nsw health people management skills … implementation/heti people...nsw h p m s f 3 draft contents...

NSW HEALTHPEOPLE MANAGEMENT SKILLS FRAMEWORK

[DRAFT]

2013HEALTH EDUCATION AND TRAINING INSTITUTE

NSW Health People Management Skills Framework

DRAFT

3NSW Health People Management Skills Framework

DRAFT

CONTENTS

1 NSW HEALTH PEOPLE MANAGEMENT SKILLS FRAMEWORK 4

1.1 INTRODUCTION 4

1.2 THE CORE SKILLS AND DOMAINS 4

1.3 HOW TO USE THIS DOCUMENT 5

2 CORE SKILLS 6

CS1 LBT SUGGESTED CURRICULUM 6

CS2 CM SUGGESTED CURRICULUM 7

CS3 CC SUGGESTED CURRICULUM 8

CS4 MC SUGGESTED CURRICULUM 9

CS5 CRB SUGGESTED CURRICULUM 10

CS6 CR SUGGESTED CURRICULUM 11

CS7 IN SUGGESTED CURRICULUM 12

CS8 PF SUGGESTED CURRICULUM 13

CS9 ERA SUGGESTED CURRICULUM 14

3 PEOPLE MANAGEMENT DOMAINS 15

3.1 PEOPLE MANAGEMENT SKILLS FRAMEWORK - DOMAINS 1-4 (ADEPT) 16

D2 MANAGING SUCCESSFUL CHANGE 17

D3 CREATING A HEALTHY CULTURE THROUGH EFFECTIVE PEOPLE MANAGEMENT 18

D4 MANAGING PEOPLE FOR SUCCESSFUL OUTCOMES 19

3.2 PEOPLE MANAGEMENT SKILLS FRAMEWORK - DOMAINS 5-7 (ADVANCED) 20

D5 MANAGING PEOPLE TO OPERATIONALISE STRATEGY 20

D6 COMMUNICATING FOR INFLUENCE 21

D7 CREATING A LEARNING ENVIRONMENT 22

3.3 PEOPLE MANAGEMENT SKILLS FRAMEWORK - DOMAINS 8-9 (HIGHLY ADVANCED) 23

D8 STRATEGIC THINKING FOR PEOPLE MANAGEMENT 23

D9 STRATEGIC MANAGEMENT SKILLS FOR PERFORMANCE AND PATIENT SAFETY 24


DRAFT

1 NSW HEALTH PEOPLE MANAGEMENT SKILLS FRAMEWORK

1.1 INTRODUCTION

The (2008) Special Commission of Enquiry into Acute Care Services in NSW Public Hospitals identified a need for all managers and leaders to develop greater capability in people management with particular emphasis on skills related to conflict resolution, leading change and team development. The People Management Skills Framework (PMSF) represents a curriculum framework supporting the capabilities which have been identified as essential for people managers working in the NSW public health system. It is in alignment with the People Management capabilities within the updated (2013) NSW Public Sector Capability Framework and is further elaborated in the following pages of this document.

1.2 THE CORE SKILLS AND DOMAINS

The nine Core Skills outlined within the PMSF identify curriculum to enable the foundational building blocks of effective people management. They are complementary and as such should be considered collectively as core requirements for the development of successful people managers at all levels of the NSW Health system.

