Competency Dictionary

Transcription

1 LEGACY Competency Dictionary Leader, Engagement, Goal Setting, Analytical, Customer Focused, You Self Aware Our People Strategy Executive Management

2 Introduction The purpose of a competency framework is to provide staff with a model that broadly defines the expected standard of performance within an organization. At SMGH we have developed a competency framework called Legacy. LEGACY is an acronym for Leader, Engagement, Goals, Analytical, Customer Focused and You Self Aware. Under each of these competencies are a set of five behaviours that are expected of every healthcare worker for a total of 30 overall behaviours. These behaviours are attached to the 11 job families within the organization as follows: Executive Management Senior Management Management Healthcare Nursing Healthcare Clinical Healthcare Non Clinical Healthcare Professional Support Healthcare Mechanical / Technical Support Healthcare Service / Support Healthcare Administrative Support Students/ Volunteers The behaviours cascade through the job families beginning with a "core set" of 8 competencies. For example, students and volunteers would be required to have the "core set" as identified through job interview questioning. As we move through each job family the core set remains and additional competencies are required. 2

3 L E G A C Y Leader Engagement Goals Analytical Customer Focused You Self Aware Vision Orga nizational Pride Value Strategic Thinking Commitment to Excellence Career Management Decisiveness Change Management Accountable Planning Patient Centric Balance Work & Home Transparency Participative Management Achievement Oriented Innovation Cultural Competence Self Awareness Leading EE s/teams Building Relationships Develop Compassion & Quick Study Communication Others/Capacity Sensitivity Managing Employees Mobilizes $ Motivates Aligns Priorities & Resources Resourceful Risk Management Composure Each of the competencies has a defined behaviour with exa mples. These behaviours have a rating scale of 1 5, identifying differing levels of proficiency that not only form the basis of our new performance apprais al process but a map of behaviours expected by all health care workers. The following booklet will outline the definitions of the LEGACY competency framework. In addition, each competency will list a set of behaviours on a range from 1 5. This range is how the expected behaviours are measured and will provide you with an understanding of your performance appraisal. Under each Competency you will find five competency related behaviours. Your performance appraisal will score you on the five competency related behaviours to give you an overall score on the Competency. 3

4 Executive Management How is your Legacy score calculated? Leader V D T LE Score Vision Decisiveness Transparency Leading EE s Managing EE s ME Engagement Score OP Organizational Pride CM Change Management P BR MM Participative Building M obilizes & Relationships Motivates Goals Score VA A DO AO AP Value Accountable Develop Others/Capacity Achievement Oriented Aligns Priorities Analytical ST P I QS R Score Strategic Planning Innovation Quick Study Thinking Resourceful CE PC CC CO RM Customer Focused Commitment Patient Centric C ultural Communication Risk Score to Excellence Competence Management CA BW SA CS You Self Aware Career Balance Self Awareness Compassion & Score Management Work/Home Sensitivity C Composure 4

5 Vision Takes a long term view and understands the external & internal environment of healthcare and acts as a catalyst for organizational change, creating a shared vision with others and influences others to translate that vision into action. It is important for senior leaders to have a vision of how they will fulfil their mandate. This guides a leader's work and helps to set direction for employees. Always communicates the organization's vision to the Frequently communicates the organi zation's vision to Understands and is able to communicate the Understands the organization's vision, but Does not clearly understand the organization's vision. Has appropriate people. Has an important influence on the organization's strategic plan and practices, ensuring consistency with the vision. the appropriate people. Has influence on the organization's strategic plan and practices, ensuring consistency with the vision. organization's vision. Has limited influence on the organization's strategic plan and practices. does not help to communicate it to others. Has not been involved in the organization's strategic plan and practices. not been involved in strategic planning. Does not demonstrate enthusiasm for strategic vision as evidenced by Shows support and ent husiasm for strategic goals observable behaviours. i.e. eye rolling Is able to link their departmental vision with overall strategic outcomes Is often overheard complaining or putting down the efforts of others who align to strategic goals Works towards program development and enhancement in a way that solidifies strategic direction Does not report to meetings or avoids corporate events Shares vision with peers and subordinates in order to reach a common goal 5

