LEGACY Competency Dictionary - WordPress.com · LEGACY Competency Dictionary ... Under each of these competencies are a set of five behaviours that are expected of every healthcare

LEGACY

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

Our People Strategy Senior Management

2

Introduction

a competency framework is to provide staff with a model that broadly defines the expected standaorganization.

have developed a competency framework called Legacy. LEGACY is an acronym for Leader, Engagement, Goals, Analytical, Customer Focused and You Self‐Aware. Under each of these competencies are a set of five behaviours that are expected of every healthcare worker for a

The the job families beginning with a "core set" of 8 competencies. For example, students and volunteers would be required to have the "core set" as identified through job interview questioning. As we move through each job family the core set remains and

The purpose of rd of performance within an

At SMGH we

total of 30 overall behaviours. These behaviours are attached to the 11 job families within the organization as follows:

Executive Management Senior Management Management Healthcare Nursing Healthcare liC nical Healthcare Non‐Clinical

Healthcare Mechanical / Healthcare Professional Support

Technica Healthcare Service / Support

l Support

Healthcare Administrative Support Students/ Volunteers

behaviours cascade through

additional competencies are required.

3

L E G A C Y Leader Engagement Goals Analytical Custom ocused er F You‐Se ware lf A

Vision Orga Value Strate Commitme to Carnizational Pride gic Thinking nt Excellence eer Management

Decisiveness table e Change Management Accoun Planning Patient Centric Balance Work & Hom

Transparency Participative Oriented n ence Management Achievement Innovatio Cultural Compet Self Awareness

Leading EE’s/Teams onships Building Relati Develop Others/Capacity Quick Study Communication Compassion &

Sensitivity

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

Each of the competencies has a defined behaviour mples. These ehaviours have a rating scale of 1‐5, identifying differing levels of proficiency that not only form the basis of our new performance apprais process but a map of behaviours expected by all health care workers.

on a range from 1 ‐ 5. This range is how the expected behaviours are measured and will provide you with an understanding of your performance

Competency you will find five competency related behaviours. Your performance appraisal will score you on the five competency related behaviours to give you an overall score on the Competency.

with exa bal

The following booklet will outline the definitions of the LEGACY competency framework. In addition, each competency will list a set of behaviours

appraisal. Under each

4

Senior Management

score calculated?

How is your Legacy

V

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LELea EE’s

MEMa EE’s

Leader Score Vision Decisiveness Transparency ding naging

OP Orga nal

CM

Ma

P

BR

MMM &

Engagement Score nizatio

Pride Changenagem

BuildingRelationshi

obilizes Motivates

Participativeent ps

VA A DO

AO APGoals Score Achievement

riente

O dAligns

Priorities Value Acco ble unta Develop

Others/Capacity

ST St c T

P

I QS RAnalytical Score Planning Innovation Qu udy ick St Resourceful rategi

hinking

CE PCPatie ntric

CC C

Co

COCom tion

RMMa

Customer Focused Commitment

xcellen

to E ce ulturalmpeten

Risk nagem

municant CeScore ce ent

CA BW

W

SA CS &

CYou‐Self Aware Self AwarenessCareer

naBalanceork/Ho

CompassionSensitivit

Composure Score Ma gement me y

5

Vision

Definition Why it’s Important Develops, communicates, and aligns others around a vision and strategy for the future. Creates plans and ensure their programs align with

It is important for Senior managers to have a vision of how they will fulfil their mandate. This guides a lead set direction for initiatives that

the overall strategy and vision for SMGH.

er's work and helps to employees.

Summary Statements Most Favourable Favourable Neutral Unfavourable Most Unfavourable

Always communicates the e

Frequently communicates the organi to

s

ensuring

communica

on the an

Understands the

involved in the

Does not clearly understand the Has

organization's vision to thappropriate people. Has animportant influence on the organization's strategic plan and practices, ensuring consistency with the vision.

zation's visionthe appropriate people. Hainfluence on the organization's strategic plan and practices, consistency with the vision.

Understands and is able to te the

organization's vision. Has limited influence organization's strategic pland practices.

organization's vision, butdoes not help to communicate it to others.Has not been organization's strategic planand practices.

organization's vision. not been involved in strategicplanning.

Warning Signs Positive Indicators Does not demonstrate e tegic vision as evidenced by

observable behaviours. Is often overheard complaining or putting down the efforts of others

who align to strategic goals

n a

i

thusiasm for stri.e. eye rolling

Does not report to meetings or avoids corporate events

Shows support for Sen enthusiasm for strategic goals

Is able to link their departmental vision with overall strategic outcomesWorks

or Management and

towards program development and enhancement in a way that

solidifies strategic direction Shares vision with peers and subordinates in order to reach a common

goal

6

Decisiveness

Definition Why it’s Important Is able to balance analysis with ac ntifies and acts promptly upon In our lives we are daily chal ant decisions. The people tion and ideopportunities and threats to the organization while allocating resources necessary to achieve the organization’s mission/goals. Is evaluating the potential and actual impact of decisions on subordinate managers, staff members, and external stakeholders.

lenged to make importwe are leading depend on us as leaders to make proper decisions allowing them to do their jobs.


