legacy co mpetency dictionary · legacy co mpetency dictionary leader, engagement, goal setting,...

L EGACY

Co

mpetency Dictionary

Leader, Engagement, Goal Setting, Analytical, Customer‐ Focused, You‐ Self Aware

Our People Strategy Management

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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.

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L E G A C Y

Leader Engagement Goals Analytical Customer Focused You‐Self Aware

Vision Organizational 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 Others/Capacity Quick Study Communication Compassion &

Sensitivity

Managing Employees Mobilizes $ Motivates Aligns Priorities & Resources Resourceful Risk Management Composure

Each of the competencies has a defined behaviour with examples. These behaviours have a rating scale of 1‐5, identifying differing levels of proficiency that not only form the basis of our new performance appraisal 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.

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Management How is your Legacy score calculated?

Leader Score

Engagement Score

T Transparency

PParticipative

LELeading EE’s

MM Mobilizes & Motivates

ME Managing EE’s

A Accountable

OP Organizational

Pride

Goals Score

DODevelop

Others/Capacity

AP Aligns

Priorities

You‐Self Aware Score

Customer Focused Score

Analytical Score

CA Career

Management

CE Commitment to Excellence

P Planning

BWBalance

Work/Home

PCPatient Centric

IInnovation

SA Self Awareness

CC Cultural

Competence

QS Quick Study

CSCompassion & Sensitivity

COCommunication

RResourceful

CComposure

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Transparency

Definition Why it’s Important 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 leaders 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.

Summary Statements Most Favourable Favourable Neutral Unfavourable Most Unfavourable

Exemplary 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.

Very strong sense of responsibility and commitment. Can be relied upon to follow through on commitments and promises. Willing to admit to mistakes.

Good sense of responsibility and commitment. Usually follows through on commitments and promises, with a few small delays. When approached, is willing to admit to mistakes.

Occasionally displays a lack of responsibility and commitment. Cannot always be relied upon to follow through on commitments and promises. Hesitant to admit to mistakes.

Does not display a sense of responsibility or commitment. Often fails to follow through on commitments. Will not admit to mistakes.

Warning Signs Positive Indicators Makes decision‐making opaque and seemingly arbitrary with no over‐

riding sense of structure or values Say one thing and does another; does not communicate – does not

keep people informed; l(in political lingo “misspeak”) Does not have clear rules of engagement; or follow standardized

policies and guidelines Blames others for mistakes within their control Contradicts oneself Fail to create alignment among managers and departments

Not afraid to admit to weaknesses, displays honesty Admits readily to mistakes and takes responsibility for department 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

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Leading Employees/Teams

Definition Why it’s Important 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.

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 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.

Excels at motivating the team. Very enthusiastic, and uses excellent motivational tactics. Excellent awareness of team morale. Takes appropriate steps to improve morale when necessary.

Very good at motivating the team. Enthusiastic, and uses excellent motivational tactics. Takes steps to improve morale when necessary.

Good at motivating the team. Enthusiastic, and uses appropriate motivational tactics. Identifies and attempts to resolve morale problems.

Has not been very successful at motivating the team. Has difficulty recognizing morale problems, and lacks experience in resolving them.

Warning Signs Positive Indicators 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 Staff demonstrates additional effort and pull together under deadlines.

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Managing Employees

Definition Why it’s Important Confronts unacceptable employee behaviour and acts decisively and with fairness when dealing with problem employees.

The longer poor or disruptive behaviour is allowed to continue in the 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.


Always 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.

Warning Signs Positive Indicators High levels of gossip due to lack of information Employees refuse to show up to meetings, huddles, etc Employees openly demonstrate negativity or pessimism when leader is

speaking Employees seem confused as to job responsibilities, may be working on

projects not related to the unit goals. Employees complain openly and often and blame leader for issues in their area

of responsibility

Employees are well informed about unit goals, organizational direction Leader regularly communicates changes or updates information for

staff Leader confronts inappropriate behaviour in a timely and private

manner. Leader regularly completes performance appraisals on staff Leader seeks advise from human resources or other peers for dealing

with unacceptable behaviour

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Organizational Pride

Definition Why it’s Important Displays confidence in organizational leadership as well as trust, fairness, values and respect. Supports and aligns oneself to organizational strategy. Seeks out a working relationship with their peers based on mutual respect.

