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NSW Health People Management Skills v.1 Feb 2012 of 22

1 Contents

1 Table of Contents ................................................................................................................... 2

2 NSW Health People Management Skills Framework ................................................................ 3

3 NSW Health People Management Skills Framework – Foundational Skills ................................ 4

FS1 LBT Leading and Building Teams 5

FS2 CRB Effective Communication and Relationship Building 6

FS3 CR Conflict Resolution 7

FS4 IN Influencing and Negotiation 8

FS5 CM Coaching and Mentoring 9

FS6 CC Critical Conversations 10

FS7 PF Presentation and Facilitation 11

FS8 MC Managing Change 12

4 NSW Health People Management Skills Framework – People Management Capabilities 13

Operational Managers 14

Senior/Tactical Managers 18

Strategic Leadership 21


2 NSW Health People Management Skills Framework

The (2008) Special Commission of Enquiry into Acute Care Services in NSW Public Hospitals identified a need for all managers and leaders to develop

greater capability in people management with particular emphasis on skills related to conflict resolution, leading change and team development. The

schema below represents these capabilities which have been identified as essential for leaders and managers working in the NSW public health system. This

schema is further elaborated in the following pages of this document.

The eight Foundational Skills are the building blocks of effective people management. Knowledge and entry level skills in each of the eight skill areas are

prerequisites to developing the capabilities that are defined in the nine domains of the People Management Capabilities. The People Management

Capabilities are an integration of the knowledge, skills and capabilities required of different levels of management within the NSW Health system in respect

of effective people management.

NSW Health Context Policies and Procedures Systems and Processes

Foundational Skills Leading and

Building Teams Effective

Communication and Relationship Building

Conflict Resolution

Influencing and Negotiation

Coaching and Mentoring

Critical Conversations

Presentation and Facilitation

Managing Change

People Management Capabilities Operational Managers Senior/Tactical Managers Strategic Leadership

Domain 1 Setting and Leading Change Domain 5 Developing People Management Skills to Operationalise Strategy

Domain 8 Strategic Thinking for People Management Domain 2 Managing Successful Change

Domain 3 Creating a Healthy Culture through Effective People Management

Domain 6 Communicating for Influence Domain 9 Strategic Management Skills for Performance and Patient Safety

Domain 4 Managing People for Successful Outcomes

Domain 7 Creating a Learning Environment


3 NSW Health People Management Skills Framework – Foundational Skills

These eight foundational skills are all required to effectively manage people within the NSW health system. Proficiency in these skills is built over time

and with experience as a manager. A suggested curriculum framework is provided to develop these skills.

Table 1 Foundational Skills

Code Foundational Skill

FS1 LBT Leading and Building Teams

FS2 CRB Effective Communication and Relationship Building

FS3 CR Conflict Resolution

FS4 IN Influencing and Negotiation

FS5 CM Coaching and Mentoring

FS6 CC Critical Conversations

FS7 PF Presentation and Facilitation

FS8 MC Managing Change


FS1 LBT Suggested Curriculum

Leading and Building Teams (LBT) Code Learning Outcomes Suggested Content

LBTLO1 Describe the role, structure and dynamics of multidisciplinary teams and how they are built and led for successful results

Theory related to building high performance teams in healthcare settings

The stages of healthcare team formation and what makes a team successful through time

Recognising behavioural traits in self and others and relationship to effective teamwork

Tools available to assess team functioning through either self assessment or external facilitation

How to build and motivate teams

1. The key motivators

2. Self esteem and morale

3. Creating the right climate

The key elements necessary for a team to be effective

Role clarification with teams and the process and purpose of

delegation

Fairness and equity policies and translating these into effective work practices

LBTLO2 Assess team functioning and dynamics using appropriate tools

LBTLO3 Implement strategies to improve team functioning and outcomes

LBTLO4 Build rapport with team members and stakeholders using a neutral approach to issues resolution