Stroner

.

Good abnder

ut

Is

cks

Develo king Doe

cisions

g ability to make ndthoughtful decisions u

pressure. Gathers accurate input before making decisions, and considers theimpact of decisions from a stakeholder perspective. Ableto make quick decisions when necessary. Not afraid to make unpopular decisions

ility to make thoughtful decisions upressure. Gathers some inpbefore making decisions, and considers the impact of decisions. Often able to make quick decisions. Occasionally lacks confidence in making unpopular decisions.

able to sions make deciunder pressure. Does not always fully consider the impact of decisions. Occasionally has difficultymaking quick decisions. Laconfidence in making unpopular decisions.

ping decision maskills. Would benefit from further training and experience.

s not have decision making skills. Lacks confidence to make deunder pressure.

Warning Signs Positive Indicators Takes action without thi nge of outcomes. Avoids making decisions

d to make decisions

nking of the full ra

Depends on subordinate

The ability to make prom ing they are clear and understood.

Displays confidence in their decisions

pt decisions while ensur

7

Transparency

Definition Why it’s Important Firmly adheres to codes of condu l principles; behaves

sideration Anything that damages the within an organization

as

ct and ethicaconsistently, and is open, honest and trustworthy; acts without conof personal gain.

faith and trust of thosedamages the ability of the leaders to lead and of the organization to accomplish its mission and goals. When we're not transparent we're seen lacking credibility, dependability and trustworthiness.


Exem

ugh de of

ts

Very str

relied

G

es,

Occasi lack of Doe

plary sense of responsibility and commitment as demonstrated throadherence to SMGH CoConduct and Ethical Principles. Can always be relied upon to behave consistently and follow through on commitmenand promises. Willing to admit to mistakes.

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

ood sens nsibilitye of respoand commitment. Usually follows through on commitments and promiswith a few small delays. When approached, is willing to admit to mistakes.

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

s not display a sense ofresponsibility or commitment. Often fails to follow through on commitments. Will not admitto mistakes.

Warning Signs Positive Indicators Make decision‐making o gly arbitrary with no over‐

riding sense of structure or values Say one thing and do another; don’t communicate – don’t keep peop

paque and seemin

le informed; lie (in political lingo “misspeak”)

Don’t have clear rules of engagement; don’t follow your policies and guidelines

Contradict yourself Catch people by surprise Fail to create alignment among managers and departments

Not afraid to admit to lays honesty Cultivates an environment of "openness"

ve problems

your weaknesses, disp

Works as a "coach: with employees to sol Does not display defensiveness when mistake occur, admits to being

human

8

Leading Employees/Teams

Definition Why it’s Important

Obtains the staff, resources, info ired by subordinates to be hout

Leaders who empower othe amongst those staff and rmation requeffective in the jobs. Promotes the team or protects its reputation througSMGH, serves as a role model and, as a result, is seen as a credible team leader.

rs have higher morale therefore work in a more fluid and productive environment.


Takes in a

al

.

Excels at e and

Very Good a team.

e

Has ul

action that results high level of morale and motivation among team members. Assesses and communicates operationgoals, priorities, and objectives as well as the levelof morale on the team. Raises the motivation level of the team and heads off issues that might lower morale if they were not handled in a timely and effective manner

motivating thteam. Very enthusiastic, uses excellent motivational tactics. Excellent awareness of team morale. Takes appropriate steps to improvemorale when necessary.

good ting theat motivateam. Enthusiastic, and uses excellent motivational tactics. Takes steps to improve morale when necessary.

t motivating the Enthusiastic, and uses appropriate motivational tactics. Identifies and attempts to resolve moralproblems.

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

Warning Signs Positive Indicators Staff have difficulty reac jectives There is the appearance of low morale amongst st

hing targets or obaff as indicated by

complaints, investigations, grievances or absenteeism Staff tend to make more errors due to lack or role clarity Staff have difficulty in linking the value of their work to pa

outcomes tient

Staff demonstrate interpersonal conflicts with other staff due to lack of role clarity

Staff are well informed roles and responsibilities Staff work in an environment of high morale as evidenced by teamwor

and clear about theirk,

respect for others and overall organizational pride

9

Managing Employees


Confronts unacceptable employe and acts decisively and with The longer poor or disruptiv to continue in the , aling

e behaviour fairness when dealing with problem employees.

e behaviour is allowed workplace, the more difficult it is for leaders to maintain a productiveharmonious work environment. Employees will see that you are not dewith the behaviour and their commitment and productivity can be impacted as they deem the situation to be unfair. Therefore, in order to demonstrate your effectiveness as a leader, poor or disruptive behaviour cannot be tolerated or allowed to persist.