6 Decisiveness Is able to balance analysis with action and identifies and acts promptly upon In our lives we are daily challenged to make important decisions. The people opportunities and threats to the organization while allocating resources we are leading depend on us as leaders to make proper decisions allowing necessary to achieve the organization s mission/goals. Is evaluating the them to do their jobs. potential and actual impact of decisions on subordinate managers, staff members, and external stakeholders. Strong ability to make Good ability to make Is able to make decisions Developing decision making Does not have decision thoughtful decisions under pressure. Gathers accurate input before making decisions, and considers the impact of decisions from a stakeholder perspective. Able to make quick decisions when necessary. Not afraid to make unpopular decisions. thoughtful decisions under pressure. Gathers some input before making decisions, and considers the impact of decisions. Often able to make quick decisions. Occasionally lacks confidence in making unpopular decisions. under pressure. Does not always fully consider the impact of decisions. Occasionally has difficulty making quick decisions. Lacks confidence in making unpopular decisions. skills. Would benefit from further training and experience. making skills. Lacks confidence to make decisions under pressure. Takes action without thinking of the full range of outcomes. Avoids making decisions Depends on subordinated to make decisions The ability to make prompt decisions while ensuring they are clear and understood. Displays confidence in their decisions 6

7 Transparency Firmly adheres to codes of conduct and ethical principles; behaves consistently, and is open, honest and trustworthy; acts without consideration of personal gain. Anything that damages the faith and trust of those within an organization damages the ability of the leader to lead and of the organization to accomplish its mission and goals. When we're not transparent we're seen as lacking credibility, dependability and trustworthiness. Exemplary sense of Very strong sense of G ood sense of responsibility Occasionally displays a lack of Doe s not display a sense of responsibility and commitment as demonstrated through adherence to SMGH Code of Conduct and Ethical Principles. Can always be relied upon to behave consistently and follow through on commitments and promises. Willing to admit to mistakes. responsibility and commitment. Can be relied upon to follow through on commitments and promises. Willing to admit to mistakes. and commitment. Usually follows through on commitments and promises, with a few small delays. When approached, is willing to admit to mistakes. responsibility and commitment. Cannot always be relied upon to follow through on commitments and promises. Hesitant to admit to mistakes. responsibility or commitment. Often fails to follow through on commitments. Will not admit to mistakes. Make decision making opaque and seemingly arbitrary with no overriding sense of structure or values Say one thing and do another; don t communicate don t keep people informed; lie (in political lingo misspeak ) Don t have clear rules of engagement; don t follow your policies and guidelines Contradict yourself Catch people by surprise Fail to create alignment among managers and departments Not afraid to admit to your weaknesses, displays honesty Cultivates an environment of "openness" Works as a "coach: with employees to solve problems Does not display defensiveness when mistake occur, admits to being human 7

8 Obtains the staff, resources, information required by subordinates to be effective in the jobs. Promotes the team or protects its reputation throughout SMGH, serves as a role model and, as a result, is seen as a credible team leader. Leading Employees/Teams Leaders who empower others have higher morale amongst those staff and therefore work in a more fluid and productive environment. Takes action that results in a Excels at motivating the Very good at motivating the Good at motivating the team. Has not been very successful high level of morale and motivation among team members. Assesses and communicates operational goals, priorities, and objectives as well as the level of morale on the team. Raises the motivation level of the team and heads off issues that might lower morale if they were not handled in a timely and effective manner. team. Very enthusiastic, and uses excellent motivational tactics. Excellent awareness of team morale. Takes appropriate steps to improve morale when necessary. team. Enthusiastic, and uses excellent motivational tactics. Takes steps to improve morale when necessary. Enthusiastic, and uses appropriate motivational tactics. Identifies and attempts to resolve morale problems. at motivating the team. Has difficulty recognizing morale problems, and lacks experience in resolving them. Staff have difficulty reaching targets or objectives There is the appearance of low morale amongst staff as indicated by complaints, investigations, grievances or absenteeism Staff tend to make more errors due to lack or role clarity Staff have difficulty in linking the value of their work to patient outcomes Staff demonstrate interpersonal conflicts with other staff due to lack of role clarity Staff are well informed and clear about their roles and responsibilities Staff work in an environment of high morale as evidenced by teamwork, respect for others and overall organizational pride 8

9 Managing Employees Confronts unacceptable employee behaviour and acts decisively and with The longer poor or disruptive behaviour is allowed to continue in the fairness when dealing with problem employees. workplace, the more difficult it is for leaders to maintain a productive, harmonious work environment. Employees will see that you are not dealing with the behaviour and their commitment and productivity can be impacted as they deem the situation to be unfair. Therefore, in order to demonstrate your effectiveness as a leader, poor or disruptive behaviour cannot be tolerated or allowed to persist. Alwa ys works closely with employees to ensure that they understand their roles and responsibilities. Maintains an excellent working relationship with employees, and works with them to resolve performance issues. Usually works closely with employees to ensure that they understand their roles and responsibilities. Maintains a very good working relationship with employees, and works with them to resolve performance issues. Meets regularly with employees to ensure that they understand their roles and responsibilities. Maintains a good working relationship with employees, and works with them to resolve performance issues. Does not always maintain regular communication with employees. At times, employees are unclear about their responsibilities and the standards expected of them. Does not maintain good communication with employees. Employees are unclear about their responsibilities and the standards expected of them. Positive Indicato rs Employees refuse to show up to meetings, huddles, etc Leader confronts behaviour immediately or a soon as available Employees openly demonstrate negativity or pessimism when leader is Leader speaks to employee in private speaking Leader regularly completed performance appraisals on staff Leader seeks advise from human resources or other peers for dealing with unacceptable behaviour 9