Lead

ing

and

Build

ing

Team

s

Coac

hing

and

M

ento

ring

Criti

cal

Conv

ersa

tions

Man

agin

g Ch

ange

E�ec

tive

Com

mun

icat

ion

and

Rel

atio

nshi

p Bu

ildin

g

Con�

ict R

esol

utio

n

In�u

enci

ng a

nd

Neg

otia

tion

Pres

enta

tion

and

Faci

litat

ion

Empo

wer

men

t, Re

spon

sibi

lity

and

Acc

ount

abili

ty

CORE

SKI

LLS

AD

EPT

Dom

ain

1:Se

ttin

g an

d Le

adin

gCh

ange

Dom

ain

5:D

evel

opin

g Pe

ople

M

anag

emen

t Ski

lls to

Ope

ratio

nalis

e St

rate

gy

Dom

ain

6:Co

mm

unic

atin

g fo

rIn

�uen

ce

Dom

ain

7:Cr

eatin

g a

Lear

ning

En

viro

nmen

t

Dom

ain

8:St

rate

gic

Thin

king

for

Peop

le M

anag

emen

t

Dom

ain

9:St

rate

gic

Man

agem

ent

Skill

s fo

r Per

form

ance

an

d Pa

tient

Saf

ety

Dom

ain

2:Em

pow

er S

ta�

Dur

ing

Tim

es o

f Am

bigu

ity

and

Unc

erta

inty

by

Enab

ling

Pers

onal

Eng

agem

ent

Dom

ain

3:Cr

eatin

g a

Hea

lthy

Cultu

re

Thro

ugh

E�ec

tive

Peop

le M

anag

emen

t

Dom

ain

4:M

anag

ing

Peop

lefo

r Suc

cess

ful O

utco

mes

AD

VAN

CED

HIG

HLY

AD

VAN

CED

PEOPLE MANAGEMENT DOMAINS

FIGURE 1.1 THE BUILDING BLOCKS TO MANAGE PEOPLE FOR A CULTURE OF PERFORMANCE, TRUST AND EMPOWERMENT IN NSW HEALTH

Highly Advanced

Advanced

Adept


DRAFT

Knowledge and entry level skills in each of the nine Core Skill areas are prerequisites for developing the capabilities that are defined in the nine Domains of the People Management Skills Framework. The People Management Domains support the integration of the knowledge, skills and capabilities required of different levels of management maturity within the NSW Health system in respect to effective people management.

This PMSF is a maturity model and each level of expertise (Adept, Advanced & Highly Advanced) is inclusive of the Core Skills. As the level of people management expertise increases and scope of responsibility broadens, each of the PMSF Domain levels steps up to supplement and enhance the curriculum requirements of the previous level. The schema included in figure 1.1 demonstrates the inclusivity of the previous levels of the framework as the curriculum matures to support associated levels of people management experience.

1.3 HOW TO USE THIS DOCUMENT

The People Skills Management Framework has been designed as a curriculum document to support the development of the core skills and the emerging professional development requirements of people managers as their experience and scope of responsibility matures within NSW Health.

The PMSF has application for the individual people manager and for the professional development requirement of teams, units or cohorts in the design of learning and organisational development interventions.

Individual People Managers can utilise the PMSF to guide their own professional development pathways. Self-assessing required learning outcomes to enhance people management capabilities enables targeted professional development choices at the individual level. People managers can create on the job opportunities to advance their skills or access online, peer or classroom based development opportunities aligned to the requirements of People Managers within NSW Health.

Team/Unit People Managers can be guided by the learning outcomes within this framework when having performance and career development conversations with staff. Alternately, team-based assessment of learning needs could be applied based on the outlined People Management requirements within the PMSF to direct appropriate team-based support mechanisms.

Facility/District/ Organisation

The PMSF is a curriculum document aligned with the NSW Public Sector Capability Framework and is designed to support the holistic organisational development of NSW Health’s people managers. When training and professional development opportunities are designed in consideration of the PMSF it ensures that People Managers are experiencing interventions that align with a system wide expectation of curriculum that positions positive cultural shifts within the NSW Health environment.

Note: The PMSF is a curriculum document of particular note for the use by Training, Learning and Organisational Development Consultants and Advisors in the assessment, design, development and facilitation of contextualised learning interventions for people managers in NSW Health.


DRAFT

2 CORE SKILLSThe nine Core Skills are all required to effectively manage people within the NSW health system. Proficiency in these skills is built over time and with experience as a manager. A suggested curriculum framework is provided to develop these skills. Each Core Skill outlines Learning Outcomes to inform the development of essential capabilities for people managers. In addition, suggested content is included as a guide and is expected to be further contextualised and tailored to specific requirements.

Table 1: Core Skills

Code Core Skill

CS1 LBT Leading and Building Teams

CS2 CM Coaching and Mentoring

CS3 CC Critical Conversations

CS4 MC Managing Change

CS5 CRB Effective Communication and Relationship Building

CS6 CR Conflict Resolution

CS7 IN Influencing and Negotiation

CS8 PF Presentation and Facilitation

CS9 ERA Empowerment, Responsibility and Accountability

Table 2: CS1 LBT Suggested Curriculum

Leading and Building Teams (LBT)

Code Learning Outcomes Suggested Content

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

• Theory related to building high performance teams in healthcare settings

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

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

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

1. The key motivators

2. Self esteem and morale

3. Creating the right climate

• The key elements necessary for a team to be effective

• Role clarification with teams and the process and purpose of delegation

• Fairness and equity policies and translating these into effective work practices

LBTLO2 Assess team functioning and dynamics using appropriate tools

LBTLO3 Build rapport with team members and stakeholders using a neutral approach to issues resolution

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

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

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

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

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


DRAFT

Table 3: CS2 CM Suggested Curriculum

Coaching and Mentoring (CM)


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

• Importance of role modelling to effective coaching and mentoring relationships

• The principles, purpose and process of coaching and mentoring

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

• Establishing effective relationships, including;