Alwa

th h e

Usually with

th h e

Meethat

s

s,

Does n in h

Doe

em.

ys works closely withemployees to ensure that they understand their rolesand responsibilities. Maintains an excellent working relationship wiemployees, and works witthem to resolve performancissues.

works closely employees to ensure that they understand their rolesand responsibilities. Maintains a very good working relationship wiemployees, and works witthem to resolve performancissues.

ts reg h ularly witemployees to ensure they understand their roleand responsibilities. Maintains a good working relationship with employeeand works with them to resolve performance issues.

ot always maintaregular communication witemployees. At times, employees are unclear about their responsibilities and the standards expected of them.

s not maintain good communication with employees. Employees areunclear about their responsibilities and the standards expected of th

Warning Signs Positive Indicato rs Employees refuse to show dles, etc Employees openly demonstrate negativity or pessimism

speaking

up to meetings, hudwhen leader is

Leader confronts beha a soon as available Leader speaks to employee in private

nce appraisals on staff

viour immediately or

Leader regularly completed performa Leader seeks advise from human resources or other peers fo

with unacceptable behaviour r dealing

10

Organizational Pride


Displays confidence in organizati ip as well as trust, fairness,

When people have organiza mportant and that the work onal leadershvalues and respect. Supports and aligns oneself to organizational strategy.Seeks out a working relationship with their peers based on mutual respect.

tional pride they feel ithey do is of value. They tend to need less supervision and direction because they are regularly doing what they need to do.


Is exte in

ness

Is very eence in

in

Is g

g

all

At tim te hip

g

all

Rarhip

mes

remely effective at demonstrating confidencleadership and that of their peers. Is an advocate for others and seeks out relationships based on mutual respect. Always demonstrates trust, fairand values. Is a champion forthe overall organizational strategy.

ffective at fiddemonstrating con

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

effective nstratin at democonfidence in their leadershipand that of their peers Is often an advocate for others and will seeks out relationships based on mutual respect. Is ofteneffective in demonstratintrust, fairness and values. Shows support for the overorganizational strategy.

es will demonstraconfidence in their leadersand that of their peers. Sometimes will advocate for others and may seek out relationships based on mutual respect. Is often effective in demonstratintrust, fairness and values. Understands the need to show support for the overorganizational strategy.

ely demonstrates adersconfidence in their le

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

Warning Signs Positive Indicators Petty infighting amongst Low attendance at corporate

staff events

Can be heard complaining about poor working conditions peers or other staff

High turnover amongst staff

Gets involved, is suppo l strategies and asks how to help

Speaks positively about working at SMGH

rtive of organizationa

Speaks positively about peers, co‐workers, management

11

Change Management


Recommends and communicates Executive Management onsibility

Change happens constantly with change will play a changes to regarding structure, system, or talent mix within their functional respto more effectively support the organizational strategy.

and how a leader dealssignificant role in the success of failure of an organizational direction.


Exce

orts

At times, d

h

Mee s

rt the

Lacks t nge.

Una s

eds expectations in communicating and identifying obstacles to change. Effectively suppthe organizational strategy.

has exceedeexpectations in terms ofcommunicating and identifying obstacles to change. Supports the business strategy througtheir ongoing initiatives.

ts exp in termectationsof communicating and identifying obstacles to change. Is able to suppobusiness strategy through their ongoing initiatives.

he experience toidentify obstacles to chaRarely takes steps to remove obstacles and implement change. Initiatives sometimes support the organizational strategy.

ble to identify obstacleto change, and does not takesteps to remove obstacles or implement change.

Warning Signs Positive Indicators Leader has difficulty in co w changes or engaging staff in

change efforts Senior manager is not informed of changes within the organization

mmunicating ne

Leader has difficulty in ensuring the appropriate mix of staff in orderoversee their area of responsibility

to

Senior leaders are well ate departmental plans and initiatives

Leader has departmental goals and overall plans for the management of their people

informed of subordin

Employees can discuss the change and why the change is necessary

12

Participative

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

The greatest benefit of participation is the increased work ownership of the employee. An employee is better able to relate himself/herself with his or her work and this improves performance and efficiency at work


Proactively and effectively communicates organizational knowledge to others and effectively encourages collaboration and sharing of ideas. Builds strong relationships with staff and engages others for input and involves employees in decision making.

When approached by interested parties, effectively communicates organizational knowledge to others and often encourages collaboration and sharing of ideas. Builds relationships with staff and often engages others for input and involves employees in decision making.

When approached by interested parties, may communicate organizational and occasionally encourages collaboration and sharing of ideas. May engages others for input and involves employees in decision making.

Attempts to communicate the knowledge gained, but is unable to do so effectively. Has difficult in building strong relationships with staff.

Has not demonstrated a willingness or ability to communicate the knowledge gained to others. Demonstrates ineffective behaviours in building participative relationships with staff.