10 Organizational Pride Displays confidence in their leadership and that of their team. Demonstrates When people have organizational pride they feel important and that the work trust, fairness, values and respect and supports the overall organizational strategy. they do is of value. They tend to need less supervision and direction because they are regularly doing what they need to do. Is extremely effective at demonstrating confidence in leadership and that of their Is very effective at demonstrating confidence in leadership and that of their Is effective at demonstrating confidence in their leadership and that of their peers Is At times will demonstrate confidence in their leadership and that of their peers. Rarely demonstrates confidence in their leadership and that of their peers. At peers. Is an advocate for peers. Is an advocate for often an advocate for others Sometimes will advocate for times will advocate for others others and seeks out others and often seeks out and will seeks out others and may seek out and may seek out relationships based on relationships based on relationships based on relationships based on relationships based on mutual respect. Always mutual respect. Is effective in mutual respect. Is often mutual respect. Sometimes demonstrates trust, fairness effective in demonstrating and values. Is a champion for the overall organizational strategy. demonstrating trust, fairness and values. Is a champion for the overall organizational strategy. mutual respect. Is often effective in demonstrating trust, fairness and values. Shows support for the overall organizational strategy. trust, fairness and values. Understands the need to show support for the overall organizational strategy. has difficulty in demonstrating trust, fairness and values. Does not understand the need to show support for the overall organizational strategy. Petty infighting amongst staff Low attendance at corporate events Can be heard complaining about poor working conditions peers or other staff High turnover amongst staff Gets involved, is supportive of organizational strategies and asks how to help Speaks positively about working at SMGH Speaks positively about peers, co workers, management 10

11 Change Management Leads initiatives to change the structure, system, or talent mix of the Change happens constantly and how a leader deals with change will play a organization to more effectively support the organizational strategy. significant role in the success of failure of an organizational direction. Exceeds expectations in At times, has exceeded Meets exp ectations in terms Lacks t he experience to Unable to identify obstacles terms of identifying obstacles to change, and taking steps to remove obstacles and implement change. Effectively supports the organizational strategy. expectations in terms of identifying obstacles to change, and taking steps to remove obstacles and implement change. Supports the overall organizational strategy. of identifying obstacles to change, and taking steps to remove obstacles and implement change. Is able to support organizational strategy. identify obstacles to change. Rarely takes steps to remove obstacles and implement change. Initiatives sometimes support the organizational strategy. to change, and does not take steps to remove obstacles or implement change. Leader has difficulty in communicating new changes or engaging staff in change efforts Does not inform others of changes within the organization Leader has difficulty in ensuring the appropriate mix of staff in order to oversee their area of responsibility Others are well informed of subordinate departmental plans and initiatives Leader has departmental goals and overall plans for the management of their people Employees can discuss the change and why the change is necessary do to information received by the Leader 11

12 Participative Employs a leadership style in which employees at all levels are encouraged to The greatest benefit of participation is the increased work ownership of the contribute ideas towards identifying and setting organizational goals, problem solving around decisions that may directly affect them. employee. An employee is better able to relate himself/herself with his or her work and this improves performance and efficiency at work Proactively and effectively communicates organizational knowledge to others and effectively encourages collaboration and sharing of ideas. Builds strong relationships with staff and engages others for input and involves employees in decision making. When approached by interested parties, effectively communicates organizational knowledge to others and often encourages collaboration and sharing of ideas. Builds relationships with staff and often engages others for input and involves employees in decision making. When approached by interested parties, may communicate organizational and occasionally encourages collaboration and sharing of ideas. May engages others for input and involves employees in decision making. Attempts to communicate the knowledge gained, but is unable to do so effectively. Has difficult in building strong relationships with staff. Has not demonstrated a willingness or ability to communicate the knowledge gained to others. Demonstrates ineffective behaviours in building participative relationships with staff. Positive Indicato rs Employees refer all problems no matter how slight to management Employees feel empowered to make decisions on their own which causes a feeling of "overwork" for the leader Empowerment means more competence and value addition to work Managers are able to delegate and are faced with less routine problems There is an increase in quality and a decrease in overall costs 12

