This document provides a competency map for various roles at Bafna Multispecialty Hospital. It includes competency maps for the following positions: 1) Head of Human Capital and Organizational Development 2) Chief Executive Officer 3) Manager of Quality and Patient Safety 4) Staff Nurse For each role, the document outlines the objectives, key responsibilities, job element analysis, identification of competencies, and creation of a behaviorally anchored rating scale. It aims to provide clarity on the criteria for each position to help with recruitment, performance management, and professional development. The competency maps are intended to serve as a reference for understanding job requirements and evaluating employee performance.

1. NOTE:
1. Please note thatthe above givenname will be printedonthe certificate.Participantsneedtotake
utmostcare ingivingcorrect name.
2. In the absence of the above detailsthe projectwon’tbe evaluated.
2015
LNT ECC DIV
1/30/2015
Designing a Competency Map
Certified Performance & Competency Developer
(CPCD)
Project Report

2. C P C D P r o j e c t | 1
Table of Contents
Abstract ..............................................................................................................................................4
Objective .............................................................................................................................................4
Scope of the Project in terms of Department/Positions and Industry ......................................................4
Methodology .......................................................................................................................................4
Brief overview of Findings ....................................................................................................................5
Conclusions..........................................................................................................................................5
Gyaan about Competency Mapping .....................................................................................................6
What is Competency ............................................................................................................................6
Definitions ...........................................................................................................................................6
Fundamental Characteristics ................................................................................................................6
Steps involved in Competency Mapping ................................................................................................7
Methodology and Model used...............................................................................................................7
Designof CompetencyMapping………………………………………………………………………………………………………………8
About the Organization (Bafna Multispecialty Hospital) .......................................................................8
Competency Mapping for Various Job Roles .........................................................................................9
Position: Head (VP/EVP Level)-Human Capital and Organizational Development ...................................9
Objective of the Role ............................................................................................................................9
Roles and Responsibilities ....................................................................................................................9
Job Element Analysis........................................................................................................................... 10
Identification of Competencies (Functional & Behavioral) .....................................................................14
Creation of Behaviorally Anchored Rating Scale (BARS).........................................................................14
Position: Chief Executive officer..........................................................................................................21
Objective of the Role .......................................................................................................................... 21
Roles and Responsibilities .................................................................................................................. 21
Job Element Analysis........................................................................................................................... 23

3. C P C D P r o j e c t | 2
Identification of Competencies (Functional & Behavioral) .....................................................................26
Creation of Behaviorally Anchored Rating Scale (BARS).........................................................................26
Position: Manager-Quality and Patient Safety .................................................................................... 30
Objective of the Role .......................................................................................................................... 30
Key Responsibilities and Deliverables ..................................................................................................31
Job Element Analysis........................................................................................................................... 32
Identification of Competencies (Functional & Behavioral) .....................................................................34
Creation of Behaviorally Anchored Rating Scale (BARS).........................................................................34
Position: Staff Nurse .......................................................................................................................... 38
Objectives………………………………………………………………………………………………………………………………………………38
Key Responsibilities and Deliverables ..................................................................................................38
Job Element Analysis........................................................................................................................... 39
Identification of Competencies (Functional & Behavioral) .....................................................................40
Creation of Behaviorally Anchored Rating Scale (BARS).........................................................................40
References.........................................................................................................................................43

4. C P C D P r o j e c t | 3
Prelude
For the purpose of this project, I have taken a dummy organization in healthcare sector called Bafna Multispecialty Hospital. I
have attempted the competency mapping of four positions giving a flavor of Managerial as well as Clinical positions namely
Head-Human Capital &OD; Chief Executive; Manager –Quality and Patient Services &Staff Nurse. It is needless to mention that I
have taken source materials from Internet as well as from the available books. It has been a great learning experience for me. I
thank my instructor Mr. Tomy, my dearest Husband and my other Colleagues for their insightfulness. I sincerely hope that I have
done justice with the subject of competency mapping, however still miles to go…
Abstract
The Competency approach began as a specialized and narrow application, but in the last 40 years has
grown into a leading logic for diagnosing, framing and improving many aspects of Management. It’s
importance has expanded with the following observations-
 Competencies enable the specification of what people need to know and do to perform better
 Competencies can be communicated-and therefore can be taught and learned
 Performance against competencies can be measured and monitored
 Competencies are ultimately expressed in what people do rather then what people are
(predispositions and the like)
As a result of these benefits and many more, competencies continue to gain momentum.
Objective
 To learn about competency mapping and complete the certification process
 To design the competency map for some of vital roles in a functioning of hospital
 To have a deeper introspection, in order to farther my learnings about self
 To produce a piece of work which can be used as a reference material
 Building an inventory of skills/competencies
Scope of the Project in terms of Department/Positions and Industry
 To bring a detailed map of competencies and their assessments (anchors) for Managerial as well as
Clinical positions
 An attempt to benchmark with some of the best works available in healthcare industry
 This map can be further be used for performance monitoring as well as for running an assessment
centre etc.
Methodology
 Identify the roles/Jobs. Writing the Job description for each identified role/positions.
 For each role/positions., Doing the Job element analysis and writing a complete job element
analysis table, specifying the threshold and differentiator skills and knowledge
 For eachrole/positions.,Listthe competenciesasselectedfrom the JEA table or company values
 Write the BARS table for each competency, for each role.

5. C P C D P r o j e c t | 4
Brief overview of Findings
 A deep understanding of various factions of a particular job and how competencies becomes
critical for superior performance in each of them
 Competency map clarifies the criteria for a position and thus helps recruiters to reach a
consensusona candidate whichtakesoutthe ambiguitiesandselectionbecomesclear. A regular
practice can attain towards the perfection of this art.
Conclusions
In the past decade, the use ofcompetencies has become a commonpractice in manyorganizations. Competency profiling, gap
analysis, competency-based assessment andselectionbasedon competencies have been gaining international importance.
The most basic objective of Competency Based Management (CBM) is to provide the tools that will enable HR and the
Organization to be more proactive in planning and respondingto new, strategic jobrequirements andimprove day-to-dayservice
deliveryto operations. CBMprovides the road map to accomplishthis objective by acting as a common language for all HR
activities. The focus of CBMis onqualifications andthe identification ofknowledge, skills, abilities, and personal characteristics
(competencies) necessary for job success. CBM includes two components:
 A businessplanningcomponent that allows managers to assess their resources and needs, and to link employees’
competencies and training needs with organizational objectives; and
 A career management component that provides employees withinformation theyneedto progressinthe organization
and their careers
Competency-basedHR management is integral to the Organization vision. It builds the foundationfor a more flexible workforce
basedonthe diverse job requirements across the Force. It supports the development of a career / employment strategy by
recognizing the competencies.
Therefore it hasbecome allthe more important for me to attendthe workshopandunderstandthe basics of the subject and
following are some of myobservations while mappingfor the position-
 Once we understandthe organizationvia its value system, areas of focus and future priorities, it clarifiesto anextend
what is goingto be our role andcontribution, which becomesthe x factor for our growthinthe company and can be as
a first lessonin the orientation programs
 HR can playa leadingrole inensuring the leadership, culture and talent required for success of the organization,
provided rolesandcompetencies & expectations are clearly laid out as a bible. However the irony of the current
situation is that most of us work without any job description even
 The Chief Executive is leading face of anorganization, but undoubtedly his job has complex layers of dealing with
financials, people, board relations soandso forthandbyattempting competencymapfor hispositions, things becomes
more clearer. Thus these maps are crucial while navigating in the complex waters of talent build up for the company
 It so interesting to note that even research basedaptitude ofa nurse can be steppingstone for building up superior
standards for patient safetyin a hospital, because her documentation gives the floor level data for research. Her
empathetic attitude, care for children , maintaining confidentiality can be an important dynamics for a hi quality
service

6. C P C D P r o j e c t | 5
What is Competency?
Competency: A person related concept that refers to the dimension of behavior lying behind competent performer.
Definitions
Arya Chanakya, a well-known royal advisor and prime minister from Vedic India, penned a famous book known as
the Arthashastra, which is probably the first book on competency mapping. The book contains competency mapping
models, the thesis and theories of human aptitude, intelligence quotient, emotional quotient and in general
everything that is related to human behavior regarding work, logic and emotions. This book is an excellent leader
and management book and is more than 3000years old.
HAYES (1979): Competencies are generic knowledge, motive, trait, social role or a skill of a person linked to superior
performance on the job
According to Boyatzis (1982) :―A capacity that exists in a person that leads to behavior that meets the job demands
within parameters of organizational environment, and that, in turn brings about desired results
ALBANESE (1989): Competencies are personal characteristic that contribute to effective managerial performance
WOODRUFEE (1991): Competency: A person related concept that refers to the dimension of behavior lying behind
competent performer; A Work related concept that refers to area of work at which a person is competent; Often
referred as the combination of the above two
ANSFIELD (1997):―Underlying Characteristics of a person that results in effective superior performance
According to UNIDO (2002):―A Competency is a set of Skills, related knowledge and attributes that allow an
individual to successfully performs task or an activity within a specific function or a job
According to RANKIN (2002): Competencies are definition of skills and behaviors that organization expects their staff
to practice in work”
Fundamental Characteristics
Note: Knowledge, skill are surface competencies, which can be easily developed. Attitude, motives, and traits are
core competencies which are most difficult to develop.