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

which causes a feeling of "overwork" for the leader

Employees feel empowered to make decisions on their own Empowerment means more competence and value addition to work Managers are able to delegate and are faced with less routine problems There is an increase in quality and a decrease in overall costs

13

Building Relationships

Definition Why it’s Important The ability to develop contacts and relationships, internal and external to the organization, to facilitate work efforts or to gain support/cooperation.

This behaviour is also about building mutually beneficial partnerships to ensure that SMGH leadership really understands and meets the needs of its patient population.


Excellent ability to build rapport and develop alliances with a variety of people inside and outside the organization that contributes to the organizational goals. Always modifies communication style to deal with different types of people in an appropriate manner.

Very good ability to build rapport and develop alliances with a variety of people inside and outside the organization that contributes to the organizational goals. Is able to modify communication style to deal with different types of people in an appropriate manner.

Able to build rapport and develop alliances with a variety of people inside and outside the organization that contributes to the organizational goals. Is able to modify communication style to deal with different types of people in an appropriate manner.

Limited ability to build rapport and develop alliances with a variety of people. Has difficulty modifying communication style to deal with different types of people and situations.

Does not attempt to build rapport or develop alliances with others. Unable to modify communication style to deal with different types of people and situations.

Warning Signs Positive Indicators Relies on status to influence others. Continues to work with the same contacts without extending the

network. Builds one‐sided relationships. Does not put anything back into the

relationship. Spends time building networks and relationships without thought as to

how useful these contacts are to SMGH.

Learns to make first impressions count. Is friendly and optimistic with people s/he meets.

Identifies relationships that are not strong, meets the individual(s) concerned to establish why, and initiates actions to build the relationship(s).

In preparing for meetings or presentations, anticipates problems and criticisms that others might raise so as to be ready to address them.

Considers who the decision‐makers are, and analyses what their responses will be to the ideas to be put forward.

14

Mobilizes & Motivates

Definition Why it’s Important Develops and implements effective communication and engagement strategies both externally and internally when executing strategic objectives. Is able to translate vision into results.

For getting the best work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates


Always displays a positive attitude despite challenges or obstacles. Is able to lead and motivate staff even in the most challenging of times.

Usually displays a positive attitude despite challenges or obstacles. Is often able to lead and motivate staff even in the most challenging of times.

Sometimes displays a positive attitude despite challenges or obstacles. Is able to lead and motivate staff even in the most challenging of times.

Frequently comes across as negative, especially when others sound negative or struggle to remain upbeat.

Usually comes across as negative, especially when others sound negative or struggle to remain upbeat. Rarely identifies and provides others with concrete reasons to believe that things will work out well.

Warning Signs Positive Indicators Leader demonstrates negative behaviours towards staff. Leader does

not take responsibility of the negative behaviours demonstrated by themselves or of that of the staff

Leader works towards problem resolution despite challenges Leader accepts what cannot be changed and plots a course of action to

move beyond current challenges. Leader remains positive and upbeat and coaches staff to be the same

15

Value

Definition Why it’s Important Understands the strategic goals of SMGH and demonstrates how they have mobilized direct reports to effectively contribute to the organizations goals.

Employees who are able to connect how their role contributes to the organizations success tend to be more positively engaged in their work. Engaged employees are more self directed and motivated.


Demonstrates and excellent understanding of the overall culture of SMGH and is able to connect how their work plays an important role towards the achievement of SMGH goals.

Demonstrates a good understanding of the overall culture of SMGH and is able to connect how their work plays an important role towards the achievement of SMGH goals.

Able to demonstrate and excellent understanding of the overall culture of SMGH and is able to connect how their work plays an important role towards the achievement of SMGH goals.

Has difficulty in understanding of the overall culture of SMGH. Needs assistance in understanding how their work plays an important role towards the achievement of SMGH goals.

Does not attempt the culture of SMGH and does not see how their work contributes to the overall goals of SMGH.

Warning Signs Positive Indicators

Has difficulty articulating the organizationan's goals Is unable to manage resources against a plan Struggles to identify the importance of roles within the organization

Is able to articulate how they create value Recommends actions to achieve value

16

Accountable

Definition Why it’s Important Accepts full responsibility for self and contribution as a team member; displays honesty and truthfulness; displays a strong commitment to organizational success, represents oneself as an important member of the SMGH team both internally and externally to the community, inspiring patient confidence in the delivery high quality healthcare within SMGH.

In healthcare, accountability and ethics go hand in hand. In fact, accountability is included as a core aspect of our code of conduct. As an employee, accountability means the willingness to answer for your actions. By taking responsibility, you send a powerful message to all about your character and are the type of leader people will follow.


Is extremely effective at demonstrating accountability and responsibility for oneself and their team. Displays an outstanding commitment to SMGH.

Is very effective at demonstrating accountability and responsibility for oneself and their team. Displays an ongoing commitment to SMGH.