LBTLO5 Demonstrate effective communication and delegation of requirements, seeking ideas and feedback as required

LBTLO6 Monitor and direct multiple teams performing different functions and coordinate the work between these teams

LBTLO7 Demonstrate fairness and equity in allocation of work and functioning of the team

LBTLO8 Model and promote the organisation’s commitment to fairness and equity consistent with legislative requirements and organisational policy


FS2 CRB Suggested Curriculum

Effective Communication and Relationship Building Code Learning Outcomes Suggested Content

CRBLO1 Model effective verbal and non-verbal communication techniques

Effective verbal and non verbal communication techniques

Written communication protocols

Active listening, reflection and feedback skills

Effective questioning techniques and purposes

Key stages of a caring and supportive relationship life cycle (for patients and their families/carers, staff and other internal and external stakeholders)

Identifying stakeholder expectations of a caring relationship

The communication factors that facilitate establishment of a strong caring relationship

How to use communication and influence appropriately to support building and maintaining caring relationships

Clarifying roles as part of defining a stakeholder and /or staff relationship

Setting expectations with staff /stakeholders in order to manage the health service or clinical service delivery

CRBLO2 Demonstrate adherence to agreed written communication protocols when interacting with individuals and teams

CRBLO3 Build appropriate rapport through verbal interaction with patients and their families and other internal and external stakeholders

CRBLO4 Provide clear instructions to team members and seek appropriate feedback to check understanding

CRBLO5 Modify communication techniques to prevent or defuse tension

CRBLO6 Demonstrate active listening and reflecting skills

CRBLO7 Use open ended and higher order questioning to identify key issues, illicit other points of view and check understanding

CRBLO8 Develop and implement systems to facilitate open communication and minimise workplace conflict


FS3 CR Suggested Curriculum

Conflict Resolution (CR) Code Learning Outcomes Suggested Content

CRLO1 Apply effective conflict management techniques in accordance with organisational policies

The nature of conflict in interpersonal and/or team relations

Continuum of conflict and appropriate management responses

Interpersonal responses and strategies for responding to conflict

Framework for responding to team based conflict including:

Diagnosing types of conflict

Determining the goal and appropriate strategy to resolve conflict

Having difficult conversations using a difficult conversation model

How conflict arises in the workplace and solutions for managing e.g. working with difficult people; using honesty and agreement; turning arguments into discussions; defusing blame; dealing with strong feelings; delivering bad news; feeding the solution not the problem; creating win-win outcomes: achieving resolution; getting to the core of the problem

Giving feedback that is focused on problem behaviours, the impact of the behaviour and describing what needs to change

Referral/escalation to appropriate personnel or conflict resolution system when conflict cannot be locally resolved

CRLO2 Identify the sources and drivers of conflict

CRLO3 Deploy appropriate interventions to effectively manage interpersonal and team related conflict

CRLO4 Acknowledge emotions expressed by others in a calm, caring manner and demonstrate appropriate responses

CRLO5 Demonstrate a problem solving approach to conflict situations to reach resolution

CRLO6 Consistently maintain a focus on team functioning to achieve program objectives when resolving conflict

CRLO7 Deploy conflict resolution strategies to minimise inappropriate escalation of conflict


FS4 IN Suggested Curriculum

Influencing and Negotiation (IN) Code Learning Outcomes Suggested Content

INLO1 Assess situations to appropriately read and use personal and positional power to influence improvements to service delivery

Sources of position and personal power in a healthcare context

Assess a range of situations to identify when the use of power and influence is appropriate e.g. when to be direct, forceful or diplomatic

Process of negotiation to reach agreed, specific outcomes

Negotiation techniques and purposes

Developing win-win outcomes through effective negotiation

Using influencing skills appropriately

Developing and effectively presenting a sound business case

Managing dissenting and oppositional viewpoints

Pitching arguments in the most effective and appropriate manner

Using key partnerships and networks to increase influence for best results

INLO2 Demonstrate understanding of the process of negotiation to plan and implement a course of action to achieve a specific outcome

