performance management: employee familiarity and...

Performance Management:

Employee Familiarity and Utilization Survey Results

February 2014

Prepared by the Department of Health and Senior Services Office of Performance Management

We welcome comments, questions, and suggestions at [email protected]

mailto:[email protected]

DHSS Strategic Planning and Performance Management

Background: The Department of Health and Senior Services is currently in year four of a

five year public health infrastructure grant received to improve the efficiency and effectiveness of the public health system in Missouri through performance management. In August 2013 a brief online survey was distributed to all staff as a follow-up to surveys conducted in 2011 and 2012. This survey measures the impact of strategic planning and performance management efforts at DHSS. Aside from increasing the effectiveness and efficiency in our allocation of resources at the department, the primary goals of this initiative are to enhance employee engagement by linking actions to outcomes, creating a culture of continuous quality improvement, and increasing staff ownership in the department’s strategic direction.

This report summarizes the results of the follow-up survey and compares 2013 results with 2011 and 2012. The survey covered:

Familiarity and utilization of the department’s Strategic Plan, Mission and Vision

Familiarity and utilization of performance management, defined as “the use of performance measures to help set agreed-upon performance goals, allocate and prioritize resources, inform managers to either confirm or change current policy or program directions to meet those goals, and report on success in meeting goals”

Familiarity and utilization of evidence-based decision making

Short-Term Outcomes: Familiarity survey questions were used to measure short-term

outcomes regarding awareness and knowledge of the DHSS culture surrounding quality

improvement as well as staff ownership in the strategic direction of the department. Data and

graphs on pages 4 through 9 indicate current responses to these areas as well as change over

the three year period. While familiarity increased in all five areas, the greatest increases

occurred in familiarity with: strategy map (26%); strategic plan (16%); and vision statement

(13%). This is a desired outcome as more department staffs are trained and participate in

performance management activities in 2013. Two new questions were added in the 2013

survey to further measure awareness. The first, “How would you rate your familiarity with the

public health performance management model?” and second, “How would you rate your

familiarity with quality improvement tools?”

Intermediate Outcomes: Utilization questions were used to measure changes in

behavior or condition of DHSS staff. Data and graphs on pages 10 through 22 include current

outcomes as well as comparison of current and previous years’ results.


46%

48%

50%

52%

54%

56%

58%

60%

62%

64%

DA DSDS DCPH DRL DO

63% 62%

61%

58%

53%

Response Rate by Division (1081 of 1782)

The DHSS response rate for the survey was 61% department-wide (1081 individuals). The number of DHSS staff increased 6% during the period 2011 to 2013; however the survey response rate decreased 32% during the same time period (see line graph).

DHSS response Rate for years 2011, 2012, and 2013 and change from 2011 to 2013.

0

500

1000

1500

2000

2011 2012 2013

Change in Response Rate

Number of DHSS Staff

Survey Response

DHSS 2011 2012 2013 Change

Total Responses 1486 1254 1081 -27.25%

Total Staff 1676 1766 1782 6.32%

Response Rate 88.66% 71.01% 60.66% -31.58%

4.0%

29.2%

38.5%

24.9%

3.4%

Respondents' Division (n=1081)

DA DSDS DCPH DRL DO


Familiarity with the DHSS Strategic Plan: More than 56% of the respondents reported

being familiar or very familiar with the department’s strategic plan while 13% of the respondents reported being unfamiliar or very unfamiliar.

2011-2013 Comparison: As noted in the chart below, there was a 3% increase in the total

number of DHSS Staff who reported being familiar with the strategic plan from 2012 to 2013 compared to a 17% increase from 2011 to 2012.

36%

53% 56%

0%

10%

20%

30%

40%

50%

60%

2011 2012 2013

Familiar with Strategic Plan

56

.3%

56

.0%

54

.6%

70

.9%

62

.8%

59

.5%

13

.3%

13

.5%

14

.5%

7.3

%

14

.0%

16

.2%

29

.1%

30

.3%

30

.5%

21

.5%

20

.9%

24

.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

DHSS DCPH DRL DSDS DA DO

DHSS Strategic Plan Familiar to Very Familiar

Unfamiliar to Very Unfamiliar

Neither


Familiarity with the DHSS Vision Statement: 67% of respondents reported being

familiar or very familiar with the department’s vision statement.

2011-2013 Comparison: As noted in the chart below, there was an increase of 13% in the

total number of DHSS Staff who reported being familiar with the vision statement from 2011 to 2012 and a 6% increase from 2012 to 2013.