Is effective at demonstrating accountability and responsibility for oneself and their team. Displays an ongoing commitment to SMGH.

At times demonstrates accountability and responsibility for oneself and their team. At times displays commitment to SMGH.

Rarely demonstrates accountability and responsibility for oneself and their team.

Warning Signs Positive Indicators Tends to micro manage staff or be micro managed by leaders due to

trust issues, or fear that the job will not be done properly Often time is lost chasing down problems on the unit as there is no

"understanding as to why it occurred, resulting in lost time and productivity

Often calls out other departments or individuals for the cause of their own delays, or failure to complete projects.

Ensures that self and staff are accountable for their actions Regularly updates leader on status of assigned projects, informs

leader if there are foreseeable problems. When problems occur, takes full responsibility for their team, even if

they did not create the problem.

17

Achievement Orientated

Definition Why it’s Important Establishes clear, specific performance goals, expectations, and priorities and communicates these effectively to staff.

Achievement orientation is almost universally identified as one of the two most important predictors of success in complex, sophisticated organizations.


Is extremely effective at aligning themselves to the strategic goals set by Senior Leaders and in setting personal departmental goals that contribute to organizational effectiveness. Always communicates goals to staff and provides the functional resources to assist team members in meeting goals.

Is effective in aligning themselves to the strategic goals set by Senior Leaders and in setting personal departmental goals. Communicates goals to staff and provides the functional resources to assist team members in meeting goals.

Is often effective in aligning themselves to the strategic goals set by Senior Leaders and in may set personal departmental goals. Communicates goals to staff and provides the functional resources to assist team members in meeting goals.

Is sometimes effective in aligning themselves to the strategic goals set by Senior Leaders and in setting personal departmental goals. May communicate goals to staff.

Has difficulty aligning themselves to the strategic goals set by Senior Leader. Often does not set departmental goals. Does not communicate goals to staff.


Sets unrealistic, vague or uninspiring goals and lacks clarity around outcomes

Puts an overly strong focus on achieving tasks without efforts to motivate and energize people to perform

Takes credit for the delivery of outcomes without acknowledging the contribution of their teams

Fails to set standards for timelines and quality of monitoring in their own area of responsibility

Translates strategic priorities into clear outcome‐ focused

objectives for managers and provides the energy and drive in achievement of these objectives

Does more than asked Looks for places where problems might arise and fixes them Maintains a strong focus on priorities, holding others to account Drives a performance culture in their own area and supports and

encourages a focus on performance and priorities

18

Develop Others / Capacity

Definition Why it’s Important Shares information, expertise and advice to help others to be more successful. Delegates appropriate authority to develop future leaders of the organization.

Developing the capabilities of others is one of the most important competencies for a leader. Taking the time to manage performance of people and teams, as well as nurture their careers is an effective leadership skill. When we take the time to develop others we send a message, that people really matter

Summary Statements

Most Favourable Favourable Neutral Unfavourable Most Unfavourable Is extremely effective at providing exposure and new opportunities to help others be more successful. Challenges others and delegates appropriately to build capacity within the organization.

Is effective at providing exposure and new opportunities to help others be more successful. Challenges others and delegates appropriately to build capacity within the organization.

Is sometimes effective at providing exposure and new opportunities to help others be more successful. Often challenges others and delegates appropriately to build capacity within the organization.

Has difficulty in providing exposure and new opportunities to help others be more successful. Needs to improve in providing opportunities for delegation of projects in order to build capacity within the organization.

Has not demonstrated that they are able to new opportunities to help others be more successful. Needs to improve in providing opportunities for delegation of projects in order to build capacity within the organization.

Warning Signs Positive Indicators High turnover in department, High level of uncompleted performance appraisal on staff. Often caught off guard with vacancies, had no succession plans for

key staff. Hoards talent, may take credit for others work, is reluctant to hire

individuals with high skills for fear of potentially being seen as less efficient

Has succession plans in place High percentage rate of performance appraisals complete Able to identify high performers and provide opportunities for

promotion, training to expand skills. Recommends high performers to others, and demonstrates pride in

staff.

19

Aligns Priorities & Resources

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

In light of the current budget situation, we are all exploring creative ways to sustain our excellence during a time of declining resources. When we align resources we become more efficient and work to reduce costs.


Demonstrates and excellent understanding of resource restraints and plans according to budgetary considerations. Works effectively with peers and staff to align resources. Is a resourceful leader who brings value to SMGH through their initiatives.

Demonstrates a good understanding of resource restraints and plans according to budgetary considerations. Work with peers and staff to align resources. Is an effective and resourceful leader who brings value to SMGH through their initiatives.

Demonstrates an understanding of resource restraints and plans according to budgetary considerations. Often works with peers and staff to align resources. Is an effective and resourceful leader who brings value to SMGH through their initiatives.

Has difficulty in understanding resource restraints and does not plan according to budgetary considerations. May work with peers and staff to align resources.