INLO3 Select and demonstrate appropriate negotiation techniques when planning for a specific outcome

INLO4 Collect and consider information from others to develop persuasive arguments to address identified issues

INLO5 Appeal to shared beliefs, values and precedents when advocating personal viewpoint

INLO6 Identify and enhance motivation of stakeholders to achieve a win-win outcome

INLO7 Partner with stakeholders to identify opportunities for improvement and broker collective solutions

INLO8 Source expertise from appropriate third parties to build and strengthen an argument requiring negotiation

INLO9 Develop effective business case using persuasive techniques to achieve desired outcome

INLO10 Construct and deliver persuasive factually based presentations and rebuttals to influence decision makers


FS5 CM Suggested Curriculum

Coaching and Mentoring (CM) Code Learning Outcomes Suggested Content

CMLO1 Demonstrate appropriate role modelling and behaviour to maximise the benefits of coaching and/or mentoring

Importance of role modelling to effective coaching and mentoring relationships

The principles, purpose and process of coaching and mentoring

Selecting appropriate situations and individuals for coaching or mentoring as either a performance development or career development process

Establishing effective relationships, including;

1. Creating the right climate for coaching or mentoring

2. Conducting individual or team needs assessments

3. Clarifying expectations and providing feedback

4. Delineation of roles and responsibilities

5. Creating development plans that include stretch targets

Using appropriate tools for navigating the learning journey

Providing effective feedback and motivation

Linking benefits of coaching and mentoring to overall organisational return on investment

“No Blame” strategies for termination of coaching/mentoring relationships

CMLO2 Share understanding of organisational vision, values, culture and structure to assist coachee/mentee to effectively negotiate their organisation

CMLO3 Identify, develop and support appropriate individuals as effective coaches and mentors

CMLO4 Describe the principles and processes for effective coaching and/or mentoring

CMLO5 Demonstrate effective coaching and/or mentoring techniques

CMLO6 Demonstrate appropriate questioning, listening and feedback techniques to maximise coaching and mentoring relationships and outcomes

CMLO7 Describe the individual and organisational benefits accruing from effective coaching and/or mentoring strategies

CMLO8 Prepare and conduct individual and team needs assessments to coach or mentor for improved work performance

CMLO9 Clarify the roles and responsibilities of coaches/coaches and mentors/mentees

CMLO10 Support coachee/mentee by applying appropriate techniques to provide development opportunities to enhance skills and advance their career


FS6 CC Suggested Curriculum

Critical Conversations (CC) Code Learning Outcomes Suggested Content

CCLO1 Regularly review staff performance and give feedback that encourages and motivates the team

Performance management, planning and review processes

Preventative conflict management

Purpose and processes for reviewing staff performance

Using organisational performance review systems to discuss performance on a regular basis with staff

Setting measurable objectives

Giving and obtaining feedback

Managing underperformance

Appropriate use of 360 degree feedback

Evaluating review systems

Distinguishing under-performance and behaviours requiring disciplinary action

Addressing inappropriate behaviours to minimise escalation or potential for harm

1. Planning and conducting Critical conversations;

2. Identifying issue/s to be addressed

3. Responding to resistant or inappropriate behaviour

4. Focusing on the issue/behaviour not the person

5. Developing clear statements of required behavioural changes

6. Monitoring and reviewing changes in behaviour

CCLO2 Undertake formal performance reviews on a regular basis to identify skills and performance gaps and development opportunities

CCLO3 Provide honest and constructive feedback to assist in developing knowledge and skills

CCLO4 Work collaboratively with staff members to develop action plans to address performance gaps

CCLO5 Actively address issues to seek early conflict resolution using appropriate communication techniques

CCLO6 Address incidences of inappropriate or unethical behaviour immediately to prevent escalation of behaviours and to meet policy requirements