67

%

65

%

64

% 71

%

65

%

78

%

10

%

12

%

12

%

7%

12

%

8%

22

%

22

%

24

%

22

%

23

%

14

%

0%

10%

20%

30%

40%

50%

60%

70%

80%


Familiar with DHSS Vision Statement

Familiar to Very Familiar Unfamiliar to Very Unfamiliar Neither

48%

61% 67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

2011 2012 2013

Familiar with DHSS Vision Statement


Familiarity with the DHSS Mission Statement: 70% of respondents reported being

familiar or very familiar with the department’s mission statement.

2011-2013 Comparison: As noted in the chart below, there was an increase of 13% in the total

number of DHSS Staff who reported being familiar with the mission statement from 2011 to 2012 and a 4% increase from 2012 to 2013.

70

.1%

66

.1%

68

.4%

75

.3%

74

.4%

78

.4%

9.0

%

11

.3%

8.6

%

6.3

%

7.0

%

10

.8%

20

.4%

22

.4%

22

.7%

17

.7%

18

.6%

8.1

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


Famililiar with DHSS Mission Statement


53%

66% 70%

0%

10%

20%

30%

40%

50%

60%

70%

80%

2011 2012 2013

Familiar with Mission Statement


Familiarity with the DHSS Strategy Map: 36% of respondents reported being familiar or

very familiar with the department’s strategy map.

2011-2013 Comparison: As noted in the chart below, there was a 20% increase of the number

of DHSS Staff who reported being familiar with the strategy map from 2011 to 2012 and a 5% increase from 2012 to 2013.

36

.0%

33

.7%

32

.7%

39

.9%

41

.9%

45

.9%

19

.8%

20

.7%

20

.1%

18

.7%

18

.6%

18

.9%

39

.0%

38

.2%

43

.1%

38

.3%

32

.6%

32

.4%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%


Familiar with DHSS Strategy Map


11%

31%

36%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013

Familiar with the DHSS Strategy Map


Familiarity with Evidence-Based Decision Making: 64% of respondents reported

being familiar or very familiar with evidence-based decision making.


number of DHSS Staff who reported being familiar with evidence-based decision making from 2011 to 2012 and a 9% increase from 2012 to 2013.

64

.1%

64

.9%

62

.1%

65

.8%

55

.8%

64

.9%

10

.8%

9.9

%

9.7

%

12

.3%

16

.3%

10

.8%

22

.2%

21

.9%

24

.5%

20

.3%

23

.3%

24

.3%

0%

10%

20%

30%

40%

50%

60%

70%


Familiar with Evidence-based Decision Making


53% 55%

64%

0%

10%

20%

30%

40%

50%

60%

70%

2011 2012 2013

Familiar with Evidence-based Decision Making


Familiarity with the public health performance management model (New in

2013): This question was added in 2013 to assess familiarity with the public health

performance management model. More than 35% of DHSS staff responded familiar or very

familiar with the public health performance management model.

35

.2%

40

.9%

30

.9%

27

.8%

41

.9%

56

.8%

22

.0%

20

.4%

20

.1%

25

.3%

27

.9%

18

.9%

37

.6%

33

.4%

43

.9%

41

.5%

23

.3%

21

.6%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%


Familiar with Public Health Performance Management Model



Utilization of the Strategic Plan: About 20% of respondents reported frequently to almost

always using the strategic plan to inform day-to-day duties or decision making.


number of DHSS Staff who reported frequently to almost always using the DHSS strategic plan in their day-to-day duties and decision making from 2011 to 2013.

20.4% 14.4%

20.4% 25.9%

18.6%

43.2%

37.0% 38.7%

36.8% 36.1%

41.9%

21.6%

42.1% 46.9% 41.6% 37.7% 37.2% 35.1%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Use the DHSS Strategic Plan in day-to-day duties and decisions

Frequently to Almost Always Sometimes Rarely to Almost Never

11%

19% 20%

0%

5%

10%

15%

20%

25%

2011 2012 2013

Frequently Use Strategic Plan


Utilization of the Strategic Planning Processes: More than 29% of respondents

reported frequently to almost always using strategic planning processes to inform planning and

decision making.

2012-2013 Comparison: More than 29% of respondents reported frequently to almost

always using the strategic planning processes to inform planning and decision making, which is

a 12% decrease from 2012.

29.3% 26.2% 27.5% 34.2%

23.3%

43.2%

34.4% 38.2% 30.5%

32.9% 44.2%

21.6%

35.5% 35.3% 40.1% 32.3% 32.6% 35.1%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Use the strategic planning processes in planning and decision making


41%

29%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

2012 2013

Frequently Use Strategic Planning Processes


Utilization of Performance Standards: Almost 39% of respondents reported frequently

to almost always using performance standards to set a benchmark for success to inform day-to-

day duties and decision making.

