Competencies

    Educate to Be Safe

    Build Organizational Focus on Diversity, Equity, & Inclusion

    • Discriminatory Behavior Training Complete Rate Target: 95%
  • Stewardship

    Right-size Organization & Reduce Expenses

    Invest in Strategic Outcomes

    Prepare for Hospital Expansion

    Develop Ambulatory Outreach

    • Operating Margin Target: 5.00%
    • Total Flex Expense Target: $1,48B
    • Total Flex FTEs (worked): 8,002

SMART Goal Setting Video For Team Members

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