FS7 PF Suggested Curriculum

Presentation and Facilitation (PF) Code Learning Outcomes Suggested Content

PFLO1 Establish and articulate clear guidelines and processes to guide facilitated conversations/forums

Establishing and communicating guidelines for facilitated conversations/forums

Facilitating effective conversations including;

1. The process and purpose of facilitation

2. Maintaining neutrality while working as a facilitator

3. Group dynamics and motivations

4. How to build consensus and address resistance

5. Developing strategies for handling hecklers, and other disruptive participants whilst maintaining group focus

Delivering effective and impactful presentations, including;

1. Establishing purpose of presentation and needs of the audience

2. Techniques to develop topics and innovative content

3. Anticipating problem areas in the presentation and preparing responses to manage potential problems

4. Adjusting presentation style to suit the audience and mood

5. Structuring subject matter for salient presentations

6. Catering for different audience learning styles and being inclusive

Strategies to enhance delivery and increase engagement

PFLO2 Create innovative presentations using delivery methods that accommodate a range of audiences and settings

PFLO3 Anticipate and prepare appropriate responses to issues that are likely to be raised during a presentation/forum

PFLO4 Logically explain complex processes and information to an audience and check for understanding

PFLO5 Construct effective arguments to influence the audience to a shared conclusion

PFLO6 Collect and accurately summarise audience feedback and reaction to issues outlined in the presentation to progress the strategy

PFLO7 Effectively manage consultative processes in groups or forums dealing with difficult or sensitive topics

PFLO8 Use facilitation skills to encourage contribution, collaboration and enhanced understanding of issues

PFLO9 Confidently and sensitively address criticism or dissent using effective rebuttals to raised objections


FS8 MC Suggested Curriculum

Managing Change (MC) Code Learning Outcomes Suggested Content

MCLO1 Map required changes to strategic and operational plans

Identifying the need for change

Purpose and process of mapping required changes to existing strategic and operational plans

Successful implementation of workplace change, including;

1. Importance of a change management strategy

2. Supportive and resistant behaviours

3. Strategies for managing responses and harnessing positive efforts

4. Group dynamics and impact on the change process

5. Strategies to include and engage people in the change process

Developing implementation plans, including communication strategies

MCLO2 Develop and communicate a rationale for change to team members

MCLO3 Describe typical behaviours and responses to workplace change and develop management strategies to respond appropriately

MCLO4 Provide opportunities for team members to raise ideas, issues and concerns about proposed changes

MCLO5 Determine agreed outcomes and required changes to work policies and/or practices


4 NSW Health People Management Skills Framework – People Management Capabilities

The people management capabilities outlined in this document build on the foundational skills in the NSW Health People Management Framework and are

usually built cumulatively over time through formal and informal learning opportunities and through experience in different management roles. The People

Management Capabilities are delineated as nine domains, according to management responsibilities. A suggested curriculum framework is provided to

develop these capabilities.

Table 2 People Management Capabilities

People Management Capabilities Domain Domain Content Area

Level 1

Operational Managers

(Clinical and Health Team Leaders and Managers)

One Setting and Leading a Vision

Two Managing Successful Change

Three Creating a Healthy Culture through Effective People Management

Four Managing People for Successful Outcomes

Level 2

Senior/Tactical Managers

(Senior Operational Clinical/ Health Leaders and Senior Managers)

Five Developing People Management Skills to Operationalise Strategy

Six Communicating for Influence

Seven Creating a Learning Environment

Level 3

Strategic Leadership

(Strategic Clinical Leaders and Health Executives)

Eight Strategic Thinking for People Management

Nine Strategic Management Skills for Performance and Patient Safety


For the purposes of the People Management Framework, Capabilities are defined as the knowledge, skills and attitudes required to effectively manage

individual or team performance.