2012-2013 Comparison: In 2013 about 38% of DHSS staff responded using performance

standards to set a benchmark for success compared to about 39% in 2012.

38.4% 42.3% 32.7% 38.0% 34.9%

43.2%

30.4% 31.0%

29.0% 30.4% 32.6%

32.4%

30.7% 26.7% 36.8%

31.3% 32.6% 24.3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Use performance standards to set benchmarks in day-to-day duties and decision making


39.40% 38.40%

10%

20%

30%

40%

2012 2013

Use Performance Standards


Utilization of Measurable Performance Indicators: Nearly 43% of respondents

reported using measurable performance indicators to inform duties or decision making.

2011-2013 Comparison: As noted in the chart below, there was an increase of 13% in the total

number of DHSS Staff who reported frequently to almost always using the measureable performance indicators in their day-to-day duties and decision making from 2011 to 2013.

42.7% 43.0% 40.9% 45.3% 32.6%

43.2%

31.5% 33.7% 26.0%

31.6%

39.5% 35.1%

24.6% 22.4% 30.9%

22.2% 27.9% 21.6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Use Performance Indicators in day-to-day duties and decision making


30%

42% 43%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

2011 2012 2013

Use measureable performance indicators


Utilization of Evidence-Based Decision Making: 52% of respondents reported using

evidence-based decision making to inform day-to-day duties and decision making.

2011-2013 Comparison: As noted in the chart below, from 2011 – 2013 there was a 4%

increase in the number of DHSS Staff who reported frequently to almost always using evidence-based decision making in their day-to-day duties and decision making.

52.3% 48.3% 58.0% 55.7%

32.6%

48.6%

27.6% 30.8% 19.3% 28.5%

39.5%

29.7%

19.1% 20.0% 20.4% 15.2%

27.9% 21.6%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%


Use evidence-based decision making in day-to-day duties and decision making


48%

51%

52%

46%

47%

48%

49%

50%

51%

52%

53%

2011 2012 2013

Use evidence-based decision making


Utilization of Quality Improvement (Identification): More than 63% of respondents

reported frequently to almost always to identifying ways to improve performance in their

delivery of duties and decision-making.


increase in the number of DHSS Staff who reported frequently to almost always identify ways to improve the way they perform their day-to-day duties and decision making.

63.6% 64.4% 59.1% 68.0%

51.2% 64.9%

27.9% 26.9% 30.1%

26.3%

32.6%

32.4%

7.2% 7.7% 8.9% 4.7% 14.0%

2.7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Identify ways to improve day-to-day duties and decision making


54%

61%

64%

48%

50%

52%

54%

56%

58%

60%

62%

64%

66%

2011 2012 2013

Identify ways to improve performance


Utilization of Quality Improvement (Implementation): Nearly 62% of respondents

reported frequent or higher implementation of ways to improve performance in delivery of

duties or decision-making.


increase in the total number of DHSS Staff who reported frequently to almost always implementing or initiating ways to improve how they perform their day-to-day duties and decision making.

61.5% 60.6% 59.1% 65.8%

53.5% 62.2%

29.0% 30.8% 29.0% 26.3%

27.9%

35.1%

7.8% 7.7% 9.7% 5.4% 18.6%

2.7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Implement or initiate ways to improve day-to-day duties and decision making

Frequently to Almost Aways Sometimes Rarely to Almost Never

50%

60% 62%

0%

10%

20%

30%

40%

50%

60%

70%

2011 2012 2013

Implement or initiate ways to improve the way you perform day-to-day duties and decision making


Utilization of Reporting Measureable Outcomes: More than 36% of respondents

frequently or almost always report their measureable outcomes to stakeholders.

2012-2013 Comparison: As noted in the chart below, from 2012 to 2013 there was a 4%

increase in the total number of DHSS Staff who reported frequently to almost always reporting measurable outcomes to stakeholders.

33%

37%

31%

32%

33%

34%

35%

36%

37%

38%

2012 2013

Report Measureable outcomes to stakeholders

36.6% 44.5%

29.7% 31.6% 34.9% 43.2%

29.3% 26.9%

29.0% 32.6% 32.6%

27.0%

33.1% 27.9% 39.4% 35.1% 32.6% 29.7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Report measureable outcomes to stakeholders



Familiarity Overview: The DHSS Mission Statement was the most familiar concept to

respondents. The average response was 3.69, between “familiar” and “neither familiar nor

unfamiliar.” The least familiar concept was the DHSS strategy map at 3.02, “neither familiar nor

unfamiliar”; however this concept had a 25% improvement between 2011 (2.40) and 2013

(3.02). Two new questions were added in 2013: Q6 – “How would you rate your familiarity with

the public health performance management?” (3.05) and Q7 – “How would you rate your

familiarity with Quality Improvement tools?” (3.43).