13 Building Relationships The ability to develop contacts and relationships, internal and external to the This behaviour is also about building mutually beneficial partnerships to organization, to facilitate work efforts or to gain support/cooperation. ensure that SMGH leadership really understands and meets the needs of its patient population. Excellent ability to build rapport and develop alliances with a variety of people inside and outside the organization that contributes to the organizational goals. Always modifies communication style to deal with different types of people in an appropriate manner. Very good ability to build rapport and develop alliances with a variety of people inside and outside the organization that contributes to the organizational goals. Is able to modify communication style to deal with different types of people in an appropriate manner. Able to build rapport and develop alliances with a variety of people inside and outside the organization that contributes to the organizational goals. Is able to modify communication style to deal with different types of people in an appropriate manner. Limited ability to build rapport and develop alliances with a variety of people. Has difficulty modifying communication style to deal with different types of people and situations. Does not attempt to build rapport or develop alliances with others. Unable to modify communication style to deal with different types of people and situations. Relies on status to influence others. Continues to work with the same contacts without extending the network. Builds one sided relationships. Does not put anything back into the relationship. Spends time building networks and relationships without thought as to how useful these contacts are to SMGH. Learns to make first impressions count. Is friendly and optimistic with people s/he meets. Identifies relationships that are not strong, meets the individual(s) concerned to establish why, and initiates actions to build the relationship(s). In preparing for meetings or presentations, anticipates problems and criticisms that others might raise so as to be ready to address them. Considers who the decision makers are, and analyses what their responses will be to the ideas to be put forward. 13

14 Mobilizes & Motivates Develops and implements effective communication and engagement strategies when executing strategic objectives. Is able to translate vision into results. Demonstrates a positive attitude that inspires and motivates others to achieve targets. For getting the best work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates Always displays a positive attitude despite challenges or obstacles. Is able to lead and motivate staff even in the most challenging of times. Usually displays a positive attitude despite challenges or obstacles. Is often able to lead and motivate staff even in the most challenging of times. Sometimes displays a positive attitude despite challenges or obstacles. Is able to lead and motivate staff even in the most challenging of times. Frequently comes across as negative, especially when others sound negative or struggle to remain upbeat. Usually comes across as negative, especially when others sound negative or struggle to remain upbeat. Rarely identifies and provides others with concrete reasons to believe that things will work out well. Leader demonstrates negative behaviours towards staff. Leader does not take responsibility of the negative behaviours demonstrated by themselves or of that of the staff Leader works towards problem resolution despite challenges Leader accepts what cannot be changed and plots a course of action to move beyond current challenges. Leader remains positive and upbeat and coaches staff to be the same 14

15 Value Understands the overall climate and culture of SMGH and demonstrates how their leadership projects have directly contributed to the strategic plan outcomes. Employees who are able to connect how their role contributes to the organizations success tend to be more positively engaged in their work. Engaged employees are more self directed and motivated. Demonstrates and excellent understanding of the overall culture of SMGH and is able to connect how their work plays an important role towards the achievement of SMGH goals. Demonstrates a good understanding of the overall culture of SMGH and is able to connect how their work plays an important role towards the achievement of SMGH goals. Able to demonstrate and excellent understanding of the overall culture of SMGH and is able to connect how their work plays an important role towards the achievement of SMGH goals. Has difficulty in understanding of the overall culture of SMGH. Needs assistance in understanding how their work plays an important role towards the achievement of SMGH goals. Does not attempt the culture of SMGH and does not see how their work contributes to the overall goals of SMGH. Has difficulty articulating the organizationan's goals Is unable to manage resources against a plan Struggles to identify the importance of roles within the organization Is able to articulate how they create value Recommends actions to achieve value Is able to measure the value that they bring through standardized measures, metrics or work plans 15

16 Accountable Accepts full responsibility for self and contribution as a team member; displays honesty and truthfulness; displays a strong commitment to organizational success, represents oneself as an important member of the SMGH team both internally and externally to the community, inspiring patient confidence in the delivery high quality healthcare within SMGH. In healthcare, accountability and ethics go hand in hand. In fact, accountability is included as a core aspect of our code of conduct. As an employee, accountability means the willingness to answer for your actions. By taking responsibility, you send a powerful message to all about your character and are the type of leader people will follow. Is extremely effective at demonstrating accountability and responsibility for oneself and their team. Displays an outstanding commitment to SMGH. Is very effective at demonstrating accountability and responsibility for oneself and their team. Displays an ongoing commitment to SMGH. Is effective at demonstrating accountability and responsibility for oneself and their team. Displays an ongoing commitment to SMGH. At times demonstrates accountability and responsibility for oneself and their team. At times displays commitment to SMGH. Rarely demonstrates accountability and responsibility for oneself and their team. Tends to micro manage staff or be micro managed by leaders due to trust issues, or fear that the job will not be done properly Often time is lost chasing down problems on the unit as there is no "understanding as to why it occurred, resulting in lost time and productivity Often calls out other departments or individuals for the cause of their own delays, or failure to complete projects. Ensures that self and staff are accountable for their actions Regularly updates others on status of assigned projects, informs leader if there are foreseeable problems. When problems occur, takes full responsibility for their team, even if they did not create the problem. 16