People Management Capabilities for Operational Managers (Clinical and Health Team Leaders & Managers)

Domain 1 : Setting and Leading a vision

Code Learning Outcomes Suggested Content

D1LO1 Differentiate and apply core management and leadership behaviours when managing people

The importance and interplay of management and leadership capabilities when leading a team

Defining transactional and transformational (adaptive) leadership and identifying when these approaches are required

The role of a leader in setting direction and mobilising people towards a shared vision to achieve future goal(s)

Importance of self-reflection and self-awareness when managing people and leading a team towards a vision

People management approaches that garnish commitment and expenditure of discretionary effort

Theories of motivation, and how can they be applied in the workplace

The link between motivation, employee engagement and effective people management

The principles of empowerment and how it can be successfully utilised in people management

Conducting values clarification exercises

Collaborative development of a team vision

D1LO2 Understand how a team vision is created for setting direction

D1LO3 Demonstrates support and encourages feedback abut current or emerging vision

D1LO4 Role models effective leadership behaviours using transactional or transformational approaches appropriate to the context

D1LO5 Lead the development and adherence to value statements that describe appropriate workplace behaviours to achieve a positive workplace



Domain 2: Managing Successful Change Code Learning Outcomes Suggested Content

D2LO1 Identify the concepts and behaviours required for leading and managing successful transactional and transformational change.

Using a change management model to implement the people management related tasks of change management;

1. Appreciating the need for change and setting the direction to achieve change

2. Mobilising support and engaging staff in the change process

3. Executing change successfully

Building change capacity through managing people

Managing emotions and their impact on change management planning

Overcoming the barriers to successful change

Strategies to manage conflict that may emerge in the change management process

Using feedback and evaluation strategies to maximise employee engagement in the change process

D2LO2 Plan and implement a change management model utilising the four key tasks in implementing change

Appreciating change and setting the direction

Mobilizing support for change

Executing change

Building change capacity

D2LO3 Demonstrate proactive management of conflict that may be associated with change management processes

D2LO4 Utilise feedback to inform the successful implementation of changes



Domain 3: Creating a Healthy Culture through Effective People Management Code Learning Outcomes Suggested Content

D3LO1 Value workforce diversity and develop staff cultural competency to meet service outcomes and deliver quality services

Behaviours required for a healthy workplace culture

Defining cultural competency and describing how it contributes to effective service delivery

Importance of developing a positive workplace culture and organisational values to enhance quality patient care, staff relationships and improved performance

Importance of Emotional Intelligence for successful leadership and people management

Utilising Emotional Intelligence assessment tools to identify and plan an individual development plan

Importance of a healthy work-life balance for effective individual and team functioning

Developing capacity to monitor individual and team members maintenance of a healthy work-life balance

Use of delegation to create and maintain a positive workplace culture

D3LO2 Ensure that individual and team workplace behaviours reflect organisational values as reflected in patient care, staff relationships and overall organisational culture

D3LO3 Management behaviours reflect relevant professional and organisational codes of conduct and ethical guidelines, including identification of potential breaches or conflicts of interest

D3LO4 Recognise the development of emotional intelligence in the management of self and others

D3LO5 Understand and demonstrate strategies to enable self and others to achieve a healthy work-life balance

D3LO6 Demonstrate appropriate delegation processes including delegation of authority and resources to achieve desired outcome

D3LO7 Implement appropriate and safe delegation in accordance with organisation protocols



Domain 4: Managing People for Successful Outcomes Code Learning Outcomes Suggested Content

D4LO1 Utilise appropriate techniques in goal setting, communicating targets and objectives to support team achievement

Goal setting with individuals and teams to articulate desired work outcomes and to assist in holding individuals and teams accountable

Establishing and planning for achievement of agreed goals, including;

1. Scoping implementation and evaluation plans

2. Managing human and material resources to achieve agreed goals

3. Processes for collaboration and shared responsibilities

4. Contingency planning to minimise risks to achieving agreed outcomes

Monitoring progress and adjusting implementation plans Processes for encouraging and nurturing innovation to assist in achieving outcomes

Tools for encouraging “Innovative Thinking” within the health organisational setting