7. C P C D P r o j e c t | 6
Steps Involved In Competency Mapping:
The Steps involved in competency mapping is to identify the key competencies for an organization and the job within
the function:
1. Identify the department for mapping
2. Identify the Structure of the organization and select the grades & levels.
3. Job Description from individuals and departments.
4. Conducting Semi-Structured interviews.
5. Collecting interview data’s.
6. Classify the required Skill list.
7. Identify the skill levels.
8. Evaluate identified competencies and skill levels with immediate superiors and other heads of concerned
departments.
9. Preparation of Competency calendar.
10. Mapping of Competencies
What Methodology Is Used?
The following methods are used in combination for competency mapping: Interviews, Group work, Task Forces, Task
Analysis workshops, Questionnaire, Use of Job descriptions, Performance Appraisal Formats etc.
Model Used:
The board approach followed by Arthur Andersen while mapping the competencies is represented as follows:
(Source: Excerpts from Article by Competency Mapping –A drive for Indian Industries-by R Yuvaraj, 2011)

8. C P C D P r o j e c t | 7
About the Organization
1. Bafna Multispecialty hospital
Our vision is to provide high quality healthcare, with care and compassion, at an affordable cost, on a
large scale and aim towards being the trend-setters for healthcare services in India.
Our missionisto deliverworldclasshealthcare bycreatinginstitutesof excellence in integrated medical
care. We aspire to create an ethical & safe environment to treat all with respect and dignity.
1.1 Core values:
 Innovation and efficiency – to continuously reduce cost of delivery of high quality health care and improve
reach
 Compassionate Care – in providing accessible care that makes a difference to our patients
 Accountability – to honour our commitments with integrity and transparency to our patients, employees and
investors
 Respect for all – recognize the contribution of every employee & respect rights , dignity of every patient and
employee
 Excellence – create a culture of individually excelling to collectively ensuring highest quality of consistent,
reliable service to our patients and sustainable value to all our stakeholders
1.2 Strategic areas of focus:
 300 bed tertiary care hospital
 houses 17 dedicated departments for high-end super specialty carethatincludes -cardiology,cardiac& vascular
surgery, brain & spinesurgery, neurological sciences,gastroenterology,urology,pulmonology,trauma & critical
care, nephrology, gynecology, plastic surgery, pediatrics & neonatology, orthopedics & joint replacement,
general medicine and dentistry
 hospital has Centre for trauma & accident emergency
 team consisting of 50 consultants including surgeons and 500 paramedical staff work round the clock
 9 operating theatres of which 2 are dedicated to cardiac care and the remaining for other surgeries. There are
14 beds in dialysis unit that is operational 24 hours
 a modern and well equipped laboratory comparable with the best ful l range of equipment that are part of the
centre for Radio Diagnosis & Advanced Imaging include - 1.5 tesla MRI, 64 slice CT, Doppler X ray and many
other critical instruments
1.3 Strategic priorities:
 Attract, Engage, Develop and Retain the Best People
 Be the Leader in the Safety, Science, Teaching and Provision of Patient- and Family-Centered Care
 To provide Education and Training of Medical and Non-medical Staff for continuous improvement
 Create Sustainable Financial Success and Implement Continuous Performance Improvement
 To be accredited for High quality of care and patient safety

9. C P C D P r o j e c t | 8
Competency Mapping for Various Job Roles
Position:
1. Head (VP/EVP Level))-Human Capital & Organizational Development
1.1 Objective of the role:
 To interpret environmental events and trends, co-create a strategic agenda that informs the
humancapital implicationsof business strategies & priorities and play a leading role in ensuring
the leadership, culture and talent required for success
 Plan, develop,organize,implement,directandevaluate the organization'shumanresource
functionandperformance
1.2 Roles and Responsibilities:
Administrative framework-
 Optimizing human capital through work force planning and analytics
 Drivingeffective peoplepracticesthrougheffectivehiringstrategy,rewarding,motivating&retention
strategyand talentdifferentiationforhighperformance
 Develop,promote andmonitorthe implementation of HR policies and practices that will enable the
businesstoattract, retainand motivate talentatall levelsandcomplywithrelevantemploymentlaws
and regulations
 Design, update and share SOPs of all HR processes
 Have an updated repository of job descriptions for all roles in the organization along with the
measurable performance indicators for each role
 Design, evaluate and modify compensation policies & benefits in order to ensure that they are
competitive & compliance with the legal requirements
 Devise framework for administration of contracts, employee discipline and grievance procedures
 Drive an effective learning and development agenda that impacts the employee and the business
 To develop and implement a performance management system that translates a company’s vision
and strategy into a coherent system of performance measures. Also to drive a performance
management culture which continually seeks to raise the bar; differentiates pay for performance;
rewardsand recognizeskeyperformerswithupperquartile pay for upper quartile performance; and
addresses those with performance shortfalls
Strategic Planning-
 Leveraging social media tools for recruiting, employee education, showcase culture, training &
leadership development
 Developing talent, helping organization to invest in future talent
 Shaping organization and communication practices for achieving work and organizational
effectiveness
 Building leadership brand to address tomorrow’s challenge of leaders at all levels, who reinforce
external and internal confidence in the future
 Improving utility of HR operations through technology, digitization of employee information etc.
 Connecting people through technology

10. C P C D P r o j e c t | 9
 To fostera culture of highquality of a care &patient safety, employee safety, welfare, wellness and
health
 Aligning strategy, culture practices and behavior
 Drive developmentopportunitiesatall leadershiplevels
 Designlearningopportunitiesforhighpotential people
 To understand customers and decode their expectations to drive organization actions
 Plan and implement an effective HR Plan that is aligned to business plan and overall organizational
people agenda
 Coachingbusinesspartnerstocreate andmaintaina workenvironmentwithhighmorale and
productivity
 Creating and developing a high performing HR team
1.3 Job Elements:
 Workforce planning and analytics
 Talent Acquisition
 HR Policies & Benefits
 Learning & Development
 Performance Management System
 Employee Engagement &Communication
 Legal Compliance
 Organization Development
 Health & Safety
 Human Resource Information System
1.4 Job Elements Analysis:
JobElement Threshold Differentiator
Knowledge Skills Knowledge Skills
Talent
Acquisition
a. Knowledge of various
types of interviewing
techniques
b. Expert level of
knowledge infullcycle
of recruitment process
c. Sound Knowledge of
employment policies,
govt. laws&
regulations pertaining
to recruitment,
selection& placement
d. Knowledge about
compensationpolicies
of the competitors,
their strengths &
weaknesses
a. Abilityto create and
execute effective
sourcing&
recruitment
strategies at all
levels
b. Excellent
communication skills
c. Trouble shooting
Skills
d. External/Internal
client management
e. Effective Negotiation
skills
f. Strong project
management skills
g. Abilityto interact
comfortablywithall
a. Knowledge
of applicant
tracking
systems
&other
recruitments
tools,
database
management
.
b. Knowledge
of
antecedent
verification
tools, various
vendors.
c. Various
recruitment
analytics,
MIS reports,
demand
forecasting
a. Strong innovative research
skills levels-Internet research
& socialmediaskills
b. Assessment ofthe right
candidate for the right job
c. Abilityto coach, mentor &
developa team oftalent
acquisitionprofessionalsand
drivingindividual as wellas
team results
d. Adept at building competitive
market intelligence & pool of
potential candidates
e. Abilityto understandbusiness
strategies and convert into
effective recruitment
strategies for future needs

11. C P C D P r o j e c t | 10
levels ofmgmt.
h. Good interpersonal
skills
i. Abilityto network
with diverse
geographical
locationfor tapping
of the talent pool
etc.
d. Knowledge
of budgeting
for TQ
HR Policies &
Benefits
a. Expert knowledge of
labour lawframework-
Industrial & labour
laws, general laws,
sexual harassment of
women at workplace
Act,2013
b. Knowledge of
principles, methods,
techniques ofHR
administration related
to the area of
compensation
a. Management of
Personnel Resources
b. Persuasionskills
c. Time Management
skills
d. Written andOral
communication
e. Fluencyof Ideas
f. Originality
g. Memorization
h. Abilityto conduct
policytraining
sessions
a. Knowledge
and
experience in
establishing
appropriate
pay
structure,
grades,
classification
s, career
ladders,
other
compensatio
n programs
basedon
market data
and internal
philosophies
b. Knowledge
of
technology
platforms to
communicat
e the policies
–ERP
software, HR
Software etc.
a. Abilityto understandthe
needs of the workforce and
incorporate those special
needs inthe policies, making it
attractive for talent retention
b. Abilityto interpret, explain&
applyapplicable laws, codes
&regulations to internal
policies &procedures
c. Abilityto consult the
stakeholders, management,
staff & boardmembers
Learning &
Development
a. Knowledge and
experience in
instructional
/curriculumdesign for
a corporate as well as
fieldenvironment
b. Knowledge of
performance
management, talent
planning & succession,
learning &
management systems
c. Knowledge of technical
as well non -technical
training
conducted/available in
the market
d. Knowledge of
a. Influential,
collaborates
effectivelywith
others to identify&
resolve issues
b. Pragmatic and
Resourceful
c. Abilityto manage
multiple tasks,
demonstrate
teamwork, spirit of
collaboration with
project team,
business partners
d. Talent for
diplomatic, unbiased
communication,
both written &
a. Knowledge
of database
and internet
based
software’s
relatedto
T&D
b. Knowledge
of
formulating
training
proposals
a. Demonstrated abilityto think
strategicallyandtranslate
business performance gaps
into learning anddevelopment
initiatives andactivities
b. Advancedproficiencywith
learning technology, including
e-learningandmobile
applications, delivery.
c. Abilityto define metric which
will be impacted& measure
the effectivenessof
training/ROI &Kirkpatrick
methodologies
d. Demonstrated abilityto make
recommendations and
consider botheffectiveness&
efficiencyinselectingdelivery

12. C P C D P r o j e c t | 11
formulatingtraining
budget
e. Knowledge of key
processes in the
training development
lifecycle
verbal
e. Facilitation, analysis
and problem solving
skills
method and or design
materials
(internally/externally
designed)
e. Coaching. leadership
development
Performance
Management
System
a. Strong knowledge of
processes & practices
pertaining to
performance
management
&rewards in ERP
environment
a. High levelsof
interpersonal skills
to establishand
maintainpositive
rapport at all levels
b. Multi-tasking,
persuasive, good
with number
crunching skills,
analytical, good
negotiator, critical
thinker withgood
problemsolving
skills
c. Excellent
communicationskills
(both writtenand
spoken)
d. Abilityto manage ,
monitor & support
the annual
implementationof
PM process at
Organization level
a. Knowledge
and
Expertise in
designing
and
launching
reward
programs
a. Abilityto understandand
implement Balance Score Card
basedperformance planning
b. Expertise in designing and
launchingreward programs
c. Highlystrategic ,consultative
and solution orientedto
manage multiple stakeholders
d. Abilityto manage
communications regarding
operationalissuesrelatedto
PMS to ensure that the senior
management are aware of
priorityissues
Employee
Engagement
&Communication
a. Demonstrated
understanding of
internal
communications and
employee engagement
processes
b. Demonstrating good
knowledge and
awareness of print,
event and audiovisual
techniques
a. Strong project
management and
collaboration skills
b. Progressive and
innovative
c. Excellent
interpersonal and
networking skills
d. Strong writing,
editing & proof
reading skills
a. Strong
understanding
&application
of social
media inthe
internal
communicatio
n environment
a. Strategic thinker who can
translate complex concepts to
actionable, understandable
plans & programs
b. Abilityto implement diverse &
high impact HR initiatives to
support organizational
objectives
c. Abilityto identify
opportunitiesfor continuous
improvement basedon
feedback, stakeholder
engagement, trend analysis
Legal Compliance a. Solidworking
knowledge and
understanding of
HumanResources
legislation/employmen
t law principles,
policies, and
procedures
a. Excellent verbal,
written, and
interpersonal
communicationskills
b. Solid influencing
skills
a. Knowledge
and
Experience in
labor
negotiations,
contract
administratio
n and/or
positive
employee
relations
a. Abilityto exercise judgment
and independentlydetermine
and take appropriate action
within defined HRpolicies and
procedures
b. Abilityto plan, execute and
constructivelydeliver intimes
of intense pressure
c. Abilityto manage multiple