Has limited understanding of resource and budgetary constraints. Is not able to align priorities and resources to optimize workflows


Does not attend budget meetings Often is over budget and cannot explain why By passes process for obtaining resources (people, equipment) Does not communicate changes in programs or initiatives that may

impact others, has difficulty identifying stakeholders

Sets realistic budget expectations and maintains them Has a good understanding of finance and financial indicators Understands fluctuations in budgets and is bale to identify causes Attend budget meetings, asks questions, seeks clarification

20

Strategic Thinking

Definition Why it’s Important Formulates effective strategies consistent with the organization and competitive strategy of the organization in a healthcare environment. Examines policy issues and strategic planning with a long term perspective. Determines objectives and sets priorities. Anticipates potential threats or opportunities.

Being able to focus on what is important and to ensure that there is consistency and clarity in the message or image that the SMGH Senior Team wants to portray to patients, staff, etc


Excellent strategic thinking skills. Uses extensive knowledge of the healthcare environment and organization to develop long term strategy.

Very good strategic thinking skills. Uses knowledge of the healthcare environment and organization to develop long term strategy.

Contributes to strategic plans within the organization. Able to apply knowledge of the healthcare environment and organization to long term strategy.

Rarely demonstrates strategic thinking. Does not consider all aspects of the healthcare environment and organization.

Does not demonstrate strategic thinking. Fails to consider the healthcare environment and organization.

Warning Signs Positive Indicators Reacts to requests or priorities without thinking about the longer term. Demonstrates a narrow, departmental focus. Shows no interest in learning about the Senior Team strategy or work

outside his or her own area. Manages day to day but does not think about the future. Misses obvious connections.

Supports organizational objectives even when disadvantageous in own department or sphere.

Shows commitment to the long‐term goals of the Senior Team. Explains the strategic benefits of decisions to team members or

colleagues. Works towards planned career goals and personal ambitions. Uses brainstorming techniques with others to identify opportunities

and solve problems.

21

Planning

Definition Why it’s Important Organizes work, sets priorities, and determines resource requirements based on a broader organizational vision and in response to the external healthcare environment.

Without planning, the organization's goals and objectives cannot be realized on time and within budget. This can causes an increase in organization's overheads that ultimately impacts the programs and patient services that we are able to deliver.


Demonstrates excellent organizational skills and resource management is effectively able to meet organizational goals.

Demonstrates good organizational skills and resource management is effectively able to meet organizational goals.

Demonstrates organizational skills and resource management is able to meet organizational goals.

Often demonstrates organizational skills and resource management to meet organizational goals.

Had difficulty in meeting organizational skills and resource management.

Warning Signs Positive Indicators Works day to day, and is often perceives as fire fighting. Has difficulty articulating plans for their area, does not set unit goals

or work towards organizational goals. Appears unprepared or disorganized when asked to attend meetings

regarding departmental objectives.

Operationalizes annual department plans and communicates to stakeholders.

Regularly assess workforce and seeks out information pertaining to potential staffing changes, forecasts to ensure minimal disruption to services.

22

Innovation

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

Innovation is important in order to develop insights about what our patients and staff need. Healthcare organizations that are able to link strategy, innovation, technology, patient experience and employee engagement, all in a landscape of shifting priorities and economic restraint will find them selves to be industry leaders.


Looks out for new and innovative approaches that will improve efficiency. Embraces and champions new ideas and encourages others to do likewise. Recognizes and rewards people and teams who are creative and innovative.

Always keeps an eye out for new and more efficient processes and solutions. Has implemented new approaches that have greatly improved efficiency.

Keeps an eye out for new and more efficient processes and solutions. Has recommended new approaches that have improved efficiency.

Keeps an eye out for new and more efficient processes and solutions. Has not recommended any new approaches at this time.

Prefers to stick to the status quo, but is willing to listen to the ideas of others.


Leaders go out of their way to argue that the innovation initiative is failing by highlighting its shortfalls against the hospitals typical performance expectations

Leaders may not attend or support innovation type training Leaders fail to utilize concepts, or tools provided to them by the

innovation team

Leader is often recommending new ideas Leader embraces the changes and works with staff to find new and

better ways

23

Quick Study

Definition Why it’s Important Keeps abreast of changes within the external healthcare environment as it relates to their program. Adjust accordingly and maintains strategic direction.

Leaders are often extremely busy, the ability to quickly learn new skills and apply them is important in complex environments such as healthcare.


Tends to learn new skills quickly on his/her own AND apply them both quickly and effectively to work situations. Effectively translates new process to staff members and peers.

Tends to learn new skills quickly on his/her own AND apply them both quickly and effectively to work situations. Is able to translate new process to staff members and peers.

Learns new skills quickly on his/her own AND is able to apply them to work situations. Is able to translate new process to staff members and peers.

Usually can learn new skills quickly on his/her own AND is able to apply them to work situations. Needs to develop better communication processes to translate new process to staff members and peers.