When people have organizational pride they feel important and that the work 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 peers. Is an advocate for others and seeks out relationships based on mutual respect. Always demonstrates trust, fairness and values. Is a champion for the overall organizational strategy.

Is very effective at demonstrating confidence in leadership and that of their peers. Is an advocate for others and often seeks out relationships based on mutual respect. Is effective in demonstrating trust, fairness and values. Is a champion for the overall organizational strategy.

Is effective at demonstrating confidence in their leadership and that of their peers Is often an advocate for others and will seeks out relationships based on mutual respect. Is often effective in demonstrating trust, fairness and values. Shows support for the overall organizational strategy.

At times will demonstrate confidence in their leadership and that of their peers. Sometimes will advocate for others and may seek out relationships based on mutual respect. Is often effective in demonstrating trust, fairness and values. Understands the need to show support for the overall organizational strategy.

Rarely demonstrates confidence in their leadership and that of their peers. At times will advocate for others and may seek out relationships based on mutual respect. Sometimes has difficulty in demonstrating trust, fairness and values. Does not understand the need to show support for the overall organizational strategy.

Warning Signs Positive Indicators Petty infighting amongst staff Low attendance at meetings, huddles, or corporate events Can be heard complaining about poor working conditions to peers or

other staff Staff challenge new procedures or processes and work against change 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 Staff members participate in organizational projects, committees.

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Participative

Definition Why it’s Important Employs a leadership style in which employees at all levels are encouraged to contribute ideas towards identifying and setting organizational goals, problem solving around decisions that may directly affect them.

The greatest benefit of participation is the increased work ownership of the 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.

Warning Signs Positive Indicators Employees refer all problems no matter how slight to management

which causes a feeling of "overwork" for the leader Leader is often absent from meetings, or reluctant to take on new

projects Leader does not participate in organizational level projects, i.e huddle

boards, etc.

Leader is often seen collaborating and sharing information with staff / co‐workers

Leader assists others Employees feel empowered to make decisions on their own Empowerment means more competence and value addition to work Managers are able to delegate and are faced with less routine problems

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Mobilizes & Motivates

Definition Why it’s Important Embraces strategic objectives and communicates objectives to staff. Assists staff with understanding objectives and actively remove barriers to achieve goals.

In order to mobilize staff towards change we must be able to motivate them to accept the change. Change is not cognitive, it is emotional, leaders who are able to communicate how changes in process or procedure can improve and impact a greater experience for our patients and staff will have the most success in overcoming obstacles even during difficult times.


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.

Warning Signs Positive Indicators 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

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Accountable

Definition Why it’s Important 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.

Warning Signs Positive Indicators 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 leader 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.

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Develop Others / Capacity

Definition Why it’s Important Provides regular coaching and guidance for employees so they can improve their performance. Recognizes future leaders and promotes succession planning initiatives by recommending high potential employees for promotion.

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

Summary Statements

Most Favourable Favourable Neutral Unfavourable Most Unfavourable 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 help others be more successful. Needs to improve in providing opportunities for delegation of projects in order to build capacity within the organization.

Warning Signs Positive Indicators 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.

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Aligns Priorities & Resources

Definition Why it’s Important Works in conjunction with other program directors / managers to align work processes for maximum impact in order to avoid duplication.

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

Warning Signs Positive Indicators

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

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Planning

Definition Why it’s Important 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.

Warning Signs Positive Indicators Works day to day, and is often perceived 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.

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Innovation

Definition Why it’s Important Applies original thinking in approach to job responsibilities and to improve processes, methods, systems, or services.

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 / performance improvement 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

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Quick Study

Definition Why it’s Important

Translates new and technical changes to staff and provides opportunities for additional learning.

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 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

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Resourceful

Definition Why it’s Important 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.

Summary Statements

Most Favourable Favourable Neutral Unfavourable Most Unfavourable 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

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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

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Patient Centric


Demonstrates care for the caregivers through a supportive work environment that engages employees with dignity and respect that they are expected to show patients and families.