Defining workplace bullying, harassment and discrimination, and their impact on individuals, teams and performance

Strategies to promote appropriate workplace behaviours

Risk management of workplace conflict, bullying and harassment and aggression management

Responding effectively to bullying, harassment and discrimination in the workplace

Non resolution of bullying, harassment and discrimination and appropriate escalation techniques

D4LO2 Provide opportunities for individuals and teams to identify and address issues of concern in a safe and supportive environment

D4LO3 Collaborate with the team to establish agreed goals and objectives to achieve service outcomes

D4LO4 Develop and implement targeted and realistic business and work objectives and monitor progress

D4LO5 Assess and manage risks associated with patient care/service delivery and team relationships

D4LO6 Identify and implement techniques to prevent and manage workplace bullying and harassment

D4LO7 Role model appropriate behaviours to eradicate workplace bullying or harassment

D4LO8 Maintain personal and staff accountability for respectful workplace behaviours at all times


People Management Capabilities for Senior/Tactical Managers (Senior Operational Clinical/ Health Leaders and Senior Managers) Domain 5: Managing People to Operationalise Strategy Code Learning Outcomes Suggested Content

D51LO1 Demonstrate the ability to create, strategise, plan, communicate and implement a vision to successfully position the service

Processes for operationalising strategy

Processes for developing strategic implementation objectives which engage people and gain their commitment in the process

Continuous improvement methods and evaluation methodologies

Managing risks inherent in change and innovation

Strategies to manage human resources flexibly to achieve the optimum resourcing combination

Assessing educational, training and development needs and providing learning opportunities to address identified gaps

Differentiation of strategic thinking and strategic planning

D51LO2 Demonstrate the capacity for communicating and thinking ‘outside the boundaries’

D51LO3 Demonstrate capacity to engage others in translating broad organisational goals into achievable strategies

D51LO4 Determine effective and efficient evaluation methodologies to measure and report on organisational activity

D51LO5 Lead a comprehensive implementation plan that ensures service goals are met within allocated budgets and individual financial delegations and responsibilities

D51LO6 Manage human resources flexibly and look beyond unit/team boundaries to achieve the optimum resourcing combination

D51LO7 Foster professional development opportunities to enable individuals and teams to continuously improve work practices

D51LO8 Encourage innovation and manage risks associated with required changes to work practices to encourage new ways of thinking and working


People Management Capabilities for Senior/Tactical Managers (Senior Operational Clinical/ Health Leaders and Senior Managers) Domain 6: Communicating for Influence Code Learning Outcomes Suggested Content

D6LO1 Maintain appropriate and effective communication within the organisation and externally with key stakeholders

Identifying the variables that influence the communication process

Awareness of the impact of own personal style and emotional intelligence strengths and weaknesses, and how to use these proactively to manage staff

Acknowledging the potential disparity between own personal values and those of others, and the importance of finding common ground

Seeking and using common ground to build rapport as a basis for moving forward with issues

Identify the filters that can distort our perception of others

Appropriate utilisation of assertiveness in a negotiation process

Role of data from reports, surveys and health systems to support recommendations for change

Demonstrating resilience in the face of opposition

D6LO2 Negotiate forums and opportunities for others to raise and have their concerns heard and acknowledged

D6LO3 Use influencing skills to engage, empower and energise staff to achieve transformational (adaptive) change

D6LO4 Use data to make evidenced based recommendations for patient safety and workforce development initiatives

D6LO5 Select the most appropriate option to address and resolve conflict, based on sound understanding of people and operational requirements in order to achieve a win-win outcome


People Management Capabilities for Senior/Tactical Managers (Senior Operational Clinical/ Health Leaders and Senior Managers) Domain 7: Creating a Learning Environment Code Learning Outcomes Suggested Content

D7LO1 Create a positive learning environment that contributes to high levels of staff performance and satisfaction

Characteristics of a learning organisation

Processes for building and maintaining a learning organisation

Factors that indicate that a workplace culture is supportive of continuous learning.