13. C P C D P r o j e c t | 12
strategy obligations simultaneouslyina
fast-paced, complex and
intense environment
Organization
Development
a. Expert knowledge of
organizational
development, change
management,
leadership,
organizationaland
group dynamics,
motivationtheoryand
organizationdesign,
strategies and
business planning
a. Excellent oral and
written
communicationskills
a. Knowledge
of full range
of
organization
development
interventions
and change
management
frameworks
and
applications
a. Abilityto buildstrong internal
partnerships
b. Abilityto influence
professional relationships
c. Strong interpersonalskills –
includingdemonstrated
facilitationskills
Health & Safety a. Knowledge of
employment laws and
regulations andthe
abilityto clearly
articulate and apply
humanresources
principles and
practices to broad and
complex issues
a. Excellent tact,
judgment, discretion
and diplomacy
b. Excellent
communicationand
negotiationskills
a. Knowledge
of
Occupational
Safetyand
Health
a. Abilityto workwith
employees, supervisors,
managers anddirectors at all
levels to identifyproblems and
developcreative solutions,
both independentlyandin
cooperationwith others on
sensitive and confidential
matter
Human Resource
Information
System
a. Knowledge & exposure
in HR modules–SAP,
Oracle HRMS
a. Highlyproficient in
MS Office
a. Knowledge
of
implementin
g/ operating
cloud based
HR
technology
a. Mature and discreet in
handling confidential
information
b. Deliveringppts., & trainings to
business partners at all
organizationallevels
Workforce
planning
and analytics
a. Knowledge and
experience in
Workforce Planning
and headcount
forecasting/financial
budgets
b. Good knowledge of
applicable
employment laws and
regulations
a. Customer service
orientation
a. Exposure in
leveraging
HR
Systems/tec
hnologyto
create
workforce
analytics and
metrics
b. Expertise in
developing
and utilizing
predictive
analytics and
statistical
modeling
a. Abilityto understandcomplex
business plans/requirements
and translate into a Strategic
Workforce Plan
b. Abilityto developandsustain
strong partnerships across
Business andHR Leadership
c. Abilityto influence anddrive
objectives throughothers

14. C P C D P r o j e c t | 13
1.5 List of Competencies:
Functional Competencies
 CapabilityBuilder
 Credible Activist
 StrategicPositioner
 TechnologyProponent
 Flawlessadministration
of transactions
 HR innovator& Integrator
 Change Champion
 Analytical Ability
Behavioral Competencies
 Communication
 Motivation
 Self-Regulation
 Ethics
 Creativityand Innovation
 Self-Awareness
 Resilience
 Flexibility
 Conflict Management
 Leveraging Diversity
 Team Building
 Influencing/Negotiating
 Interpersonal skills
 Continual learning
1.6 BARS for Functional Competencies:
CapabilityBuilder
Can help to create aneffective andengaging organization that does what is needed.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner,
requires occasional guidance
VeryGood(Level 3)
Applies the competency in a
more
Effective manner, generally
requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Encourage employees
to have fun at work
a. Bring teammembers
together to solve
problems andmake
decisions
a. Encourage
employees to use
their signature
strengths at work to
strengthenothers
b. Craft a culture that
encourages
work/life balance
a. Communicate its socialpurpose and
organizationdirectionwith clarityand
consistency
b. Design anddeliver integrated HR
practices (eg., staffing, training,
rewards, performance management
etc.)
CredibleActivist
HR to focus their time andattentionon the issuesthat matter to the business, meet their obligations &commitments, demonstrate a
willingnessto take professional & personal risks to create value for the business.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner,
requires occasional guidance
VeryGood(Level 3)
Applies the competency in a
more Effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Communicates
Effectively
a. Demonstrates
personalintegrityand
ethics
a. Seeks to learnfrom
both successes and
failures
b. Works well with
management team
a. Plays an active role inprofessional
bodies
b. Invests in developing the HR function
c. Takes appropriate risks
Strategic Positioner

15. C P C D P r o j e c t | 14
The abilityto positionyour organizationto anticipate andmatch externalimplications.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Be an active
participant inbusiness
reviews
a. Understands the
external markets,
business expectation,
recruits the candidates
as per required skills
and competencies
a. Translate business
strategyintoa talent
(workforce) and
culture (workplace
)set of initiatives
a. Understand industrydynamics and
competitive forces
b. Understand expectations ofexternal
customers
TechnologyProponent
Technologyas a learning andknowledge platform to connect with internal talent assets and to collaborate withexternal stakeholders
includingcustomers andother partners.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in a
more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Train newjoiners in
using HRIS
b. Determines
specifications for a
new technology
system
a. Supporting IT inautomationof
HR processes
b. Managesthe implementation
of a new electronic processing
systeminthe agency
a. Provide
alternate/flexible
policies to motivate
different
generations of
employees
b. IdentifiesIT system
shortcomings,
researches options,
and advocatesa
redesignand
restructure of the
process to
implement new
system
a. Leveraging social media for
business purposes
b. Formulatinga comprehensive
communicationstrategy
c. Reforms infrastructure and
develops innovative IT
business systems by
leveragingexpert IT
knowledge andsharing
informationwithstaff
Flawlessadministration oftransactions
HR to consistentlyandcost-efficientlydelivered the basics-salaryadministration, attendance, recruitment andselection, pensionetc.
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
Very Good(Level 3)
Applies the competency in a more
Effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Taking suggestions from
team members for
improvements inthe
process
a. The transactionand
administration work to
be error free
a. Participating inHR
excellence awards
c. Recognizes andaddresses
deficienciesof human
resources processes or
tools
a. Benchmarking the process
and systems as per best
practices
HR innovator& Integrator
Emphasizing the needfor innovationin designing HR practices that drives the talent agenda of the organization. Ensuring good
analytics onthe current state of talent and competitive talent needs.

16. C P C D P r o j e c t | 15
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Provides positive
feedback to high-
performing staffand
rewards exceptional
performance
a. Identifiesmissioncritical
occupations and
associated
competencies needed to
perform organizational
functions
b. Deal withnon-
performance ina fair
and timelymanner
a. Assess keytalent
b. Invest infuture leaders
c. Develops rewards systemto
recognize the impact of
employee contributions to
the organization
a. Design meaningful
developmental
experiencesof talent
b. Measure andtrack
leadershipeffectiveness
ChangeChampion
Effective HR professionalsdeveloptheir organization’s capacityfor change andthentranslate that capacityintoeffective change
processes andstructures. Theysustain change byensuring the availabilityof necessaryresources includingtime, people, capital etc.
Theybuild the case for change basedon market andbusiness realityand overcome resistance byengaging keystakeholders inkey
decisions andbuilding their commitment to full implementation.
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Conducts surveys to
gauge employees
reactionto change and
their fears, anxietyand
responses
a. Help people understand
as to whychange is
important
a. Identifyand overcome
sources of resistance to
change
b. Monitor andcommunicate
progress of change
processes
a. Ensure the availabilityof
resources to stickwith the
change (eg., people,
capital, information,
technology)
Analytical Ability
Reviews & analyzes a wide varietyof informationand recommends a specific course of action.
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Grasps new concepts,
approaches and systems.
a. Develops results-
orientedconclusions.
a. Examines & interprets a
wide varietyof
data/informationand
makes recommendations
a. Organizes ideasand
informationin unique
ways
1.7 BARS for Behavioral Competencies:
Communication
Communication is about managing relationships andneeds to be built intothe fabric oforganizational life. In the current
economic climate, it is the onlyway, to move beyondsuperficial engagement intotrust andintocreating the authentic
organizationemployees, clients, customers. Communication is about behaviour and is not anoutput;it will onlybuildtrust if it
is consistent.
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires little
or no guidance
Excellent(Level 4)
Applies the competency in a
most Effective manner, serves
as a key resource and advises
others

17. C P C D P r o j e c t | 16
a.Not editing emails
before sending to
end users
b.Deliveringbadnews
byemail
c.Avoidingdifficult
conversations
d.Not being assertive
e.Reacting , not
responding
f. Use a one-size fits-all
approachto
communication
g.Not keepinganopen
mind whenmeeting
new people
h. Has some difficulty
keepingup withthe
discussionand
arguing anopinion.
Limitedturn-taking
and use of
communication
strategies.
a. Keeps up withthe
discussionandcanjustify
an opinion. Responds and
interacts adequatelywith
other speakers. Uses
communicationstrategies
well when unsure about
e.g. idiomatic use
b. Can communicate with
reasonable accuracyand
can correct mistakesifthey
have ledto
misunderstanding
c. Some inaccuracyin
pronunciation and
intonation
d. Can communicate with
reasonable accuracyand
can correct mistakesifthey
have ledto
misunderstanding
a.While writinga memo, email, give
all the background information
&detailsto make sure that
messages are understood clearly
b.Able to produce summaries of
complex documents for a specific
audience
c. Using diagrams and charts to
express ideas
d.Trying to helppeople understand
the underlying concepts behind
the point in discussion, thus
reducing misconceptions,
increasingunderstanding
e.Abilityto use humour inadapting
to socialsituations, ease tensions
f. Has a good commandof
professional vocabulary
g. Can maintaina gooddegree of
grammatical accuracy;occasional
errors do not impede
communication. Largelycorrect
use of idiomatic expressions and
collocations.
a. Can present ideas
articulatelyand
persuasivelyina
complex discussion,
sophisticatedarguing
and turn taking
strategies. Hasno
difficultyin
understanding idiomatic
language use
b. Able to create an open
communication
environment
c. Use non- verbal
communication
d. Listen to understand the
underlying feelings
e. Recognizes own
prejudices
f. Restate what the other
person hassaid.
Empathize ,validate,
clarify& summarize to
make sure that allissues
are clearlyunderstood
g. Considering cultural
barriers when planning
to communications
Motivation
It is the process of stimulating people to actions to accomplishthe goals. Most important functions of management are to
create willingness amongst the employees to perform in the best of their abilities.
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in
a best Effective manner,
requires occasional
guidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires little
or no guidance
Excellent(Level 4)
Applies the competency in a
most Effective manner, serves
as a key resource and advises
others
a. Using positional power
as a manager in a way
that shows that she
don’t fullyrespect her
employees as
individuals
b. Take credit for a project
one of her employees
actuallydidmost of the
work on
c. Lose her temper
d. Don’t standupfor
employees whenunder
personalor
organizationalattack
e. Be emotionallystingy
about praising people
about their good work
a. acts decisivelyand
makes quick
decisions
b. Take a genuine
interest in the
employees work-
life balance
c. Listen to
employees
thoughtfully
a. adjusts their leadershipstyle
accordingto the situationand
people theyare leading
b. has a highlevel ofspecialist
technical competence and
shares this knowledge with you
c. focuses onachieving
performance outcomes
d. Is goodat networking andhave
a large number of industry
contacts
e. provide general guidelines on
what to do andallow people to
carryout work their ownway
a. Alignindividual
economic interests
with company
performance
b. Involves others in
determining what
needs to be done and
how to do it
c. focuses onsupporting
and developing people
d. motivates and
engages people with a
charismatic style
e. provides high levels of
responsibilityand
autonomyto team
members