# Familiarity Question Average

Score

Q1 How would you rate your familiarity with the DHSS strategic plan? 3.45

Q2 How would you rate your familiarity with the DHSS vision statement? 3.64

Q3 How would you rate your familiarity with the DHSS mission statement? 3.69

Q4 How would you rate your familiarity with the DHSS strategy map? 3.02

Q5 How would you rate your familiarity with evidence-based decision making?

3.62

Q6 How would you rate your familiarity with the public health performance

management model? (New in 2013) 3.05

Q7 How would you rate your familiarity with quality improvement tools?

(New in 2013) 3.43

3.45 3.64 3.69

3.02

3.62

3.05

3.43

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

Q1 Q2 Q3 Q4 Q5 Q6 Q7

Familiarity Questions: Average Score (5=Very Familiar, 0=Very Unfamiliar)


Utilization Overview: Quality improvement identification was the most utilized concept

to respondents. The average response was 3.68, between “sometimes” and “frequently”. The least-utilized concept was the DHSS strategic plan at 2.61, between “rarely” and “sometimes.”

# Utilization Questions Average

Score

Q1 How often do you use the DHSS strategic plan in your day to day duties and decision making?

2.61

Q2 How often do you use strategic planning processes in your planning and decision-making?

2.83

Q3

How often do you use performance standards to set a benchmark for success in your day to day duties and decision making (standards can include healthy people objectives, strategic plan objectives, national standards, grant requirements or other established benchmarks)?

3.02

Q4 How often do you use measurable performance indicators in your day to day duties and decision making?

3.15

Q5 How often do you use evidence based decision-making in your day to day duties and decision making?

3.40

Q6 How often do you identify ways to improve the way you perform your day to day duties and decision making?

3.68

Q7 How often do you implement or initiate ways to improve the way you perform your day to day duties and decision making?

3.60

Q8 How often do you report your measurable outcomes to stakeholders (internal staff, external partners, other state Departments etc…)?

2.93

2.61 2.83

3.02 3.15 3.40

3.68 3.60

2.93

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

Utilization Questions: Average Score (5=Almost Always, 0=Almost Never)


New Questions for 2013

Four new questions were added in 2013 to assess how DHSS staff, managers, and leaders are

utilizing performance management tools and practices.

Setting Performance Targets: 39% of DHSS staff responding to the survey indicated that

they do (Yes, fully operational) set specific performance targets to be achieved in a certain time

period.

Accountability for meeting standards and targets: 43% of staff indicated that staffs

are held accountable for meeting standards and targets (Yes, fully operational).

Communication of performance standards, indicators, and targets: 31% of staff

indicated that performance standards, indicators, and targets are communicated throughout

the department and with stakeholders or partners (Yes, fully operational).

Standardization of targets: 17% of staffs coordinate with other programs, divisions, or

organizations to use the same performance standards and targets (Yes, fully operational).

# Utilization Questions (New in 2013)

Q9 Do you set specific performance targets to be achieved in a certain time period? (New in 2013)

Q10 Are staffs held accountable for meeting standards and targets? (New in 2013)

Q11 Are your performance standards, indicators, and targets communicated throughout the organization and its stakeholders or partners? (New in 2013)

Q12 Do you coordinate so multiple programs, divisions or organizations use the same performance standards and targets? (e.g., same child health standard is used across programs)? (New in 2013)


Performance Improvement: 37% of respondents felt that greater clarity about what the

department wants the employee to do in regards to performance management would most

improve their performance. This is an 8% increase from 2012.

39.0% 43.2%

31.2%

17.5%

27.4% 23.1%

31.5%

33.0%

2.4% 2.5% 6.1%

17.9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Q9 Q10 Q11 Q12

Utilization Questions New for 2013

Yes (fully Operational) Somewhat No

28

.9%

10

.0%

10

.7%

13

.8%

11

.5%

13

.3%

37

.2%

9.3

%

11

.8%

16

.4%

7.3

%

9.6

%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

2012

2013


Choose the item that would most improve your performance:

2012 2013

Greater clarity about what the dept. wants me to do in regards to performance management

28.9% 37.2%

Better communication with my manager on performance management 10.0% 9.3%

Development opportunities and training on setting performance standards 10.7% 11.8%

Development opportunities and training on quality improvement skills 13.8% 16.4%

Development opportunities and training on communicating outcomes 11.5% 7.3%

Development opportunities and training on strategic planning 13.3% 9.6%

performance management: employee familiarity and...

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