Situation, Hindrance, Action, Results, Evaluation
Situation: A major bicycle corporation had been trying to collaborate with the state bicycling organization to create and establish a 25-unit bike path signage program.
Hindrance: Because no one really knew how to get the program off the ground, it had been stalled for three years with no action.
Action: I joined the committee overseeing the project and immediately brought a fresh perspective to the group. I researched signs I saw in another community and talked with manufacturers in the field. I ensured competitive pricing for the signs and suggested solutions for weather protection and anti-graffiti measures.
Results: The sign program was implemented just six months after I joined the committee.
Evaluation: I see these signs everywhere I go, and it gives me joy to see them. They bear testimony to my ability to execute a vision and get things done.
SIA: Situation, Impact, Analysis
Situation: Before I started in my most recent position, the city was paying a block premium rate to keep insurance companies in the black. When I came on board, I sought and demanded a full eligibility audit on enrollment figures.
Impact: This sole action generated immediate cost savings in the hundreds of thousands of dollars. I received public recognition for this action by the mayor and before the city council. I also discovered that other standard cost-containment strategies were never incorporated into benefit plans, which always made the city the primary carrier. I introduced a policy that eliminated this practice, which also positively impacted the city’s benefit cost outlays.
Analysis: Having gotten these costs under control, I could focus on optimizing benefits packages for city employees.
SMART: Situation and More, Action, Results, Tie-in
Situation and More: When I worked as a data-entry examiner in health-insurance claims, I was measured on two metrics, production and quality. My production was excellent; I keyed as much as 180 percent above expectations. However, my quality, as measured by keystroke error was always dipping below the 98.5 percent level of acceptance, and I was not satisfied with that performance.
Action: I started to look for ways to work smarter. I learned to develop the habit of copying and pasting quickly. I developed macros and hot keys for repetitive keystrokes, and I trained myself to slow down when I started keying complicated information such as letter and number combinations.
Result: As a result of these improvements, my manager and I both observed a steady increase in my quality; I began to hit 100 percent every month.
Tie-in (which SMART originator Susan Britton Whitcomb describes as a theme or pattern that can link to key components the employer seeks, as well as communicate enthusiasm or job knowledge): This result set a pattern for my career in which I never had to settle for less than exceptional performance because I knew I could always find ways to improve.