18. C P C D P r o j e c t | 17
Ethics
“Ethics” can be defined as the critical, structured examinationof how we shouldbehave — inparticular, how we should
constrainthe pursuit ofself-interest when our actions affect others.
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner,
requires occasional guidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a
most
Effective manner, serves as a
key resource and advises
others
a. Seldomshowcares about
other people’s feelings
b. Wants to achieve things
byanymeans
c. Maynot follow on
promises and agreements
depends onsuitability
d. Disrespects people who
are different or from
different cultures
e. Ignored a problemor
conflict
a. Tries to follow the
rules
b. Focuses talents and
energyon goodends
a. Tries to fix problems or
conflicts without hurting
other people or things
b. Tries to be goodanddothe
right thing evenwhenit is
easier to not be good
c. Does not give up onsolving
a problem or conflict when it
is hard
a. Demonstrate that
ethics is a priority
b. communicate
expectations for
ethical practice and
make sure those
expectations are
realistic and
achievable
c. Practice ethical
decisionmaking
Creativityand Innovation
Develops newinsights intosituations;questions conventional approaches;encourages newideas and innovations;designs and
implements new or cutting edge programs/processes.
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner,
requires occasional guidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a
most
Effective manner, serves as a
key resource and advises
others
a. Considers innovative
ideasgeneratedbyothers
a. Displays creativityby
deviating from
traditional methods
in developing new
procedures
a. Organizes andleads cross-
divisional work group in
developing creative
solutions to address
problems
a. Devises newmethods,
procedures, and
approaches having
organization-wide
impact
Resilience
Deals effectivelywithpressure; remains optimistic and persistent, even under adversity. Recovers quicklyfrom setbacks.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Maintains composure
and direction in high
pressure situations
a. Perseveres on project
despite changing
objectives,
deliverables, and
deadlines
a. Recognizes conflict and
takes steps to address
issues bymeeting with
the involvedparties
a. Demonstrates persistence
when providing rationale
to staff during times of
significant organizational
change
Flexibility
Is opento change andnew information; rapidlyadapts to newinformation, changingconditions, or unexpectedobstacles.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others

19. C P C D P r o j e c t | 18
a. Uses staff feedback to
streamline processes
in order to meet
deadlines
a. Realigns resources to
meet changing customer
needs
a. Adjusts organizational
priorities quicklyas
situations change
a. Prioritizes, considers
alternatives, and responds
quicklyandeffectivelyto
unexpectedand rapidly
changing conditions
ConflictManagement
Encourages creative tensionanddifferencesof opinions. Anticipates andtakes steps to prevent counter-productive
confrontations. Managesandresolves conflicts and disagreements ina constructive manner.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Takes action to
address employee
grievances
a. Takes action to
address behavior
issues to ensure
employees treat each
other withrespect
a. Recognizes conflict and
takes steps to address
issues bymeeting withthe
involvedparties
a. Resolves conflicts arising
at the Organizationlevel
due to competing
objectives, limited
resources, or
differingperspectives
Leveraging Diversity
Fosters aninclusive workplace where diversityandindividualdifferences are valuedand leveragedto achieve the visionand
missionof the organization.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Adheres to EEO
policies, goals,
objectives, and
philosophies of
valuing diversityin
performing everyday
duties and
responsibilities
a. Recognizes andutilizes
skills of staffwith
diverse backgrounds
to benefit the
organization, clients,
and coworkers
a. Builds a diverse staffwith
a varietyof skills who
function effectivelyto
accomplish the mission of
the organization
a. Identifiescreative
approaches for targeted
recruitingto developa
representative workforce
that benefits from diverse
strengths
Team Building
Inspires andfosters teamcommitment, spirit, pride, andtrust. Facilitates cooperationandmotivatesteammembers to
accomplish groupgoals.
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Informs team
members of issues
requiring
resolution and
considers input
a. Includesentire teamin
decision-makingprocess
when developing
missionandgoals for the
division
a. Promotes cohesivenessof
a dysfunctional teamby
defining rolesand
responsibilitiesof each
team member and
establishing overall
objectives
a. Inspires team to accomplish
long-termstrategic goals
Influencing/Negotiating
Persuades others;builds consensus throughgive andtake; gains cooperationfromothers to obtaininformation and accomplish
goals.

20. C P C D P r o j e c t | 19
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Explains to staff
the importance of
their involvement
on highstakes
projects
a. Develops trust among
various parties involved
in a negotiationprocess
a. Develops plan and
convinces high-level
agencyofficialsto adopt
approachbymeetingwith
officialsto explainpoints
a. Convinces colleaguesand
management to accept
recommendations involving
changes in established
practice
Interpersonal Skills
Treats others withcourtesy, sensitivity, andrespect. Considers andresponds appropriatelyto the needs andfeelings of
different people indifferent situations.
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Interacts with co-
workers ina
tactful manner
a. Shows employees
empathyandrespect
a. Treats individualsfrom all
levels ofthe Organization
with courtesyand
sensitivity
a. Is consistentlyopenand
approachable when
resolving highlysensitive
and complex issues
Continual Learning
Assessesandrecognizes own strengths andweaknesses;pursues self-development.
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in a
more Effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Attends
professional
conferences to
maintain
technical
knowledge
a. Recognizes areas needing
improvement and takes
training to increase skills
a. Arranges and
completes rotational
assignment
meetingown
developmentalgoals
and aligning
with organizational
strategies
a. Engages in systematic, self-
directed training and
development activities
aligned withthe strategic
needs of the agency
Self-Regulation
Self-regulation is the abilityto develop, implement, andflexiblymaintain planned behavior in order to achieve one's goals.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Sometimesmaylose
anger in emotional
situations
b. Non adaptive to
workingwith different
people indifferent
situations
a. Comfortable of working
with diverse teams
b. taking actionwhen it is
necessary
a. being honest andtaking
actionthat is inline with
your values
b. Takes initiative
c. Comfortable with
ambiguity
d. Opennessto change
a. controllingimpulsive
emotions
b. being ableto adapt and
work with different
people indifferent
situations
c. the abilityto see
opportunitiesinsituations
and the good inother
people
d. developing own
performance to meet
own standards of
excellence

21. C P C D P r o j e c t | 20
Self-Awareness
Self-Awareness is having a clear perception ofyour personality, includingstrengths, weaknesses, thoughts, beliefs, motivation,
and emotions.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Overconfident about
self
a. aware of strength
and weaknesses
of self
a. open to candid
feedback, new
perspectives, continuous
learning, and self-
development
a. recognize how feelings can
affect performance
b. decisive, andable to make
sounddecisions despite
uncertainties andpressures
Position:
1.0 Chief Executive officer
1.1 Objective of the role:
a. To establishthe hospital asthe low cost,highqualityhealthcare service provider in the country
b. Optimal utilizationof the facilities,development of successful physician relationships, and the
achievement of established financial objectives of the hospital
c. Aspire to create an ethical and safe environment to treat all with respect and dignity
1.2 Roles and Responsibilities:
Strategic Leadership-
 In collaboration with the top management, creates and communicates the annual Management
ActionPlanto the hospital boardand,uponboard approval of that Plan, implements it accordingly,
providing regular feedback to the board on progress being made
 DirectefforttowardsmakingBafnaMultispecialtyhospital(BMH),the safest hospital in the country
by leading high-quality, service-oriented & safe patient care
 Evokes respect from the hospital board, peers, medical staff, employees and the community
 Setshighstandards,establishes a clear focus and direction, implements company policies, utilizes
in-house resources, and tackles tough issues; thinks strategically, possesses vision, builds
advantageous coalitions and fosters team spirit in the facility
 Translate corporate vision into company-wide common processes, systems, metrics and tools;
Encourage use of benchmarking and best-practice sharing to accelerate improvements across the
company
 Strategize to attract the best physicians, consultants to work for the hospital
Financial Responsibility-
 Displays leadership in CEO-level oversight of financial management from conceptual strategies
through recommending policy, executing fiscal procedures for control and effective utilization of
physical and financial resources of the hospital
 Develop and execute an operating plan to grow sales and grow the business to meet the Board of
Directors’ financial objectives and lead the company in consistently achieving these objectives
through rigorous planning grounded in fact-based market intelligence
People Management-