Has difficulty with learning new skills and is often is able to apply them to work situations.


Resists change, when new processes are introduced, makes work abounds, or reverts back to the "old way of doing things

Resists changing own approach in response to new demands ‐ adopts the position "always done things like this"

Avoids use of technology and sticks to tried and tested means of delivering business objectives

Embraces changes and passes on learning to co‐workers, and staff Seeks out new opportunities, is interested in the learning process and

demonstrates this to others through their leadership

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Resourceful

Definition Why it’s Important Deals resourcefully with unusual problems and demonstrates skills or promptness when dealing with new situations or difficulties.

People who are resourceful can comprehend the key problems that slow down progress.


Demonstrates excellent ability to act effectively when faced with new or unusual situations and overcome problems.

Demonstrates a good ability to act effectively when faced with new or unusual situations and overcome problems.

Demonstrates ability to act effectively when faced with new or unusual situations and overcome problems.

Sometimes demonstrates the ability to act effectively when faced with new or unusual situations but often has difficulty in overcoming problems.

Rarely demonstrates the ability to act effectively when faced with new or unusual situations, tends to create new problems rather than over come them.


Becomes agitated or disengaged when faced with new problems Avoids considering different approaches, accepting the established

way of doing things

Readily develops a series of solutions to problems Has the ability to modify and implement the best solutions

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Commitment to Excellence

Definition Why it’s Important Recognizes that employee and patient feedback is an opportunity to improve performance, and identifies the need for any changes in service delivery. Drives a health and safety culture by ensuring the appropriate management structure is in place to support effective design and implementation of policy and procedures.

Excellence facilitates cost savings and can be a significant advantage along with a performance differentiator for both, private and public organizations. It is not just about exceeding the experience of the people we serve, but primarily about "delivering what is promised and dealing well with any problems that arise".


Demonstrates and excellent understanding of the importance of employee and patient feedback. Uses feedback as an opportunity to improve performance, and identifies the need for any changes in service delivery.

Demonstrates a good understanding of the importance of employee and patient feedback. Uses feedback as an opportunity to improve performance, and identifies the need for any changes in service delivery.

Demonstrates an understanding of the importance of employee and patient feedback. Uses feedback as an opportunity to improve performance, and identifies the need for any changes in service delivery.

Has difficulty in understanding the importance of employee and patient feedback. Sometimes may use feedback as an opportunity to improve performance.

Has limited understanding of the importance of employee and patient feedback. Does not use feedback as an opportunity to improve performance, or identify the need for any changes in service delivery.


Ignores patient and staff experience data Does not follow up on health and safety items or items related to the

improvement of quality Is only focused on short term goals without having a longer term

strategic plan

Sets and demonstrates standards of excellence for SMGH Actively seeks out patient and staff feedback and is always looking

towards improving quality and safety Seeks out best practice approach in order to increase efficiency and deliver excellence

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Patient Centric

Definition Why it’s Important Sufficiently committed and engaged, supports the senior team’s mission and clearly communicates the strategic goals to every staff member. Reports on measures to continuously monitor the impact of interventions to improve patient care.

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


Demonstrates excellent ability to support the senior team and unify and engage the organization towards patient centered care and. Always utilizes interventions for improvements related to patient care data.

Demonstrates good ability to support the senior team and unify and engage the organization towards patient centered care. Always utilizes interventions for improvements related to patient care data.

Demonstrates ability to support the senior team and unify and engage the organization towards patient centered care. Utilizes interventions for improvements related to patient care data.

Sometimes demonstrates ability to support the senior team and unify and engage the organization towards patient centered care. Utilizes interventions for improvements related to patient care data.

Rarely demonstrates ability to support the senior team and unify and engage the organization towards patient centered care.


Data indicators are ignored High levels of disengaged staff and declining staff satisfaction, safety

and patient data indicators necessitating a review for improvements

Patient satisfaction data is continually reviewed for potential

improvements Staff are engaged and encourages to seek interventions for

improvements related to patient care

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Cultural Competence

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

Cultural competency is critical to reducing health disparities and improving access to high‐quality health care, health care that is respectful of and responsive to the needs of diverse patients.


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

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

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

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

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

Warning Signs Positive Indicators High level of employee and patient complaints related to diversity

issues Concerns from staff related to lack of training or resources to deal

with cultural differences

Annual training for staff to deal with diversity in the form of literature, or presentations.

Staff are effective in dealing with cultural diversity

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Communication

Definition Why it’s Important Ensures that direct reports understand SMGH's vision and goals by translating those goals into day‐to‐ day practices; explains the business purpose behind assignments and shifts in priorities so direct reports can understand the “big picture”.

Effective communication in the healthcare industry is incredibly important in aiding in providing the best healthcare to our patients. We must also be clear in our communications to our co‐workers and staff to ensure that we share knowledge effectively, listen attentively and check understanding by asking questions.