Patient‐centric care provides the framework and strategies to improve the experience of care and enhance quality, safety, and efficiency.


Demonstrates excellent ability to support staff and unify and engage their employees towards patient centered care. Always utilizes interventions for improvements related to patient care data.

Demonstrates good ability to support their staff and unify and engage their staff towards patient centered care. Always utilizes interventions for improvements related to patient care data.

Demonstrates ability to support their staff and unify and engage their staff towards patient centered care. Utilizes interventions for improvements related to patient care data.

Sometimes demonstrates ability to support their staff and unify and engage their staff towards patient centered care. May utilize interventions for improvements related to patient care data.

Rarely demonstrates ability to support their staff and unify and engage their staff towards patient centered care. Does not utilize interventions for improvements related to patient care data.


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

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Cultural Competence

Definition Why it’s Important Utilizes an understanding of individual differences to communicate with, influence, and manage individuals (e.g., resolving conflict, building teams) throughout the organization.

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.


Demonstrates an awareness of, and sensitivity to, the needs and concerns of individuals from different cultures. Makes adjustments in how he or she communicates out of respect for cultural differences and minimizes the number of cross‐cultural misunderstandings. Works with staff to enhance communications.

Always displays sensitivity to the needs of different cultures. Makes an effort to learn about other cultures and to educate staff about cultural differences between staff, patients and families.

Displays sensitivity to the needs of different cultures. Makes extra effort to learn about other cultures and to educate staff about cultural differences between staff, patients and families.

Usually displays sensitivity to the needs of different cultures. Needs to make more of an effort to learn about other cultures and to educate staff about cultural differences between staff, patients and families.

Has great difficulty in displaying sensitivity to the needs of different cultures. Needs to make more of an effort to learn about other cultures and to educate staff about cultural differences between staff, patients and families.

Warning Signs Positive Indicators 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

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Communication

Definition Why it’s Important Respectfully listens to others to gain a full understanding of issues; comprehends written material; presents information in a clear and concise manner orally and in writing to ensure others understand his/her ideas; appropriately adapts his/her message, style, and tone to accommodate a variety of audiences.

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.

Warning Signs Positive Indicators 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

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Risk Management

Definition Why it’s Important Communicates the impact of identified risks and recommends corrective action to executive management.

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.

Summary Statements

Most Favourable Favourable Neutral Unfavourable Most Unfavourable 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

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Career Management

Definition Why it’s Important 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 own 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

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Balance Work & Home

Definition Why it’s Important Is committed to managing own work/life balance. Leads by example and maintains a healthily outlook on work and home. Is in touch with the workload of staff and monitors the level of stress and morale of their team.

People who aren't able to create a work‐life balance can suffer from stress, burnout, and physical ailments like heart disease. In order for us to continue to care for others, we must be able to care for ourselves first. In addition, the effects of stress can impact our co‐workers, staff and patients with a negative view or create a work environment that is difficult to work in.


Always demonstrates a positive outlook or an understanding of staff issues. Demonstrates commitment towards quality of work life.

Maintains a positive outlook and has an understanding of staff issues. Demonstrates commitment towards quality of work life.

Usually maintains a positive outlook and has an understanding of staff issues. Demonstrates commitment towards quality of work life.

Usually maintains a positive outlook and has an understanding of staff issues. Demonstrates commitment towards quality of work life.

Often demonstrates negative attitude towards life and work. Has a poor understanding of staff issues.

Warning Signs Positive Indicators High absenteeism or patterns of absenteeism Emotional outbursts in public Distracted, speaks often of home while at work as opposed to the

task at hand. Withdrawn

Overall well appearance and positive outlook Encouraging and motivating to others

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Self Awareness

Definition Why it’s Important Manages emotions so as to minimize negative impact on others. Looks for and seeks feedback on opportunities to improve.

Understanding oneself enables individuals to better understand and relate to others.


Always presents as composed and calm. Consistently manages emotions to minimize negative impact on employee morale. Seeks feedback and gathers information before reacting to potentially negative news.

Presents as composed and calm. Manages emotions to minimize negative impact on employee morale. Seeks feedback and gathers information before reacting to potentially negative news.