22. C P C D P r o j e c t | 21
 In conjunctionwiththe hospital’shumanresources(HR) departmentprovidesCEO-level oversightto
define rolesandresponsibilities;Motivate andchallenge hospital employees,delegates effectively,
communicates effectively, rewards contributions and manages collaboratively
 Regularly schedules and facilitates employee and departmental meetings
 In conjunctionwiththe hospitalHRdepartmentprovidesCEO-level oversight in an effort to ensure
that the hospital applies clear, consistent performance standards and handles performance
problems decisively and objectively
 Is direct but tactful and provides guidance and assistant to improve performance
 Establishes formal means of accountability for direct reports’ assigned duties
 Promotesa workenvironmentthatreflectsapositive atmosphere, high employee satisfaction and
competence and strong evidence of teamwork
 Withthe hospital HRdepartmentandhospital compliance officer attempts to ensure that all forms
of harassmentbyemployees,physicians,patientsandothersinside andoutsidethe hospital are not
tolerated and that any and all instances of harassment are dealt with promptly and in accordance
with law
 Create an environment of continuous improvement that fosters physician and staff collaboration,
enhance revenues, controls costs, and improves overall performance
 Participate as required in hiring of senior medical professionals/Consultants
Board Relations-
 Work closely with the Board and investors to ensure long-term success of the company; Keep the
Board fully informed on all aspects of growth, profitability and development of the company and
seek to utilize the expertise within the Board to address business issues faced by the company
 Achieves cooperation with the board by distributing clear-cut and precise meeting agendas in
advance, with appropriate background information and recommendations, to the board and BMH
officials,bypreparingmanagementrecommendationsinadvance sotheymaybe acted upon by the
policy-making body, guarding against "surprises" occurring during the meeting, anticipating key
questions and achieving a smooth working relationship with the board president or chair
 Responsible forcommunicationof the managementactionplanto the hospital board, medical staff
and employees
 Keepsthe President,andlegal department,asapplicable,aware of all keydevelopmentsinthe
hospital,including political,fiscal,legal,compliance,quality,riskmanagement,andpolicymatters
Physician Relations-
 Developsaneffective working relationship with the medical staff to maintain communication and
positive relationships
 Meets routinely with physicians individually and at appropriate committee meetings
 Developsanunderstandingof the physicianneeds,attitudes,andobjectivestoblendthose with the
functions and strategic objectives of the hospital
Customer Service-
 Understandsthatthe hospital, board,medical staff,employeesandlocal community are customers
and they must be satisfied with our performance; Ensures customer expectations are met or
exceeded

23. C P C D P r o j e c t | 22
Corporate Social Responsibility & Integrity-
 Developandmaintainacorporate culture thatpromotesintegrityandethical valuesthroughoutthe
organization, fostering a culture of ethical business conduct
 Promote and protect the Corporation’s reputation in its markets and with all customers,
communities, and government and regulatory bodies
 To develop bio waste management policy and ensure that the healthcare workers are trained to
handle biological waste
 To initiate community health care programs
Corporate Governance-
 Oversee the development and implementation of, and compliance with, key corporate policies,
including policies regarding corporate governance, social responsibility, risk management and
financial reporting, as well as compliance with applicable legal and regulatory requirements
 Improve throughputthroughstandardquality systems that focus on improving quality of care with
standards of excellence for a consistent patient experience
 Continue to support the information technology strategic plan which moves toward a more fully
electronic clinical environment
 Together with the Disclosure and Compliance Committee and the Chief Financial Officer, ensure
appropriate and timely disclosure of material information
 Together with the Chief Financial Officer:
a. establish and maintain the Corporation’s disclosure controls and procedures through
appropriate policies and processes
b. establish and maintain the Corporation’s internal controls over financial reporting through
appropriate policies and procedures
c. developthe processfor,andcomplywith,the certificationsto be provided in the Corporation’s
public disclosure documents
Supervisory Responsibilities-
 Direct CEO-level supervision of the hospital senior staff members, which may include the Chief
Financial Officer, Chief Human Resources, Chief Nursing Officer, and other department heads, as
well as administrative staff; Indirect supervision of all hospital employees, through subordinate
supervisors employed by hospital
1.3 Job elements:
 Strategic Leadership
 People Management
 Physician Relations
 CustomerService
 Corporate Social responsibility
&Integrity
 Financial Responsibility
 Board Relations
 Corporate Governance
 SupervisoryResponsibilities
1.4 Job Elements Analysis:
JobElement Threshold Differentiator
Knowledge Skills Knowledge Skills
Strategic a. Right networks
who helpto see
a. Abilityto have the
courage of conviction-
a. strong
understanding of
a. adept at finding
common grounds and

24. C P C D P r o j e c t | 23
Leadership through
opportunities
before competitors
do
formed bya robust
decisionprocess
b. Relationshipbuilding
skills
c. Interpersonal skills
the complex
relationships
between
organizationand
its environment
achieving buy-in among
stakeholders whohave
disparate views and
agendas
b. Abilityto interpret
complex andconflicting
information
c. Abilityto take decision
actionthat is consistent
with strategic direction
of the organization
People
Management
a. Knowledge about
the educationand
background of
employees
b. Able to memorize
their nameswill
commandrespect
of employees
a. Abilityto motivate
everymember of
team—evenif they
don’t share common
values
b. Conflict resolution
skills
c. active listening skills
to gain information
and understand
employees’
perspectives
d. Relationshipbuilding
skills
e. Articulate in
communication
f. Charismatic
personality
a. Knowledge about
different
departments and
able to guide them
what all to doin
order to value add
to the company
a. Delegationskills
b. Abilityto be
accountable for
success/failure of
team members
c. Be transparent in
dealing withpeople
d. Abilityto motivate
people to dotheir
best
Physician
Relations
a. Knowledge about
the best physicians
and other medical
professionalsinthe
market
a. Abilityto confidently
network with
physicianfraternity
b. Able to articulate their
needs andaddress
them withspeed
c. Relationshipbuilding
with physicians
a. Extensive
knowledge about
the physicians
problems andtheir
solutions practiced
in this industry
a. Encourage and motivate
doctors to efficiently
handle their high
pressure schedules
b. Consistent
communication with
them
c. Abilityto develop
medical leadership/CMO
Financial
Responsibility
a. Comfortabilityin
understanding
financial side ofthe
business
a. Financial acumen a. Knowledge of how
to read key
financial
documents
b. Identifythe right
numbers/key
indicators to watch
c. Ensure that the
companyhas
timelyand
accurate
accounting and
reporting systems
d. Developing
financial
intelligence
a. Abilityto manage cash
flow of the company
b. Abilityto use financial
informationto forecast
the future

25. C P C D P r o j e c t | 24
Board Relations a. Full knowledge
about board
members andtheir
importance
a. Informallybuilds
relationships with
board members
b. Communicates openly,
proactivelyand
transparently
c. Demonstrates
humility, self-
awareness anda “low-
ego approach
d. Demonstrates
honesty, trust, respect
and transparency
e. Abilityto influence
board
a. Knowledge about
issues andtheir
strategic
alternatives
b. Abilityto explain
financial
implications with
aptness
c. Abilityto explain
technical
imperatives
a. Proactivelyseeks board
input outside of board
meetings
b. Balances strong points
of view with open-
mindedness and
flexibility
c. Recognizes the power of
complementaryskills on
the board
CustomerService a. Solid
understanding of
the customers
a. Customer Service
skills-Empathy,
positivity, patience,
clarityin
communicationand
continuous
improvement
b. Dignityandrespect to
honor patient and
familyperspectives
and choicesindelivery
of care
a. Know Which
Customer Service
Metrics Matter,
and TrackThem
Closely-for eg.,
customer
satisfaction
a. Culture of unbiased
informationsharing
b. Abilityto involve
customers in quality
improvement, planning,
and policyand
Programmatic
development
c. Abilityto involve all
stakeholders (including
managers, medical staff,
nurses, andother
frontline staff)shouldbe
engaged increating
effective, responsive
systems of care
Corporate Social
responsibility
&Integrity
a. Knowledge of
various CSR
potential areas
a. To create a culture of
ethical performance
b. MotivatingStaff for
engaging themselves
in CSR activities
a. Knowledge of
stakeholders
perception
a. Abilityto maintaina
sense ofproper behavior
amidthe heat of
competition
b. Becominganeffective
and aggressive advocate
of ethicalperformance
to the external world
c. Commitment oftop
management towards
CSR
Corporate
Governance
a. Knowledge of
compliance,
regulatory
framework and
legal consequences
a. To establishan
effective
whistleblower
program
b. Abilityto update
inform employees
about the compliance
program
c. To buildconsensus,
should have skills -
Open-ended
questioning;
Respectful, effective
communications;
Active listening;
Bringing issues to the
surface;Analyzing to
a. Payattention to
legal compliance
disasters inthe
corporation’s
industry
b. To Understandthe
dynamics of
corporate
governance
disputes
a. Abilityto motivate a
values-based system of
“governance, culture
and leadership”
b. To set examples as a
responsible corporate
officer
c. Abilityto effectively
buildup relationship
with Boardfor effective
corporate governance
d. Become aware of one’s
personalconflict
management
style

26. C P C D P r o j e c t | 25
deepen understanding
and findpatterns for
organizingthe
information;
Describing common
concerns; Generating
alternative solutions
Supervisory
Responsibilities
a. Knowledge about
team members
about their
education, skills
,and competencies
and abilities
a. the abilityto achieve
success throughothers
b. able to effectively
communicate with
fellow teammembers
and explore ideas and
suggestions put
forward bythe team
c. Abilityto inspire team
members to deliver
their best
a. Knowledge of
performance of
keymembers
a. Abilityto encourage top
performers bygiving
them challenging
assignments
b. Abilityto involve others
in decisionmakingbut
also is anindependent
decisionmaker
c. Comfortable with variety
of people but is not too
trusting
d. Displays emotion
/intensitybut maintains
control
e. Seeks to understand
different perspectives
but does not
overanalyze
f. Mentoring keyfuture
leaders for succession
planning
g. Effective delegation
skills
h. ManagingSmart-Ability
to change under
performers to achievers
1.5 List of Competencies:
Functional Competencies
 MissionStewardship
 Board Relations
 Innerstrength
 Persuading:BeingaGood“Visionator”
 BusinessAcumen
 Risktaking
 Critical Thinking
1.6 BARS for Functional Competencies:
Behavioral Competencies
 Strategicthinking
 Developingothers
 Entrepreneurialdrive
 Sociallyresponsible business excellence
 Work-life balance
 Interpersonal understanding
 Collaboration
MissionStewardship
Work with the board and staffto define the Organization’s mission, communicate it effectivelywithin the
Organization, ensure that it serves continuouslyas aninspiration andguide, and execute it.
Average (Level1) Good (Level 2) VeryGood(Level 3) Excellent(Level 4)