Effectively communicates and ensures that direct reports understand SMGH's vision and goals. Uses good judgment as to what to communicate to whom as well as the best way to get that accomplished. Speaks in a clear and credible manner, selecting the right tone for the situation and audience. Listens to others and allows them to make their point.

Communicates and ensures that direct reports understand SMGH's vision and goals. Uses good judgment as to what to communicate to whom as well as the best way to get that accomplished. Speaks in a clear and credible manner, selecting the right tone for the situation and audience. Listens to others and allows them to make their point.

Often communicates and ensures that direct reports understand SMGH's vision and goals. Uses judgment as to what to communicate to whom as well as the best way to get that accomplished. Speaks in a clear and credible manner, selecting the right tone for the situation and audience. Listens to others and allows them to make their point.

Sometimes communicates and ensures that direct reports understand SMGH's vision and goals but does not always demonstrate good judgment as to what to communicate to whom as well as the best way to get that accomplished.

Sometimes communicates and ensures that direct reports understand SMGH's vision and goals but does not always demonstrate good judgment as to what to communicate to whom as well as the best way to get that accomplished.

Warning Signs Positive Indicators Lack of enthusiasm for assignments Questioning the value of projects Lack of innovation Projects not completed Rumour mill / poor morale

High productivity, creativity and inspiration Projects completed

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Risk Management

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

Effective risk management improves performance by ensuring fewer sudden shocks or crisis, reduced waste, fraud, improved innovation, better service delivery, and more focus internally on doing the right things properly, thus ensuring our role as a public service organizations to perform cost‐effectively, in accordance with government legislation and policies.

Summary Statements

Most Favourable Favourable Neutral Unfavourable Most Unfavourable Always plans and implements measures that will avoid, overcome or compensate for elements of risk by managing work within a strategic framework and communicating the impact of identified risks with recommendations of corrective action.

Plans and implements measures that will avoid, overcome or compensate for elements of risk by managing work within a strategic framework and communicating the impact of identified risks with recommendations of corrective action.

Usually implements measures that will avoid, overcome or compensate for elements of risk by managing work within a strategic framework and communicating the impact of identified risks with recommendations of corrective action.

Understands the importance of implementing measures that will avoid, overcome or compensate for elements of risk but does not manage work within a strategic framework.

Does not understands the importance of implementing measures that will avoid, overcome or compensate for elements of risk but does not manage work within a strategic framework.


Too much time spent "fire fighting: Crisis after crisis Increased costs / waste Perceptions of unfairness / fraud

Improved innovation Identifies risk for area and seeks ways to improve risk

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Career Management

Definition Why it’s Important Actively seeks to improve their performance through constructive feedback, continuing education, mentoring and building relationships. Sets personal goals and formulates strategies for achieving them.

It is the process through which employees: become aware of their interests, values, strengths, and weaknesses.


Consistently and actively seeks out ways to improve performance and efficiency on the job. Identifies personal skill areas to be developed and translates them into measurable goals. Invests time and resources to learn, grow, and develop.

Actively seeks out ways to improve performance and efficiency on the job. Identifies personal skill areas to be developed and translates them into measurable goals. Invest time and resources to learn, grow, and develop.

Usually seeks out ways to improve performance and efficiency on the job. Is able to identify personal skill areas to be developed and translates them into measurable goals. Invest time and resources to learn, grow, and develop.

Does not often seek out ways to improve performance and efficiency on the job. Has difficulty identifying personal skill areas to be developed.

Shows no interest in seeking out ways to improve performance and efficiency on the job. Has difficulty identifying personal skill areas to be developed.


Fails to address own capability needs or identify learning opportunities

Resists opportunities to broaden work responsibilities Resists learning and development opportunities for others Is resistant in giving or receiving constructive feedback

Takes ownership of their individual development needs by identifying

capabilities Ensures continuing learning in their field as demonstrated by

continuing education, attending required organizational learning, or keeping up to date on changing healthcare conditions

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Balance Work & Home

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

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


Does not always demonstrate a positive outlook or an understanding of staff issues. Needs to work towards supporting quality of work life initiatives.

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

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

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

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

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

task at hand. Withdrawn

Overall well appearance and positive outlook Encouraging and motivating to others

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Self Awareness

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

Understanding oneself enables individuals better to understand and relate to others. This behaviour is therefore important as it underpins and enables a number of the other behaviours, including Leading and Developing Others and Relationship Building for Influence.


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

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

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

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

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

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

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

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

others, rather than own preferences.

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Compassion & Sensitivity

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

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


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

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

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

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

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

Warning Signs Positive Indicators Poor attitude towards others Disrespectful

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

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Composure

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

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


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

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

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

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

Has difficulty maintaining self control under pressure.


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

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

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LEGACY Competency Dictionary - WordPress.com · LEGACY Competency Dictionary ... Under each of these competencies are a set of five behaviours that are expected of every healthcare