Often presents as composed and calm. Usually manages emotions to minimize negative impact on employee morale. Seeks feedback and gathers information before reacting to potentially negative news.

At times may present as composed and calm. Needs improvement in identifying how body language, tone and self composure can create an uncomfortable work environment for others. Needs to work on seeking feedback and gathering information before reacting to potentially negative news.

Does not often present as composed and calm. Needs improvement in identifying how body language, tone and self composure can create an uncomfortable work environment for others. Needs to work on seeking feedback and gathering information before reacting to potentially negative news.

Warning Signs Positive Indicators Takes anger or stress out on nearest person – loses temper. Closes down or is defensive when receiving feedback. Does not question own feelings about a subject or a person Remains isolated through stressful periods. Volunteers for assignments for which he or she is not best suited. Give importance to own feelings, but not to those of others.

Seeks feedback and considers it carefully. Works with others to bring strengths to projects that s/he may lack. Looks for appropriate opportunities to improve her/his areas of

weakness. Manages emotions so as to minimise negative impact on others. Considers her/his approach at meetings or in projects to suit needs of

others, rather than own preferences.

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Compassion & Sensitivity

Definition Why it’s Important Helps other team members embrace the value of considering and honouring different opinions, styles, and ways of working. Demonstrates patience to new members on the team and allows them sufficient time to learn. Conveys compassion and understands that mistakes can occur and provide opportunities for improved learning.

The dictionary definition of compassion often defines "a strong feeling of sympathy and sadness for the suffering or bad luck of others and a wish to help". We must embrace this definition as healthcare providers and ensure we not only treat our patients in this manner but each other as well. It is through this demonstrated competency that we can create a positive working environment for all.


Always demonstrates a genuine interest in the thoughts, opinions, values and needs of others and views differences in these areas as both inevitable and acceptable. Avoids speaking, writing or doing other things that could be seen as disrespectful of people in their absence or "behind their backs". Recognizes and shows respect for the strengths and contributions of others.

Is very good at showing sensitivity to others. Desire to hear and respect them is quite clear. Avoids doing things that could be seen as disrespectful of people in their absence. Recognizes and shows respect for the strengths and contributions of others.

Is good at showing sensitivity to others. Desire to hear and respect them is quite clear. Avoids doing things that could be seen as disrespectful of people in their absence. Recognizes and shows respect for the strengths and contributions of others.

At times, fails to show sensitivity to others. Leave doubts about desire to hear and respect them. Could be more careful about doing things that may be seen as disrespectful of people in their absence. Too often, fails to recognize and show respect for the strengths and contributions of others.

Frequently fails to demonstrate sensitivity to others. Fails to demonstrate any desire to hear and respect them. Often does or says things that are seen as disrespectful of people, in their absence. Rarely recognizes and shows respect for the strengths and contributions of others.

Warning Signs Positive Indicators Poor attitude towards others Disrespectful

Caring and kind Goes out of way for others Encourages and praises others

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Composure

Definition Why it’s Important Responds constructively and calms others: Though feeling strong emotions or stress, not only controls oneself but also calms others and takes action to resolve the cause of the stress or emotions. May interrupt an activity to calmly discuss the conflict or stress at hand. Tries to craft thorough solutions to stress‐inducing problems.

The ability to define grace under pressure is an important competency for a healthcare provider. Composure n the face of stress helps us to maintain control and to ensure that we are making effective decisions. Failure to maintain composure can often lead to misunderstandings and potential violations of employment legislation that can impact your position at SMGH.


Always exercises self control under pressure and effectively manages negative emotions. Does not get personal while dealing with a difficult problem. Is effective at counselling people under stresses and strain.

Exercises self control under pressure and effectively manages negative emotions. Does not get personal while dealing with a difficult problem. Is effective at counselling people under stresses and strain.

Exercises self control under pressure and effectively manages negative emotions. Does not get personal while dealing with a difficult problem. Is able to counsel people under stresses and strain.

Usually maintains self control under pressure but can have difficulty managing negative emotions.

Has difficulty maintaining self control under pressure.


Blows up, seems easily frustrated High level of complaints geared towards the individual Others avoid partnering or working with individual

Maintains composure despite stressful situations Is often sought out to assist with issues

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