27. C P C D P r o j e c t | 26
Applies the competency in a
less Effective manner, requires
frequent guidance
Applies the competency
in a best Effective
manner, requires
occasionalguidance
Applies the competency in a more
effective manner, generally requires
little or no guidance
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Relate well to all key
stakeholders
a. Motivate staff
and the board
aroundthe
missionof the
organization
a. Incorporate the foundation’s
culture and historyin
exploringthe existing
organizationalmissionand
vision, andhowthese relate to
the current workof the
foundation
a. Detect and overcome weaknesses
in the alignment of the
Organization’s visionandmission
to its current context andfuture
trends
b. Motivate staff andthe board
aroundthe missionof the
foundation
Board Relations
Work with the board to help ensure that it is properlyconstitutedandtrainedto conduct effective governance.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency
in a best Effective
manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Support and
encourage
appropriate
board functioning and
involvement
a. Work with the
board to develop
effective written
bylaws and
processes
a. Facilitate the board’s
development of boardterms
of service and
transitionpolicies
a. Work with the board to create a
supportive environment that
encouragesstaff to take
appropriate risks inservice to the
Organization’s mission
b. Facilitate the board’s awareness
of its development needs and
identification ofappropriate
orientation andtraining
Inner strength
It is the leader’s moral compass, guiding inmost difficult decisions.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency
in a best Effective
manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Addresses concerns
with employee
behavior ina
confidential and
respectful manner
b. Investigates
indiscipline and
takes corrective
action, as
appropriate
c. Communicates honestlywith
employees regarding potential
changes affectingthe
organizationto ensure staff
are treatedfairly
a. Promotes a climate of openness
and honestyanddoesnot
penalize responsible dissent
b. Displays fortitude to support
ethical actions that maynegatively
impact selfor stakeholders
Persuading:Beinga Good“Visionator”
Abilityto articulate visionor strategyandthe direction inwhichorganization is going.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Meets withstaff to
address concerns
about new
organizational
structure
a. Communicates vision and
missionof newoffice to
employees while
incorporating employee
feedback for ideas on
accomplishingnew goals
and objectives
a. Conducts workshop
with employees,
humanresources
staff, andcustomers
to build a vision,
strategy, andgoals
for the unit
a. Develops an approachto improve
efficiencyand effectiveness ofthe
organizationalstructure byusing
creative reorganizingconcepts
BusinessAcumen
Abilityto manage human, financial, legal andinformationresources strategically.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others

28. C P C D P r o j e c t | 27
guidance
a. Settingup a systemto
Monitor income and
expenditures for
projects
b. Recognizes employee
contributions by
rewarding employees
publicly
a. Ensures inventory
accounting is accurate and
complete
b. Identifiesmissioncritical
occupations and
associatedcompetencies
neededto perform
organizationalfunctions
c. Works with contractors to
implement anIT system
change to meet
requirements of a new
legislative mandate
a. Ensures financial
commitments and
deadlines are met by
facilitatingand
assessingprocesses,
situations, and
issues andtakes
corrective action, as
needed
b. Leads taskforce to
analyze agency-wide
staffing needs and
develops strategyto
address recruitment
needs
a. Designs and implements an
agency-wide financial
management system to meet
organizationalobjectives
b. Develops a culture ofcollection
from the clients
c. Develops newagency-wide
incentive programto retain
employees withtechnical
expertise
d. Prioritizes and approves agency
investment ininformation
technology(IT) applications and
systems
Risk Taking
To be able to take calculatedrisks after conducting an in-depthevaluationof the probabilitiesassociatedwiththe profit andloss
outcomes of the decision.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Speaks upto ensure
people are properly
informed, to clarify
inaccurate
information.
a. Proposes newor modified
approaches, practices, and
processes anddefends
them effectivelyif
challenged.
a. Takes onextremely
challenging,
i.e., veryrisky
personally, but
justified, positions
willingly.
a. Challenges management or
clients honestly, sometimesat the
risk of triggering a conflict.
Critical Thinking
Identifiesand analyzes problems;weighs relevance and accuracyof information;generates andevaluatesalternative solutions;makes
recommendations.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Proposes solutionto
improve customer
satisfaction
a. Addresses routine
organizationalproblems by
leading a team to
brainstorm solutions
a. Addresses systemic
barriers inhibiting
the achievement of
results byforming
teams to conduct
focus groups and
developsolutions
b. Reconciles
conflicting and/or
incomplete
information to
developsolutions
a. Develops andimplements a
remediationplan restoring
stakeholder confidence ina critical
program
1.7 BARS for Behavioural Competencies:

29. C P C D P r o j e c t | 28
Collaboration
Developing relationships with medical andnursing schools, governmental authorities, and keyorganizations andbusinesses inthe
communitywill be increasinglyimportant. These partnerships maybe the best wayto provide services to the greatest number of
people inthe community.
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Meets withstaff to
discuss plans to
implement strategic
goals
a. Considers stakeholder
input when developing
strategies to ensure
mutuallyagreeable
initiatives
a. Partners with
various parties by
sharing information
and resources across
multiple levels to
establishnew
programs
a. Develops, publicizes, andgarners
support for programs and policies
bymeeting withkeyofficials,
executives, unions, employees,
and other interestedparties
Strategic Thinking
Identifiestrends, patterns or connections between organizational issues, and identifies keyor underlying factors
in complex situations; Identifies prioritiesand opportunities for the organization, andaligns dailywork withlong-range visions and
directions of the company
Average (Level1)
Applies the competency in a less
Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a
best Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key resource
and advises others
a. Conducts an
environmental scan
(e.g., organizational
readiness, external
factors, trends, etc.)
when determining
current organizational
priorities
a. Activelyresearches
current developments
and trends
a. Ensures that initiatives
across the
organizationare
aligned withthe
organization’s mission
a. Recognizes opportunities
and risks associatedwith
different long term
organizationalandinter-
organizational
approaches to emerging
issues
Developingothers
Develops the abilityof others to performandcontribute to the organizationbyprovidingongoingfeedback and byproviding
opportunitiesto learnthroughformal andinformal methods
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Provides orientation
to new employees
b. Provides constructive
feedback, guidance, and
reinforcement to
employees regarding job
performance
c. Recommends details
and developmental
assignments to staff
basedoncareer
interests and work
unit needs
a. Directs working group to design
training programs focusedon skills
necessaryfor meeting strategic
goals
Entrepreneurial drive
Positions the organization for future success byidentifying new opportunities;builds the organizationbydevelopingor improving
products or services. Takescalculatedrisks to accomplishorganizational objectives
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Considers feedback
when developing a
new service
a. Considers current
guidelineswhen
developing a new product
a. Conducts research
and develops
business proposals
resulting ina high
a. Assessescustomer needs and
develops innovative products and
services to address
recommendations

30. C P C D P r o j e c t | 29
return on
investment
SociallyResponsiblebusinessexcellence
Shows a commitment to serve the public. Ensures that actions meet public needs;aligns organizational objectives and practices with
public interests
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more effective manner,
generally requires little or no
guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource and
advises others
a. Motivates employees
and their families to
participate in various
socialinitiatives
a. Understands the
communityneeds and
ensures theyare
addressedwith the
available resources
a. Partners with
communityleaders
to develop
neighborhoodaction
plans
a. to devise parameters for
successful implementationof
various programs
b. To compile the reports of
corporate sustainabilityindex
c. Various incentive schemes for
successful completionof desired
goals for individuals/teams
Work-Lifebalance
Proper prioritizing between "work"(career andambition)and"lifestyle" (health, pleasure, leisure, familyandspiritual
development/meditation)
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a more
effective manner, generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Encourage a culture
of prioritization of
work
a. Introduces flexi hours for
employees
a. Work places are designed
ergonomically, optimizing
humanwell-being and
overall system
performance
a. Developing policiesfor
encouragement of recreation
and sports
b. Strategicallyplanning various
healthrelated programs to
increase the participation of
staff
Interpersonal Understanding
Treats others withcourtesy, sensitivity, andrespect. Considers andresponds appropriatelyto the needs andfeelings of different
people indifferent situations
Average (Level1)
Applies the competency in a
less Effective manner, requires
frequent guidance
Good (Level 2)
Applies the competency in
a best Effective manner,
requires occasional
guidance
VeryGood(Level 3)
Applies the competency in a more
effective manner, generally requires little
or no guidance
Excellent(Level 4)
Applies the competency in a most
Effective manner, serves as a key
resource and advises others
a. Interacts withco-
workers ina tactful
manner
b. Shows employees
empathyand
respect
a. Meets withstaff andlistens to
their perspective on
organizationalpolicies and
procedures
a. Is consistentlyopenand
approachable when resolving
highlysensitive and complex
issues
Position:
1.0 Manager –Quality and Patient Safety
1.1 Objective of the role:
a. The focus of the role is to support the hospital’s mission “to deliver exceptional patient care in an
environment where quality, respect, caring and compassion is the core of our practice”.

31. C P C D P r o j e c t | 30
b. Thispositionis responsible for contributing to hospital-wide and departmental quality initiatives.
This involves performing the assessment and analysis of operations and processes.
c. Additionally, he/she works collaboratively with staff and managers to promote design and
implement improvements and innovations at Hospital.
d. In orderto achieve definedoutcomes,he/she engenderscommitment,encouragescultural changes,
disseminates information, and provides support for behavioral safety process changes.
e. The purpose of the position is patient-centeredness, staff vitality, process efficiency and waste
reduction, and safe and reliable patient care.
1.2 Key Responsibilities and Deliverables:
 Assistsstaff andmanagementin the determinationof reliable,valid,andmeasurable qualityand
patientsafetyindicators
 Clinical &Non-Clinical ProcessImprovementw.r.t.,NABHStandards
 Implementascore card basedmetricstoassessclinical qualityresultinginstandardizedand
measurable clinical scorecards
 IdentifiesregulatoryobligationsforQA andQC activitiesandassuresthatthe organizationis
addressingregulatoryrequirementsrelatedtoqualityandpatientsafety.
 Servesasthe liaisonbetweenqualityandpatientsafetyactivitiesandthe associateddatasourcesto
assure the bestdata collectedinthe simplest,mostefficientmanner.
 Uses keytoolstofocuson processreview ratherthanpeople review includingprocessflowcharting,
prioritymatrices,FMEA,runcharts, SPC charts,and affinitydiagrams
 Works to ensure thatqualityimprovementandinnovationworkremainsfocusedonone ormore of
the followinggoals:patient-centeredness,staff vitality,processefficiencyandwaste reduction,and
safe and reliable patient care.
 Effectivelycommunicatesimprovementsthatare made to workteams,staff,managers,and
administratorsthroughoutthe organization.
 Works withmedical andclinical leadershiptoorganize,design,andpresentreportsonqualityand
patientsafety initiatives.
 To assistand facilitate unitsforapplyingHealthcare Awards/Excellence /QualityImprovement
Projects
 Use clinical expertiseto identify andevaluateactivitiesoreventsoccurringwithinthe Health Center
that have the potential toleadtopatientinjuryand/orwhichrepresentsopportunitiesto improve
the safetyof servicesofferedbythe HealthCenter
 Provideseffective leadershipforconductingpatientsafety/clinical riskassessmentsandadverse
eventinvestigations,includingrootcause analysesandimplementationof effective corrective action
plans
 Educate and train medical centerstaff andphysiciansinthe organizationonthe systembased
causesfor medical errorsandotherissuesrelatedtopatientsafetyandclinical riskmanagement
 Enhancesprofessionalgrowthanddevelopmentandmaintainsskillsandknowledgethrough
participationineducationalprograms,currentliterature,in-services,workshopsandprofessional
Affiliations
 FacilitatesRiskManagementmeetings,maintainsminutesof meeting,tracksprocessimprovements,
maintainsPerformance Improvementfiles,ensuringcompliance

