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Borgess Management Competencies
                                                       Examples & Resources

         Comp...
Competencies                                 Examples / Behaviors / Actions                              Resources for Dev...
Competencies                                  Examples / Behaviors / Actions                                   Resources f...
Competencies                                  Examples / Behaviors / Actions                                  Resources fo...
Competencies                                 Examples / Behaviors / Actions                                Resources for D...
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Management Competencies (Examples

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Management Competencies (Examples

  1. 1. Borgess Management Competencies Examples & Resources Competencies Examples / Behaviors / Actions Resources for Development “What Success Looks Like” I. Vision & Operational Performance 1. Creates a vision for the work  Ability to translate the BH vision into action for staff in a way that  New Manager Orientation unit consistent with the BH creates purpose in their work program vision and Diversity  Uses BH vision to create purpose in their own work.  Teamwork Statement and  Understands the strategic direction and how their individual and unit  Building Trust workshop communicates it in a way that work supports these  BH vision and strategic direction motivates others to  Sets target for percent of employees to attend BH vision event and implement. meets target; employees attend with management staff  Attends vision event annually, when offered  Builds consensus within staff  Staff members support group decisions  Staff members take personal accountability for the quality of service  Staff members hold each other accountable  Staff members trust each other  Uses metaphors, stories to make vision and goals meaningful to all staff 2. Maintains an appropriate  Able to reflect, call on, and nurture the spiritual resources of oneself  Ascension Health values atmosphere for all work and others  Spiritual care department activities in a spirituality-  Provides a larger context of meaning for daily work  Morning prayers/employee prayer based context.  Supports the spiritual growth in others sessions  Aligns behavior with organizational mission and values  Personal reflection  Transformational Coaching workshop  A Time Set Aside workshop 3. Sets and achieves goals that  Able to name and explain organizational goals  Scorecard support BH strategic plan.  Aligns department activities and outcomes with organizational goals  Key performance indicators (KPI)  Employees understand the relationship between the work of their  Related external or on-line department and organizational mission and goals classes  Employees’ actions support organizational and departmental goals 4. Develops and adheres to  Accurately projects expenses and income  HBI WebTrend support and departmental budget,  Able to justify/support current budgetary needs training productivity targets, and  Makes accurate predictions about future trends and developments  Finance department capital acquisition plan. using HBI data  University of Michigan Business  Accurately anticipates capital acquisition needs for 2 – 3 year period School – Finance for the Non-  Staff members understand the department/unit budget financial Manager Borgess Navigation Center February 2008
  2. 2. Competencies Examples / Behaviors / Actions Resources for Development “What Success Looks Like” II. Outstanding Relationships 1. Explains, models and  Uses Borgess Service Expectations to address employee issues;  Borgess Service Expectations reinforces Borgess Service translates expectations into actions brochure Expectations; uses them to  All patient complaints addressed in a timely manner  Patient representatives manage staff performance.  Models appropriate service behaviors  Customer Service for New  Recognizes/rewards appropriate service behaviors Employees workshop  Provides constructive feedback when Service Expectations are not  Customer Service for Managers followed workshop  Multiple Service Excellence award winners  Complaint management system  Positive comments about staff on Avatar surveys 2. Understands and uses  Understands corporate employee engagement (Q12) goal and meets  Manager Impact training for Q12 Gallup Q12 survey to department targets  Q12 Scorecard enhance employee  Plans and conducts impact planning session including assuring that  NavCenter staff and home page – engagement; does effective staff understands the data Gallup Manager Resources Impact Planning; achieves  Attends mandatory manager training for Q12  Subscription to Gallup engagement goals.  