Planning is the foundation of the performance management process. It lays the groundwork for what your supervisor and team expect of you throughout the year. There are two parts to the planning process: 1) understanding the behaviors that will be expected of you and 2) defining the job results expected of you.

1. Defining Job Results - Connecting Your Job to DUHS

Your job results are the outcomes of the performance expectations you and your supervisor set at the beginning of the fiscal year. Those expected job results are aligned or linked to the goals of the department, which support the goals of your entity and DUHS.

You and your supervisor will establish your expected job results as part of the planning stage of the performance management process.

These expected job results will be based on the goals of your department and your job description.

You and your supervisor will jointly assign how important each of your expected job results is for your individual evaluation. The importance of each goal should be based on the impact it will have on the overall department performance. Your supervisor will also explain the difference between performance that reflects Achieved vs. Exceeded Expectations, so you understand what you need to do to reach the highest level of performance.

Throughout the year, your overall performance will be measured based on both your job results and your behaviors.

2. Behavior: What's Expected?

Five standard categories of behaviors have been established for all DUHS employees, from senior administrators to new employees. Everyone will be expected to demonstrate these behaviors:

• Customer Focus: Customer service and patient safety remains a top priority. Our customers can be patients, family, guests, medical staff, students, or co-workers. We want to understand our customers' needs and meet or exceed their expectations.
• Teamwork: We should work well with others to achieve goals.
• Creative Problem-Solving: We should create new ideas and use them to improve how we work.
• Continuous Learning: We should be willing to learn new things about ourselves, our teams, and about the way things should work at DUHS.
• Diversity: We should take full advantage of the backgrounds and abilities of everyone around us. We need to recognize and value differences, be inclusive, and honor points of view that may be different from our own.

Those supervising other employees also will be expected to demonstrate two additional behaviors:

• Strategic Communication: Supervisors should help employees understand the goals of the department, entity, and institution. They should provide clear direction and priorities and clarify roles and responsibilities. In other words, they should be effective communicators.
• Performance Management: Supervisors should take the time to help employees do their best. This involves each step of the performance management cycle: helping employees plan their goals; providing feedback and coaching; and evaluating.