32. C P C D P r o j e c t | 31
1.3 Job elements:
 Clinical Excellence
 Quality Management
 Developing SOPs
 Risk Management
 Audits
 Knowledge Enhancement
 Training and Development
 Accreditation
1.4 Job Elements Analysis:
JobElement Threshold Differentiator
Knowledge Skills Knowledge Skills
Clinical
Excellence
a. Knowledge and
experience
workingwith
accreditation
standards,
healthcare
regulations
b. Comprehensive
understanding
of Healthcare
industry
a. Excellent organizational,
communication, and
negotiationskills
a. In-depth
understanding
of project
management
and process
improvement,
comprehensiv
e
understanding
of clinical
processes
b. Demonstrates
substantial
knowledge of
NABH and
other
regulating
agency/accred
itingbody
requirements
a. Abilityto workwith variety
of disciplines andlevelsof
staff acrossservice linesand
corporation
Quality
Management
a. Knowledge of
performance
improvement,
quality, and/or
patient safety
a. Abilityto workwith and
meet multiple deadlines
b. Must be able to write;
create both simple and
complex correspondence
to multiple internaland
external audiences
a. Knowledge of
data
abstraction
and analysis
techniques
a. Excellent computer skillsto
include allMicrosoft Office
suite applications as well as
Clinical Information System,
internal database
creation/use; external
databases
Risk
Management
a. Knowledge of
the harm
causedby
health-care
errors and
systemfailures
b. Knowledge of
risk
management
principles and
methods
relatedto
patient safety.
a. skills indata collection,
analysis, anddisplay
b. Excellent verbal and
written communication
skills.
a. the lessons
about error
and system
failure
from other
industries
b.
b. Knowledge of
healthcare
rules and
regulations
a. skills inroot cause analysis,
robust system design

33. C P C D P r o j e c t | 32
Audits a. Knowledge
about various
audits in
hospitals
a. Abilityto be demanding
b. Be Diligent
a. Knowledge
about the
vendors
/agency
conducting
successful
audits
b. Knowledge
about the
benchmarking
practices in
the industry
a. Abilityto insist ontimely
and appropriate briefings
and responses
Accreditation a. Experience and
knowledge of
conducting the
entire
accreditation
process from
beginning to
end
a. Abilityto Orient
management, staffand
other stakeholders onthe
accreditation program
b. Good time management
skills
c. Excellent organizational
skills andstrong attention
to detail
d. Abilityto develop,
organize, motivate and
coordinate groups across
the organization
e. Abilityto collect and
organize data
a. Knowledge
and familiarity
with the
Standards,
measures and
domains
b. Knowledge of
the
jurisdiction
the health
department
serves
a. Abilityto developand
implement a
communications plan to
ensure that all relevant
parties (e.g., staff, health
director, andlocal
governing entity) are kept
apprisedof the progress
b. Abilityto developand
maintaindatabase of
documents that
demonstrate conformityto
accreditationstandards and
measures
c. Abilityto collaborate
effectivelywithstaff
members, public officials,
representatives andother
stakeholders
Knowledge
Enhancement
a. Knowledge
about the latest
qualitytools in
the market
a. Aptitude for continuous
learning
a. Knowledge
about the
various
trainings and
quality
certification
agencies
a. Abilityto Consolidate and
transfer the newknowledge
Trainingand
Development
a. Knowledge of
various skill
gaps inthe
accreditation
process, new
technologies
etc.
a. Abilityto workout training
modules for clinical as well
non clinical staffs
a. Knowledge of
various
agencies
conducting
such programs
a. Abilityto convince
management about the
utilityof these programs
b. Abilityto roll out these
programs ina short spanof
time
Developing
Standard
Operating
Procedures
(SOPs)
a. Knowledge of
various formats
usedfor
developing
SOPs-
Hierarchical
steps,
Flowcharts etc.
b. Good writing
skills
a. Abilityto educate the
employees about the new
SOPs
a. Knowledge
and
experience of
launchingit on
a suitable
platform-IT
software’s
etc.
a. Abilityto adopt suggestion
for changes and implement
it

34. C P C D P r o j e c t | 33
1.5 List of Competencies:
Functional Competencies
 Analysis
 ProjectManagement
 Advance Computingskills
 SubjectExpertise
 ProfessionalDevelopment
1.6 BARS for Functional Competencies:
Behavioral Competencies
 Communication
 Change Management
 CoalitionBuilding
 AccountabilityforResults
 Service Orientation
 Interpersonal understanding
 Teamwork
Analysis
The abilityto visualize, articulate andsolve problems and concepts. Applies critical thinkingto gather andanalyze information, design
and test solutions to problems and formulate plans.
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Uses multiple
sources of
informationto
identifypatient
safetyproblems
b. Makes sound
and timely
decisions
involving simple
or routine
situations
b.
a. Uses data collection and
analysis tools, (e.g., run charts,
control charts, Paretocharts,
flow charts, cause-and-effect
diagrams, root cause analysis,
failure mode andeffects
analysis) to improve patient
safety
b. Fosters cooperation among
colleaguesinproblem-solving
c. Identifieshumanfactors (e.g.,
fatigue, stress, human
limitations, tasksaturation,
workload, communication
failures) that cancontribute to
error
a. Translates data
into actionable
information,
identifying
patterns or
problemareas and
presentingresults
to support
decision-making
among senior
leadership
b. Anticipates
potential threats
or opportunities
when formulating
approaches for
solving problems
a. Uses measurement andevaluationto
engage allstakeholders
b. Considers a broad range of internal
and external factors when making
recommendations
c. Explains rationale for decisions
d. Develops processesor programs to
support the smoothflowof
informationto ensure systemissues
are consistentlyidentified, prioritized,
and addressed
ProjectManagement
Organizes workfor self or others, sets prioritiesand determines resource requirements;determines short or long-term goals and
strategies to achieve them
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Identifies
potential risks to
the project
a. Identifiesitems that needto
be included andaccounted for
in the project budget
a. Prioritizes work
assignments of
other individuals
a. Ensures an efficient and effective use
of resources (e.g., monetary
resources, humanresources, etc.).

35. C P C D P r o j e c t | 34
Advance Computingskills
Effectivelyuses andleverages technology, tools andequipment to achieve results and maximize efficiencyandcommunications; uses
computer hardware/software, standard(e.g., database, word processing, presentation, virtual meeting and social media software)
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Uses basic
functions of
computer
software (e.g.,
word processing,
Internet searches,
email)
a. Communicates via email,
blogs, threadeddiscussions,
webinars
a. Uses the patient
safetyreporting
systemto manage
incident reports,
generate
customized
reports and inform
leadership
a. Uses advanced functions of computer
software (e.g., statisticalmanipulation
and analysis)
SubjectExpertise
Maintains a current understandingof the subject, best practicesandregulatoryrequirements that are aimedat achieving a culture of
qualityand safety
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Keeps up-to-date on
changes/revisions to
policies, regulations,
guidelines, best
practices and
standards pertaining
to patient safety
a. Activelyparticipates inthe
accreditationprocessand
periodic performance
reviews
a. In collaboration
with healthcare
professionals,
implements
educational
activitiesto
promote patient
engagement
a. Contributesto changes/revisions to
Service andfacility-level policies and
guidelines
b. Collaboratesacross ranks and
departments to seeksolutions to safe
culture vulnerabilities
ProfessionalDevelopment
Identifiesand participates in opportunities for continued professional development throughout a career including formal (e.g.,
courses, conferences, etc.) andinformal learning (e.g., mentorships, communities ofpractice, reading, networking, etc.).
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Identifiesand
uses learning
resources to
stayup-to-date
a. Develops, coordinatesand
presents ongoingpatient
safetyeducationprograms on
topics such as safetyculture,
transparency, disclosure,
patient-centered care, cultural
literacy, systems thinking,
culture assessment and
patient engagement
a. Contributesto the
educationof peers
bysharing lessons
learned
b. Both seeks and
provides
constructive
feedback
a. Develops andexpands advanced
competencies throughvarious means
to include observation, case studies,
participationincommunitiesof
practice, research, collaborationand
participationinformal learning
events/programs
1.7 BARS for Behavioural Competencies:
Communication
Abilityto use words effectivelyto impart informationor ideas (e.g., sharing thoughts, messages, or informationbyspeech, signals,
writingor behavior) andtransmit information through presentations, Includes the abilityto listen and interpret other people’s verbal

36. C P C D P r o j e c t | 35
or nonverbal messages
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Expresses ideas and
information
effectivelyand
clearly;articulates
ideasinnon-
judgmental and
non-confrontational
ways;uses culturally
sensitive language
a. Ensures that staffand
leadershipare provided
with clear, timely, and
accurate information
a. Facilitates group
conversations in
order to clarify
issues and
establishdirection
a. Develops templates for reports
requiredbysupervisor to ensure
these reports are written to
specifications andprovide appropriate
level of detail (e.g., event reports,
status reports, actionplans)
Change Management
Persuades others to accept recommendations, cooperate or change their behavior to focus on patient safety;works withothers
towards an agreement
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood
(Level 3)
Applies the
competencyin a more
Effective manner,
generally requires
little or no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Persuades peers to
accept
recommendations
for change
a. Encourages voluntary
practitioner reporting of
adverse events anddisclosure
a. Communicates
that patient
safetyis a vital
responsibility
that must be
promotedby
the entire
facility
a. Promotes a work environment that
emphasizes learningandfocuses on
systemperformance rather than on
individualblame
CoalitionBuilding
Abilityto form and promote partnerships with individualsor organizations to support or advance the cause of qualityandpatient
safety
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Establishes internal
relationships with
clinical and
administrative staff
to ensure patient
safetyis a top
priority
a. Negotiates issues with
others
a. Identifies
informationand
facilitatesanopen
flow of
information
exchange
a. Utilizedbycolleaguesas a keytrusted
advisor witha reputationfor results
AccountabilityforResults
Demonstrates a proactive approach to completingtasks to ensure thoroughness and quality
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Takes ownershipof
work completed,
accepting and
a. Completes assignedtasks
even during times of
uncertaintyor ambiguity,
a. Demonstrates the
abilityto quickly
become
a. Holds responsibilityfor multiple,
simultaneous assignments