17 Achievement Orientated Establishes clear, specific performance goals, expectations, and priorities and communicates these effectively to staff. Achievement orientation is almost universally identified as one of the two most important predictors of success in complex, sophisticated organizations. Is extremely effective at aligning themselves to the strategic goals set by Senior Leaders and in setting personal departmental goals that contribute to organizational effectiveness. Always communicates goals to staff and provides the functional resources to assist team members in meeting goals. Is effective in aligning themselves to the strategic goals set by Senior Leaders and in setting personal departmental goals. Communicates goals to staff and provides the functional resources to assist team members in meeting goals. Is often effective in aligning themselves to the strategic goals set by Senior Leaders and in may set personal departmental goals. Communicates goals to staff and provides the functional resources to assist team members in meeting goals. Is sometimes effective in aligning themselves to the strategic goals set by Senior Leaders and in setting personal departmental goals. May communicate goals to staff. Has difficulty aligning themselves to the strategic goals set by Senior Leader. Often does not set departmental goals. Does not communicate goals to staff. Sets unrealistic, vague or uninspiring goals and lacks clarity around outcomes Puts an overly strong focus on achieving tasks without efforts to motivate and energize people to perform Takes credit for the delivery of outcomes without acknowledging the contribution of their teams Fails to set standards for timelines and quality of monitoring in their own area of responsibility Translates strategic priorities into clear outcome focused objectives for managers and provides the energy and drive in achievement of these objectives Maintains a strong focus on priorities, holding others to account Drives a performance culture in their own area and supports and encourages a focus on performance and priorities 17

18 Develop Others / Capacity Shares information, expertise and advice to help others to be more successful. Delegates appropriate authority to develop future leaders of the organization. Developing the capabilities of others is one of the most important competencies for a leader. Taking the time to manage performance of people and teams, as well as nurture their careers is an effective leadership skill. When we take the time to develop others we send a message, that people really matter Is extremely effective at providing exposure and new opportunities to help others be more successful. Challenges others and delegates appropriately to build capacity within the organization. Is effective at providing exposure and new opportunities to help others be more successful. Challenges others and delegates appropriately to build capacity within the organization. Is sometimes effective at providing exposure and new opportunities to help others be more successful. Often challenges others and delegates appropriately to build capacity within the organization. Has difficulty in providing exposure and new opportunities to help others be more successful. Needs to improve in providing opportunities for delegation of projects in order to build capacity within the organization. Has not demonstrated that they are able to new opportunities to help others be more successful. Needs to improve in providing opportunities for delegation of projects in order to build capacity within the organization. High turnover in department, High level of uncompleted performance appraisal on staff. Often caught off guard with vacancies, had no succession plans for key staff. Hoards talent, may take credit for others work, is reluctant to hire individuals with high skills for fear of potentially being seen as less efficient Has succession plans in place High percentage rate of performance appraisals complete Able to identify high performers and provide opportunities for promotion, training to expand skills. Recommends high performers to others, and demonstrates pride in staff. 18

19 Aligns Priorities & Resources Plans activities and co ordinates resources to ensure value for money and maximum benefit for the organization. In light of the current budget situation, we are all exploring creative ways to sustain our excellence during a time of declining resources. When we align resources we become more efficient and work to reduce costs. Demonstrates and excellent understanding of resource restraints and plans according to budgetary considerations. Works effectively with peers and staff to align resources. Is a resourceful leader who brings value to SMGH through their initiatives. Demonstrates a good understanding of resource restraints and plans according to budgetary considerations. Work with peers and staff to align resources. Is an effective and resourceful leader who brings value to SMGH through their initiatives. Demonstrates an understanding of resource restraints and plans according to budgetary considerations. Often works with peers and staff to align resources. Is an effective and resourceful leader who brings value to SMGH through their initiatives. Has difficulty in understanding resource restraints and does not plan according to budgetary considerations. May work with peers and staff to align resources. Has limited understanding of resource and budgetary constraints. Is not able to align priorities and resources to optimize workflows Does not attend budget meetings Often is over budget and cannot explain why By passes process for obtaining resources (people, equipment) Does not communicate changes in programs or initiatives that may impact others, has difficulty identifying stakeholders Sets realistic budget expectations and maintains them Has a good understanding of finance and financial indicators Understands fluctuations in budgets and is bale to identify causes Attend budget meetings, asks questions, seeks clarification 19

