Our goal is for every staff member to achieve more in care delivery than they ever anticipated and to be recognised by the industry as delivering the highest levels of care and, in many cases, for being experts in their chosen specialisation.
We plan and assess their performance annually to manage our staff and help them achieve this goal. To do so, HWH has established a Performance Planning Framework and a series of measures or metrics against which performance is assessed.
In-Direct Staff
The Framework While there are many possible metrics to measure performance, a core set of metrics has been adopted that will apply across each role in HWH. Having this core set, 5 in all, across all our positions provides consistency across the organisation. These are;
Practice Management (Aligning with Aged Care Practice Management Fee indicators )
Care Management (Aligning with Aged Care Care Management Fee indicators)
Client Satisfaction (where possible as an outcome of the Client Satisfaction Survey)
Teamwork (as assessed in conjunction with your manager by one or two other team members) &
HWH Contribution (assessed by the manager and principals)
Role Priority It is recognised that for each role, the core metrics have varying relevance/importance, and when aligning them to each role, we moderate the level of focus/importance expected to match the overall objective of the role as expressed in the Position Description using a 1-5 weighting system as follows.
Priority rating
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View full-sizeDownload Two of these, Practice and Care Management, originate in the Aged Care standards. These are appropriate to apply to HWH as this reflects the nature of our business, and the Aged Care standards give them some weight by allowing registered aged care providers to charge their clients for the performance of these services.
Because of the number of tasks in each category, we have highlighted some more frequently required tasks.
Practice Management Practice Management (Plan management) covers those services that support the delivery of support, including activities such as:
Financial Management
establishing and managing budgets
preparing invoices and monthly statements
responding to enquiries about invoices
Submitting claims to Services Australia
maintaining and updating income-tested care fees and basic daily fee payments
completing financial reporting
Care Delivery
coordinating services (such as scheduling services and workers or arranging respite care)
organising third-party services
buying equipment (such as mobility aids)
arrange allowable home modifications (such as bath rails)
paperwork for ceasing care
storing and maintaining records
conducting quality improvement, compliance, and assurance activities
Staffing
ensuring staff are suitable (such as with police checks and immunisation checks)
Care Management Care management is provided to all our clients. To provide care management, we:
Care Delivery
regularly assess their needs, goals and preferences
ensure their care and services align with other supports
partner with the person and their families or carers about their care
ensure their care and services are culturally safe
identify and address risks to their safety, health and well-being.
Review their care plan.
Financial management
Review their home care agreementor other funding agreements related to their care plan.
Client Satisfaction What is most important to HWH is
"Does our client believe we are doing a great job"?
"Have we fulfilled our brief, and
are they satisfied with the overall care they (or their loved one) received?"
We aim to assess client satisfaction systematically through regular surveys, periodically and at exit and ad-hoc through various conversations, anecdotes and Case and Shift Notes. Teamwork To succeed in our job and help others succeed, working well in a team is essential. We can't always be there for our clients, so we must have each other's "backs".
Acts of kindness and generosity in going the extra mile for our teammates while not dropping the ball in pursuit of superior client service and care for them is part of the HWH Culture.
This is a subjective measure to be taken with care—as such, we will require corroboration and repeated instances with confirmations for any negative assessments. HWH/Company Contribution HWH was formed to provide its clients with the highest level of care and a satisfying, fulfilling and rewarding environment for those with this aim.
This is achieved when we are "on the same page", looking to excel through regular encouragement and "random acts of kindness" towards each other.
We have determined to see each other through a lens of success and not failure, triumphing when we lift one from a fall and help another achieve more than they could imagine.
Again, it is a subjective measure of success determined by one's peers and the Principals.
Annual Planning HWH requires In-Direct staff to complete an annual Performance Plan at the commencement of the Financial Year, as shown in the form below. The staff member completes and signs off the form with their manager so that there is mutual agreement on the goals and priorities for the year.
Assessment Detail At the end of the year, the staff member and manager again refer to the "Google" online form recorded at the beginning of the year to record their performance assessment.
Performance Management - FY24.pdf
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View full-sizeDownload Summary The Principals share the success of HWH with the Corporate/In-Direct Staff, and to do so, the results of the individual assessments are summarised.
The assessment uses the above ratings and the following Contribution Factors to determine the weighted performance of each staff member.
Contribution Factors - CF A staff member's overall contribution (for bonus purposes) and as a context for a performance ranking is influenced by some of the following Factors which are used to weight the contribution to the company's performance.
Full-Time Equivalents (FTE) (Number of Days per week expressed as a % - Full Time = 100%)
Time in Role (TIR) - Expressed as Months in this Period - i.e. (6 months this year = 50%)
Clients Managed over this Period (CMP) - Captures the total clients over the period rather than just the current workload - used with the ratings to amplify or ameliorate.
Revenue Managed during this Period. (RMP) (The individual's contribution might then be expressed as a % of the total if used as a weighting)
The overall performance determines the staff member's share of a role-based "bonus" pool determined by the Principals.