37. C P C D P r o j e c t | 36
incorporating
constructive
feedback
while maintaining
flexibilityanda positive
work attitude
acclimatedand
productive and
helps others
acclimate to new
or changing
priorities or
environments
Service Orientation
Abilityto create andsustainanorganizational culture that encourages others to provide qualitypatient care
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Communicates the
need and
importance for
patient-centered
care to others
a. Identifiesresources (e.g.,
tools, support) neededto
provide patient-centered
care
a. Demonstrates
willingnessto take
on responsibilities
and challengesand
do what is needed
without being
asked
a. Acts as a model to demonstrate
excellence inpublic-service
Interpersonal understanding
Exemplifies professionalism by displaying courtesy, tact, empathy, compassion, respect andconcern in dealing withco-workers and
others;develops andmaintains relationships;deals effectivelywith people whoare difficult, hostile, distressed;andrelates well to
people fromvariedbackgrounds andsituations, andis sensitive to individual differences
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in a
more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Interacts,
cooperates, and
works well with
management,
colleagues, patients,
and general public
under guidance and
supervision
a. Establishes rapport during
attendance at meetings by
sharing information.
a. Listens to and
interprets others’
verbal andnon-
verbal
communications
a. Seeks to understand the
perspective ofothers (e.g.,
Patients andfamilies,
Administrators, Clinicians, etc.)
Teamwork
Encourages andfacilitates cooperation, pride and groupidentity;fosters team commitment andspirit ;seeks input from team
members in achieving goals;andembracesa collaborative work environment in which teams cancross multiple disciplines andlevel
Average (Level1)
Applies the competency in a
less Effective manner,
requires frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires
occasionalguidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Cooperates with
others to complete
routine tasks
a. Identifiesand defines
team member roles
a. Solicits input from
others inaninter-
disciplinaryteam
to consider
different
perspectives
a. Presents controversial findings
tactfullyto management officials
regarding sensitive topics

38. C P C D P r o j e c t | 37
Position:
1.0 Staff Nurse
1.1 Objective of the role:
The Staff nurse is responsible for the complete nursing care of the patient assigned to her/him.
1.2 Key Responsibilities and Deliverables:
General Care of the Patients
 Bedside nursingcare to assignedstable patientsinCCUunitbasedon basicassessmentand
evaluatingthe outcomes
 Provide routine care forall patientsadmittedinCCU
 Make intake andoutputchart aftermonitoringthe fluidand electrolytebalance
 Monitoringvital signsandreportany deviationfromnormal tothe concernedteamleader
 Carry out variousproceduresliketracheostomy,intubationetc.
 Administermedicationsandtreatmentstothe patientasprescribedbythe physician
 Cardiopulmonaryresuscitationincase of emergencysituation
 Adhere tothe hospital policiestopreventinfectionandtoensure standardhealthcare tothe
patients
 Work as an effectivememberof the teamto provide qualityandsafe patientcare
Ward Management
 Handingoverand takingcharge of shift
 Keepingthe wardcleanandtidy
 Preparationof surgical supplies,bandage,splint
 Routine care and cleaningof dressingtrolleys,cupboards,apparatus,mackintoshetc.
 Care of cleanand soiledlinens
 Disinfectionsof linen, beds,floorandbedpans
Professional Development and Education
 Demonstration and guidance to student nurses and domestic staff
 Supervision of domestic staff
 Assistance in orientation of new staff nurses
 Participation in staff education and staff meeting
 Participation in professional activities
Research and Development
 To assist in promoting nursing practice in line with relevant research
 To maintain an awareness of evidence-based practice
Audit, Quality and Risk Management
 To participate in the audit process for monitoring and reviewing nursing quality

39. C P C D P r o j e c t | 38
 Identify own training needs, to ensure individual is informed and competent in the use of all
equipment provided for use
1.3 Job elements:
 Patient Care with empathy
 Ward Management
 Professional Development and Education
 Resource Management
 Audit, Quality and Risk Management
1.4 Job Elements Analysis:
JobElement Threshold Differentiator
Knowledge Skills Knowledge Skills
PatientCare a. Knowledge of
programs ofcare
a. Effective
communication
skills
a. Knowledge of all
protocols
a. Abilityto ensure patient
confidentiality
Ward
Management
a. Knowledge of nursing
procedures
b. Knowledge of
documentation
process
b. Floor management
skills
a. Knowledge of
biomedical waste
disposal
a. Empathywith Patients
b. HealthandSafety
c. Safeguarding children
Professional
Development
and Education
a. knowledge of nursing
theory
and best practice at
the level of
a newlyqualified
nurse
a. Teaching skills a. Knowledge of codes
of practice
a. Demonstrates evidence
of
abilityto educate others
Resource
Management
a. awareness of
budgeting, exercising
care andeconomyin
the ordering and use
of equipment
a. reducing waste a. Knowledge of
materialsordered
and maintaining
their proper records
a. Abilityto guide other
staff to use materials
with discretion
Audit,Quality
and Risk
Management
a. Awareness of the
national, professional
and local quality
issues relevant to
the deliveryof
nursingservices, e.g.
Clinical Governance
a. Abilityto uphold
qualityinitiatives
that improve
‘customer care’
and enhance the
interface
betweenstaff,
patients and
visitors
a. Aware of personal
responsibilitiesin
relationto the
maintenance of a
safe environment
and identificationof
potential risks for all
personnel, patients
and visitors
a. Abilityto handle
complaints

40. C P C D P r o j e c t | 39
1.5 List of Competencies:
Functional Competencies
 Clinical Audit
 Clinical Research
 Basic Computingskills
 Documentation
 Physical SkillsandEffort
 Stressmanagement
1.6 BARS for Functional Competencies:
Behavioral Competencies
 Communication
 Teamwork
 MaintainingConfidentiality
 Empathyand Caringapproach
 Emotional Stability
Clinical Audit
That seeks to improve patient care andoutcomesthroughsystematic review ofcare against explicit criteria and the implementation
of change
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
Very Good(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. To participate in
the audit
process for
monitoringand
reviewing
nursingquality
a. To provide all the necessary
report for the successful audit
process
a. To participate in
maintaining a
cleanenvironment
a. To contribute to the settingand
monitoringof measurable standards
of care and be accountable for
maintaining standards
Clinical research
Science that determines the safetyandeffectivenessof medications, devices, diagnostic products and treatment regimens intended
for humanuse
Average (Level1)
Applies the competency in
a less Effective manner,
requires frequent
guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. To understandthe
researchbased
programs and
support them
a. To maintain an
awareness of evidence-
based practice
a. promotingnursing
practice inline
with relevant
research
a. To contribute to researchand
development programs withinthe
ward
Basic Computingskills
Uses basic functions ofcomputer software (e.g., word processing, Internet searches, email)
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Understanding
of basic
a. Documentationthrough
computers
a. Preparation of
various teaching
a. Generation of monthlyclinicalreports

41. C P C D P r o j e c t | 40
computers modules
Documentation
It is the creationof a digital or analogrecorddetailinga medical treatment, medical trialor clinicaltest
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. To be aware
about the
correct
documentation
procedures
a. To complete patient
documentationcorrectly
a. Teaching staff
members about
documentation
a. document professionalnursingcare
utilizing the nursing process for
patients in accordance with physician
orders and establishedpoliciesand
procedures
Physical SkillsandEffort
Requires physical strengthto execute the tasks
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in a
more
Effective manner, generally
requires little or noguidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Assisting in
rehabilitation
a. No inhibitioninhandling
patients manually
a. handling appropriate
lifting aids to
maintainpatient
comfort
a. Undertake specific nursing
procedures involving physical
skills for example intravenous
injections
Stress Management
Management ofmentalor emotional strain or tensionresultingfrom adverse or demanding circumstance
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Maintaining a
balance
betweenwork
and play
a. Be aware of unhelpful thinking
when stressed
a. Taking a
counselling
sessions about to
manage things ina
better way
a. Attendingstressmanagement
trainings
1.7 BARS for Behavioral Competencies:
Communication
Abilityto use words effectivelyto impart informationor ideas
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Uses effective
listeningskills to
identify
important
a. Encourages robust reporting
of all medication and non-
medicationrelated PS
events/incidents to include
a. Responds with
confidence and
credibilitywhen
faced withon-the-
a. Mentors or teaches others to write
reports

42. C P C D P r o j e c t | 41
informationin
conversations
and to engage
people
near miss events spot questions or
challenges
Teamwork
Achieves commongoals byworkingcooperativelywithothers anddeveloping a positive workclimate
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Works within
the teamand
does his/her
specific share
of the work
a. Openlyand
activelyshares all
relevant or useful
informationand
resources
a. Promotes
harmonyand
consensus across
the
group
a. Promotes sharing
of expertise among
teams to achieve
superior service
MaintainingConfidentiality
Essential to maintain patients ‘privacyandconfidentiality
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. To understand
the governance
and data
protection
policies
a. To complywith information
governance anddata
protectionpolicies
a. Encourage fellow
colleaguesto
maintain
confidentialityof
information
a. Commitment towards maintaining
confidentialityof information
Empathyand Caringapproach
Clinical empathyinvolves anabilityto:(a)understandthe patient’s situation, perspective, and feelings (andtheir attachedmeanings);
(b) to communicate that understanding and checkits accuracy;and(c) to act onthat understanding withthe patient in a helpful
(therapeutic)way
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Practicing active
listeningto
understand
patient
a. Learning fromsenior nursing
staff about handling patients
with empathy
a. Demonstrates an
empathetic
and caring
approachto
patients
and relatives
a. Role model for being the best in
nursingpractice
Emotional Stability
It is the capacityto maintainones emotional balance under stressful circumstances
Average (Level1)
Applies the competency
in a less Effective
manner, requires
frequent guidance
Good (Level 2)
Applies the competency in a best
Effective manner, requires occasional
guidance
VeryGood(Level 3)
Applies the competency in
a more
Effective manner,
generally requires little or
no guidance
Excellent(Level 4)
Applies the competency in a most Effective
manner, serves as a key resource andadvises
others
a. Exhibiting self-
confidence at
work
a. Practicing prioritization of
work
a. Takingregular
breaks between
work and leisure
a. Demonstrated abilityto deal with
exposure to bereavement and
‘difficult’ patients & relatives.

43. C P C D P r o j e c t | 42
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44. C P C D P r o j e c t | 43
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…………………………………………………………………..Thank You…………………………………………………………………………...