20 Strategic Thinking Formulates effective strategies consistent with the organization and competitive strategy of the organization in a healthcare environment. Examines policy issues and strategic planning with a long term perspective. Determines objectives and sets priorities. Anticipates potential threats or opportunities. Being able to focus on what is important and to ensure that there is consistency and clarity in the message or image that the SMGH Senior Team wants to portray to patients, staff, etc Excellent strategic thinking skills. Uses extensive knowledge of the healthcare environment and organization to develop long term strategy. Very good strategic thinking skills. Uses knowledge of the healthcare environment and organization to develop long term strategy. Contributes to strategic plans within the organization. Able to apply knowledge of the healthcare environment and organization to long term strategy. Rarely demonstrates strategic thinking. Does not consider all aspects of the healthcare environment and organization. Does not demonstrate strategic thinking. Fails to consider the healthcare environment and organization. Reacts to requests or priorities without thinking about the longer term. Demonstrates a narrow, departmental focus. Shows no interest in learning about the Senior Team strategy or work outside his or her own area. Manages day to day but does not think about the future. Misses obvious connections. Supports organizational objectives even when disadvantageous in own department or sphere. Shows commitment to the long term goals of the Senior Team. Explains the strategic benefits of decisions to team members or colleagues. Works towards planned career goals and personal ambitions. Uses brainstorming techniques with others to identify opportunities and solve problems. 20

21 Planning Organizes work, sets priorities, and determines resource requirements based on a broader organizational vision and in response to the external healthcare environment. Without planning, the organization's goals and objectives cannot be realized on time and within budget. This can causes an increase in organization's overheads that ultimately impacts the programs and patient services that we are able to deliver. Demonstrates excellent organizational skills and resource management is effectively able to meet organizational goals. Demonstrates good organizational skills and resource management is effectively able to meet organizational goals. Demonstrates organizational skills and resource management is able to meet organizational goals. Often demonstrates organizational skills and resource management to meet organizational goals. Had difficulty in meeting organizational skills and resource management. Works day to day, and is often perceives as fire fighting. Has difficulty articulating plans for their area, does not set unit goals or work towards organizational goals. Appears unprepared or disorganized when asked to attend meetings regarding departmental objectives. Operationalizes annual department plans and communicates to stakeholders. Regularly assess workforce and seeks out information pertaining to potential staffing changes, forecasts to ensure minimal disruption to services. 21

22 Innovation Creates an organizational environment that encourages creative thinking and innovation. Innovation is important in order to develop insights about what our patients and staff need. Healthcare organizations that are able to link strategy, innovation, technology, patient experience and employee engagement, all in a landscape of shifting priorities and economic restraint will find them selves to be industry leaders. Looks out for new and innovative approaches that will improve efficiency. Embraces and champions new ideas and encourages others to do likewise. Recognizes and rewards people and teams who are creative and innovative. Always keeps an eye out for new and more efficient processes and solutions. Has implemented new approaches that have greatly improved efficiency. Keeps an eye out for new and more efficient processes and solutions. Has recommended new approaches that have improved efficiency. Keeps an eye out for new and more efficient processes and solutions. Has not recommended any new approaches at this time. Prefers to stick to the status quo, but is willing to listen to the ideas of others. Leaders go out of their way to argue that the innovation initiative is failing by highlighting its shortfalls against the hospitals typical performance expectations Leaders may not attend or support innovation type training Leaders fail to utilize concepts, or tools provided to them by the innovation team Leader is often recommending new ideas Leader embraces the changes and works with staff to find new and better ways 22

23 Quick Study Keeps abreast of system changes and external healthcare environment and is able to translate to current strategic goals in relation to their program. Leaders are often extremely busy, the ability to quickly learn new skills and apply them is important in complex environments such as healthcare. Tends to learn new skills quickly on his/her own AND apply them both quickly and effectively to work situations. Effectively translates new process to staff members and peers. Tends to learn new skills quickly on his/her own AND apply them both quickly and effectively to work situations. Is able to translate new process to staff members and peers. Learns new skills quickly on his/her own AND is able to apply them to work situations. Is able to translate new process to staff members and peers. Usually can learn new skills quickly on his/her own AND is able to apply them to work situations. Needs to develop better communication processes to translate new process to staff members and peers. Has difficulty with learning new skills and is often is able to apply them to work situations. Resists change, when new processes are introduced, makes work abounds, or reverts back to the "old way of doing things Resists changing own approach in response to new demands adopts the position "always done things like this" Avoids use of technology and sticks to tried and tested means of delivering business objectives Embraces changes and passes on learning to co workers, and staff Seeks out new opportunities, is interested in the learning process and demonstrates this to others through their leadership 23