Involves staff in creation and implementation of Impact Plans Management Journal  Reviews Impact Plans regularly with staff  Engagement brown bags/events  Other managers with high engagement scores 3. Provides regular feedback to  Conducts effective staff meetings  Facilitation workshop & toolkit staff, directly and honestly,  Shares department/organizational performance information with all  Recognition tool kit including frequent recognition staff members regularly  Leadership Bridge class of good performance and  Attends mandatory Leadership Bridge or Leadership Bridge refresher  Transformational Coaching appropriate and timely class Workshop corrective action for  Communicates effectively when writing and speaking  DiSC Introduction workshop performance issues.  Uses DiSC principles  Uses a flexible management style to meet needs of each employee  Uses individualized approach in performance management to best meet the needs of each employee  Provides feedback to help individual employees meet performance expectations 4. Promotes teamwork by  Members of the department treat each other professionally and  Difficult Conversations workshop managing and resolving respectfully even when disagreeing  Employee Assistance Program conflict constructively.  Members of the department can resolve differences productively (EAP)  Uses knowledge of group dynamics and teamwork to manage  Dialogue as a Tool for Resolving conflict Conflict workshop  Uses dialogue to promote understanding and resolve differences  Recognizes and resolves ethical dilemmas  Recognizes when outside assistance is needed Borgess Navigation Center February 2008
  3. 3. Competencies Examples / Behaviors / Actions Resources for Development “What Success Looks Like” 5. Communicates effectively in  Equally competent at using written and spoken communication  Communication class a variety of modes.  Selects the most appropriate communication channel to meet needs  DiSC Introduction class of individual and group situations and verifies understanding of  Facilitation workshop & toolkit message  Appropriate external  Listens to others in an unbiased manner, respects points of view of communication classes others, and promotes expression of diverse opinions and perspectives  For individual area of expertise, presents information to groups 6. Uses a systematic approach  Recognizes the role that coaching plays in developing employee  Transformational Coaching for coaching employees engagement workshop toward desired outcomes.  Analyzes situation and varies response based on the situation and  Leadership Bridge class the individual  University of Michigan Business  Engages employees in decisions about how best to manage them School – Coaching Excellence  Recognizes a teachable moment  Provides staff with opportunities for development 7. Hires and retains talented  Understands the Gallup principles about talent  First Break All of the Rules employees who can best fit  Uses effective and legal selection tools and interview questions that  Q12 annual survey results job requirements and represent required strengths and talents  Hiring Great Managers: A Borgess culture.  Hires a diverse work force Practical Toolkit for Selection  Involves others in the selection process (from Employment Office)  Quality of employees hired is reflected in their ability to contribute to  Selection and hiring toolkit achieving department goals and outcomes  Employment office 8. Uses creativity and  Recognizes/rewards creativity in others  Transformational Coaching encourages creativity from  Develops critical thinking skills in staff workshop staff to achieve outcomes.  Staff submits “Bright Ideas”  DiSC Introduction class  Partners with others (rather than complaining about them) to achieve  Books/websites outcomes III. Quality & Safety 1. Sets and achieves goals and  Customer Satisfaction (Avatar, Corporate Services, etc.) scores  Customer Service for New targets related to customer meets or exceeds target Employees workshop satisfaction and patient care  Accesses satisfaction data and can accurately speak to score and  Customer Service for Managers initiatives. percentile ranking workshop  Delivers clear and concise spoken and written messages  Coaching for Management Teams  Staff clearly understand the goals and expectations for the workshop unit/department and for themselves  Avatar system; online resources  Uses a system for monitoring and sharing progress on performance  Service Expectations brochure  Delegates appropriately  Customer service department  Mentors others Borgess Navigation Center February 2008
  4. 4. Competencies Examples / Behaviors / Actions Resources for Development “What Success Looks Like” 2. Holds self and staff  Understands model of accountability; doesn’t use “blame” language  Accountability workshops accountable to meet or behavior 1 – Creating a Culture organization expectations  Uses model to have discussion with staff 2 – Steps for Personal Action and timelines.  