Being Really Strategic: Integrating Talent and Business Performance

May 21, 2009

What does talent have to do with performance outcomes? Line of sight, clear measures and metrics allowed North Shore LIJ Health System to create a transparent organizational scorecard. This permitted them to link organizational performance to individual performance. They shortened their performance evaluation form from 14 pages to two pages, and to do that, Joe Cabral commented they drew more from the Baldrige methodology than reams of regulatory requirements. The result was they were able to “hard code” both organizational and department goals into performance evaluations and link appraisals back to the three critical “dials” in the organizational scorecard-- quality, financial performance, and the patient experience. Joe Cabral emphasized that a commitment to supporting values, such as teamwork, integrity, caring and innovation fuel and drive the dashboard measures.

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