24 Resourceful Deals resourcefully with unusual problems and demonstrates skills or promptness when dealing with new situations or difficulties. People who are resourceful can comprehend the key problems that slow down progress. Demonstrates excellent ability to act effectively when faced with new or unusual situations and overcome problems. Demonstrates a good ability to act effectively when faced with new or unusual situations and overcome problems. Demonstrates ability to act effectively when faced with new or unusual situations and overcome problems. Sometimes demonstrates the ability to act effectively when faced with new or unusual situations but often has difficulty in overcoming problems. Rarely demonstrates the ability to act effectively when faced with new or unusual situations, tends to create new problems rather than over come them. Becomes agitated or disengaged when faced with new problems Avoids considering different approaches, accepting the established way of doing things Readily develops a series of solutions to problems Has the ability to modify and implement the best solutions 24

25 Commitment to Excellence Recognizes that employee and patient feedback is an opportunity to improve performance, and identifies the need for any changes in service delivery. Drives a health and safety culture by ensuring the appropriate management structure is in place to support effective design and implementation of policy and procedures. Excellence facilitates cost savings and can be a significant advantage along with a performance differentiator for both, private and public organizations. It is not just about exceeding the experience of the people we serve, but primarily about "delivering what is promised and dealing well with any problems that arise". Demonstrates and excellent understanding of the importance of employee and patient feedback. Uses feedback as an opportunity to improve performance, and identifies the need for any changes in service delivery. Demonstrates a good understanding of the importance of employee and patient feedback. Uses feedback as an opportunity to improve performance, and identifies the need for any changes in service delivery. Demonstrates an understanding of the importance of employee and patient feedback. Uses feedback as an opportunity to improve performance, and identifies the need for any changes in service delivery. Has difficulty in understanding the importance of employee and patient feedback. Sometimes may use feedback as an opportunity to improve performance. Has limited understanding of the importance of employee and patient feedback. Does not use feedback as an opportunity to improve performance, or identify the need for any changes in service delivery. Ignores patient and staff experience data Does not follow up on health and safety items or items related to the improvement of quality Is only focused on short term goals without having a longer term strategic plan Sets and demonstrates standards of excellence for SMGH Actively seeks out patient and staff feedback and is always looking towards improving quality and safety Seeks out best practice approach in order to increase efficiency and deliver excellence 25

26 Patient Centric Sufficiently committed and engaged to unify and sustain the organization in a common mission with a strategic vision that is constantly and clearly communicated to every staff member. Ensures measures to continuously monitor the impact of interventions that improve patient care. Patient centric care provides the framework and strategies to improve the experience of care and enhance quality, safety, and efficiency. Demonstrates excellent ability to unify and engage the organization towards patient centered care. Always utilizes interventions for improvements related to patient care data. Publicly recognizes individuals who exemplify excellence in patient care. Demonstrates a good ability to unify and engage the organization towards patient centered care. Utilizes interventions for improvements related to patient care data. Demonstrates an ability to unify and engage the organization towards patient centered care. Utilizes interventions for improvements related to patient care data. Sometimes demonstrates an ability to unify and engage the organization towards patient centered care. Needs to utilize available data in order to analyze interventions for improvements related to patient care data. Rarely demonstrates an ability to unify and engage the organization towards patient centered care. Does not focus or utilize patient data for improved outcomes. Data indicators are ignored High levels of disengaged staff and declining staff satisfaction, safety and patient data indicators necessitating a review for improvements Patient satisfaction data is continually reviewed for potential improvements Staff are engaged and encourages to seek interventions for improvements related to patient care 26

27 Cultural Competence Fosters an environment of inclusion, where diverse thoughts are freely shared, respected and integrated. Cultural competency is critical to reducing health disparities and improving access to high quality health care, health care that is respectful of and responsive to the needs of diverse patients. Always demonstrates an awareness of, and sensitivity to, the needs and concerns of individuals from different cultures. Plans programs and anticipates needs related to diversity and inclusion. Demonstrates an awareness of, and sensitivity to, the needs and concerns of individuals from different cultures. Plans programs and anticipates needs related to diversity and inclusion. Usually demonstrates an awareness of, and sensitivity to, the needs and concerns of individuals from different cultures. Plans programs and anticipates needs related to diversity and inclusion. Understand the importance of being aware of, and sensitivity to, the needs and concerns of individuals from different cultures. Needs to include diversity in overall planning of programs to anticipate needs related to diversity and inclusion. Tries to display sensitivity to the needs of different cultures, but needs to take time to learn about their differences and to plan for diversity needs in their overall goals. High level of employee and patient complaints related to diversity issues Concerns from staff related to lack of training or resources to deal with cultural differences Annual training for staff to deal with diversity in the form of literature, or presentations. Staff are effective in dealing with cultural diversity 27