First action is to example what more they could have done 3 – Leveraging Staff Performance  Customer/Patient satisfaction scores are within appropriate range  Accountability model (green/yellow). Score’s from previous year continue to improve  Bibliography from accountability  Responds proactively to customer needs, low number of customer workshops complaints  Time Management workshop:  Resolves patient complaints promptly and appropriately Focus on Achieving Your Highest  All staff members meet expected hospital and regulatory standards; Priorities completes all mandatory requirements in timely manner  Consistently punctual and prepared at meetings  Uses LotusNotes on-line calendar system 3. Complies with requirements  Recognizes actions that do and do not comply with JCAHO,  Administrator function of law, regulatory and regulatory agencies and organization expectations NetLearning reports accrediting agencies  Follows up when actions do not meet those expectations  New manager orientation including Joint Commission  Has a plan to ensure that all staff members have time to complete program and BH Corporate mandatory requirements over the course of the year. Issues  Quality department Responsibility; ensures staff appropriate corrective action.  Quality/PDCA class adherence.  Understands and can communicate with staff as to why they have  NetLearning report certain requirements  Culture of Safety delinquency  Completes performance evaluations on time report 4. Seeks and accepts  Seeks feedback from others  Annual Gallup Q12 survey results constructive feedback and  Accepts feedback in a non-defensive manner  Performance management uses it to modify/enhance  Conducts debriefings to build learning interview performance.  Customer surveys  Difficult Conversations workshop 5. Takes accountability for  Engages in regular discussions with staff about how things are done  Competency Assessment & continued personal  Provides opportunities for staff to share their learning’s in formal and Individual Development Plans development and supports informal ways  Transformational Coaching development of  Follows up with staff members after they attend educational offerings workshop manager/staff; maintains a  Teaches/coaches staff  Borgess library learning environment for  Models continuous learning  Accountability workshops staff.  Delegates tasks/decisions to promote staff development 1 – Creating a Culture 2 – Steps for Personal Action 3 – Leveraging Staff Performance 6. Adheres to organization  Adheres to and enforces all organizational policies and procedures  On line policies standards and policies;  Department manuals, plans, orientation, etc. are up to date  Policy and procedure develops and implements  Department complies with all regulatory requirements and subcommittees: Borgess Navigation Center February 2008
  5. 5. Competencies Examples / Behaviors / Actions Resources for Development “What Success Looks Like” department standards and successfully “passes” all inspections Administrative policies as required to meet  Able to access policies when needed; maintains current knowledge Bio-safety organization goals and about new or changed requirements Patient care comply with regulations;  Assists staff with accessing and understanding correct information  Culture of Safety survey results requires staff adherence.  Provides feedback or corrective action, as appropriate, to staff when  Collective bargaining agreements standards and policies are not followed  Labor relations department  Administers collective bargaining agreements  Clinical safety procedures  Department complies with all safety standards  Culture of Safety survey scores indicate staff confidence in unit safety 7. Uses project management  Develops a project plan for new projects  Franklin Covey Project skills to achieve desired  Uses appropriate data and planning tools to monitor progress on all Management class outcomes in timely and cost goals and to meet timelines and budgetary constraints  PDCA model and workshop effective manner.  Able to work with / lead others to achieve project goals/outcomes  Lead improvement teams  Conducts meetings that enhance communication among project  Facilitation workshop & toolkit team members and keep the project on track  Grand Valley State Univ – Project Management Online Education  Project management publications 8. Continuously improves  Use process management tools and techniques; teach staff to  Performance improvement class departmental performance; interpret data and use PDCA tools  PDCA model and workshop uses process improvement  Can identify the most critical processes within department and  Decision support / finance techniques, effectively leads monitors performance of those processes department change.  Has a system for monitoring performance in most critical processes  Department scorecard; other KPI  Analyzes situations and data accurately  Culture of Safety survey results  Uses various problem-solving and decision making tools/techniques  Safety measures  Anticipates and overcomes barriers to improvement  Relevant publications  Staff members understand departmental data and can apply  Institute for Healthcare appropriate tools to improve outcomes Improvement and other websites  Solicits suggestions from staff for improving work processes  Utilizes management department scorecard and other data sources to target improvements opportunities  Actions taken to improve safety on the unit based on Culture of Safety survey and other measures Borgess Navigation Center February 2008

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