Resources and systems that are required to support a learning organisation

Knowledge management within a learning organisation, including formal and informal succession and management development programs

Learning organisations and organisational return on investment – identifying the predictive variables

D7LO2 Ensures a range of methods and techniques are available to enable individuals and teams to view situations and practices through “different eyes”

D7LO3 Use judgement and complex analysis on organisational issues to create new concepts and approaches not obvious to others

D7LO4 Establish a creative environment to foster team/unit/ business development processes

D7LO5 Execute effective workforce development strategies that improve quality, efficiency and productivity through enhanced people performance

D7LO6 Ensure that coaching and mentoring are available for emerging managers at all levels in the organisation

D7LO7 Implement effective succession planning to enhance team and service performance


People Management Capabilities for Strategic Leadership (Strategic Clinical Leaders and Health Executives)

Domain 8: Strategic Thinking for People Management Code Learning Outcomes Suggested Content

D8LO1 Develop and present an organisation wide vision for the future that is understood by all staff

Importance of strategic thinking to achieve organisational vision

Optimum level of strategic thinking for a health organisation's services and culture

Defining strategic intent and its appropriateness for a health organisation

Differentiating strategic thinking and strategic planning

Conducting organisational reviews to identify strengths and weaknesses and risks that need to be mitigated to achieve the established vision

Using an models to analyse the effectiveness of people management and the operating environment Preparing for and involving key stakeholders in strategic planning

Strategic planning processes

Importance of communication in the strategic planning process and techniques to increase engagement

Importance of confident decision making to accept personal responsibility for the outcomes of the planning process

D8LO2 Adopt a long-term view of the organisation’s strengths and weaknesses, risks, issues and opportunities to achieve the organisational vision

D8LO3 Align the organisational vision with functional strategy to identify current and future people management requirements

D8LO4 Provide clear direction and prioritise roles and responsibilities to achieve the organisational vision

D8LO5 Develop and use effective techniques to guide others to accomplish organisational strategic objectives

D8LO6 Demonstrate decisiveness when analysing information with significant overall service or organisational impact

D8LO7 Build relationships that serve and connect the service with whole-of-government and the wider business community

D8LO8 Take personal ownership and commitment in actively advancing the vision and goals of the organisation


People Management Capabilities for Strategic Leadership (Strategic Clinical Leaders and Health Executives)

Domain 9: Strategic Management Skills for Performance and Patient Safety Code Learning Outcomes Suggested Content

D9LO1 Use tools and techniques to plan, implement and evaluate strategies that align organisational performance and workforce skills with the needs of the service population

Leading quality performance improvement - principles and practices

Implementation and monitoring of quality improvement in the workplace Processes to engage and share accountability for performance improvement with key stakeholders

Transformational approaches to managing change associated with performance improvement

Working inter-professionally to ensure that all stakeholders are engaged and participate in quality improvement processes

Strategies and techniques to achieve quality improvements, both clinically and non-clinical improvements

Addressing conflict with senior stakeholders and negotiating pragmatic resolutions Leading a comprehensive improvement implementation strategy

Establishing and maintaining accountability for achievement of organisational outcomes

D9LO2 Demonstrate ability to align and realign people within the organisation’s preferred culture framework

D9LO3 Build a performance oriented culture by focusing on and achieving predetermined objectives whilst being responsive to emerging or unforseen needs

D9LO4 Establish the organisation as an exemplar of clinical quality and performance improvement

D9LO5 Fosters a workplace culture that stimulates discussion about ideas, monitoring performance and outcomes

D9LO6 Analyse stakeholder relationships to proactively identify potential for conflict to seek early resolution

D9LO7 Address conflict with senior stakeholders and negotiate pragmatic and effective resolutions that meet overall organisational aims

D9LO8 Identify and understand risks and opportunities associated with ongoing transformational (adaptive) change and position the organisation accordingly

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