28 Communication Ensures that direct reports understand SMGH's vision and goals by translating those goals into day to day practices; explains the business purpose behind assignments and shifts in priorities so direct reports can understand the big picture. Effective communication in the healthcare industry is incredibly important in aiding in providing the best healthcare to our patients. We must also be clear in our communications to our co workers and staff to ensure that we share knowledge effectively, listen attentively and check understanding by asking questions. Effectively communicates and ensures that direct reports understand SMGH's vision and goals. Uses good judgment as to what to communicate to whom as well as the best way to get that accomplished. Speaks in a clear and credible manner, selecting the right tone for the situation and audience. Listens to others and allows them to make their point. Communicates and ensures that direct reports understand SMGH's vision and goals. Uses good judgment as to what to communicate to whom as well as the best way to get that accomplished. Speaks in a clear and credible manner, selecting the right tone for the situation and audience. Listens to others and allows them to make their point. Often communicates and ensures that direct reports understand SMGH's vision and goals. Uses judgment as to what to communicate to whom as well as the best way to get that accomplished. Speaks in a clear and credible manner, selecting the right tone for the situation and audience. Listens to others and allows them to make their point. Sometimes communicates and ensures that direct reports understand SMGH's vision and goals but does not always demonstrate good judgment as to what to communicate to whom as well as the best way to get that accomplished. Sometimes communicates and ensures that direct reports understand SMGH's vision and goals but does not always demonstrate good judgment as to what to communicate to whom as well as the best way to get that accomplished. Lack of enthusiasm for assignments Questioning the value of projects Lack of innovation Projects not completed Rumour mill / poor morale High productivity, creativity and inspiration Projects completed 28

29 Risk Management Manages work and information within a strategic framework. Prepares for and utilizes expertise to plan for and anticipate risk. Effective risk management improves performance by ensuring fewer sudden shocks or crisis, reduced waste, fraud, improved innovation, better service delivery, and more focus internally on doing the right things properly, thus ensuring our role as a public service organizations to perform cost effectively, in accordance with government legislation and policies. Always plans and implements measures that will avoid, overcome or compensate for elements of risk by managing work within a strategic framework and communicating the impact of identified risks with recommendations of corrective action. Plans and implements measures that will avoid, overcome or compensate for elements of risk by managing work within a strategic framework and communicating the impact of identified risks with recommendations of corrective action. Usually implements measures that will avoid, overcome or compensate for elements of risk by managing work within a strategic framework and communicating the impact of identified risks with recommendations of corrective action. Understands the importance of implementing measures that will avoid, overcome or compensate for elements of risk but does not manage work within a strategic framework. Does not understands the importance of implementing measures that will avoid, overcome or compensate for elements of risk but does not manage work within a strategic framework. Too much time spent "fire fighting: Crisis after crisis Increased costs / waste Perceptions of unfairness / fraud Improved innovation Identifies risk for area and seeks ways to improve risk 29

30 Career Management Actively seeks to improve their performance through constructive feedback, continuing education, mentoring and building relationships. Sets personal goals and formulates strategies for achieving them. It is the process through which employees: become aware of their interests, values, strengths, and weaknesses. Consistently and actively seeks out ways to improve performance and efficiency on the job. Identifies personal skill areas to be developed and translates them into measurable goals. Invests time and resources to learn, grow, and develop. Actively seeks out ways to improve performance and efficiency on the job. Identifies personal skill areas to be developed and translates them into measurable goals. Invest time and resources to learn, grow, and develop. Usually seeks out ways to improve performance and efficiency on the job. Is able to identify personal skill areas to be developed and translates them into measurable goals. Invest time and resources to learn, grow, and develop. Does not often seek out ways to improve performance and efficiency on the job. Has difficulty identifying personal skill areas to be developed. Shows no interest in seeking out ways to improve performance and efficiency on the job. Has difficulty identifying personal skill areas to be developed. Fails to address own capability needs or identify learning opportunities Resists opportunities to broaden work responsibilities Resists learning and development opportunities for others Is resistant in giving or receiving constructive feedback Takes ownership of their individual development needs by identifying capabilities Ensures continuing learning in their field as demonstrated by continuing education, attending required organizational learning, or keeping up to date on changing healthcare conditions 30