1. Creating the right climate for coaching or mentoring

2. Conducting individual or team needs assessments

3. Clarifying expectations and providing feedback

• Delineation of roles and responsibilities

• Creating development plans that include stretch targets

• Using appropriate tools for navigating the learning journey

• Providing effective feedback and motivation

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

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

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

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

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

CMLO5 Demonstrate effective coaching and/or mentoring techniques

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

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

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

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

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


DRAFT

Table 4: CS3 CC Suggested Curriculum

Critical Conversations (CC)


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

• Performance management, planning and review processes

• Preventative conflict management

• Purpose and processes for reviewing staff performance

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

• Setting measurable objectives

• Giving and obtaining feedback

• Managing underperformance

• Appropriate use of 360 degree feedback

• Evaluating review systems

• Distinguishing under-performance and behaviours requiring disciplinary action

• Addressing inappropriate behaviours to minimise escalation or potential for harm

1. Planning and conducting crucial conversations;

2. Identifying issue/s to be addressed

3. Responding to resistant or inappropriate behaviour

4. Focusing on the issue/behaviour not the person

5. Developing clear statements of required behavioural changes

6. Monitoring and reviewing changes in behaviour

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

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

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

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

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


DRAFT

Table 5: CS4 MC Suggested Curriculum

Managing Change (MC)


MCLO1 Map required changes to strategic and operational plans

• Identifying the need for change

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

• Successful implementation of workplace change, including;

1. Importance of a change management strategy

2. Supportive and resistant behaviours

3. Strategies for managing responses and harnessing positive efforts

4. Group dynamics and impact on the change process

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

• Developing implementation plans, including communication strategies

MCLO2 Develop and communicate a rationale for change to team members taking into account cultural barriers

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

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

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

MCL06 Acknowledge human transition and support others in managing ambiguity and uncertainty in the workplace


DRAFT

Table 6: CS5 CRB Suggested Curriculum

Effective Communication and Relationship Building (CRB)


CRBLO1 Model effective verbal and non-verbal communication techniques

• Effective verbal and non verbal communication techniques

• Written communication protocols

• Active listening, reflection and feedback skills

• Effective questioning techniques and purposes

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

• Identifying stakeholder expectations of a caring relationship

• The communication factors that facilitate establishment of a strong caring relationship

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

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

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

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

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

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

CRBLO5 Modify communication techniques to prevent or defuse tension

CRBLO6 Demonstrate active listening and reflecting skills

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

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


DRAFT

Table 7: CS6 CR Suggested Curriculum

Conflict Resolution (CR)


CRLO1 Apply effective conflict management techniques in accordance with organisational policies

• The nature of conflict in interpersonal and/or team relations

• Continuum of conflict and appropriate management responses

• Interpersonal responses and strategies for responding to conflict

• Framework for responding to team based conflict including:

- Diagnosing types of conflict elf esteem and morale

- Determining the goal and appropriate strategy to resolve conflict

- Having difficult conversations using a difficult conversation model

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

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

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

CRLO2 Identify the sources and drivers of conflict

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

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

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

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

CRLO7 Deploy conflict resolution strategies to minimise inappropriate escalation of conflict


DRAFT

Table 8: CS7 IN Suggested Curriculum

Influencing and Negotiation (IN)


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

• Sources of position and personal power in a healthcare context

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

• Process of negotiation to reach agreed, specific outcomes

• Negotiation techniques and purposes

• Developing win-win outcomes through effective negotiation

• Using influencing skills appropriately

• Developing and effectively presenting a sound business case

• Managing dissenting and oppositional viewpoints

• Pitching arguments in the most effective and appropriate manner

• Using key partnerships and networks to increase influence for best results

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

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

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

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

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

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

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

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

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


DRAFT

Table 9: CS8 PF Suggested Curriculum

Presentation and Facilitation (PF)


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

• Establishing and communicating guidelines for facilitated conversations/forums

• Facilitating effective conversations including;

1. The process and purpose of facilitation

2. Maintaining neutrality while working as a facilitator

3. Group dynamics and motivations

4. How to build consensus and address resistance

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

• Delivering effective and impactful presentations, including;

1. Establishing purpose of presentation and needs of the audience

2. Techniques to develop topics and innovative content

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

4. Adjusting presentation style to suit the audience and mood

5. Structuring subject matter for salient presentations

6. Catering for different audience learning styles and being inclusive

• Strategies to enhance delivery and increase engagement

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

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

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

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

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

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

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

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


DRAFT

14

Table 10: CS9 ERA Suggested Curriculum

Empowerment, Responsibility and Accountability (ERA)


ERALO1 Demonstrate accountability for service delivery and accept responsibility for decisions and actions

• Understanding empowerment, responsibility and accountability within NSW Health and the NSW Public Service

• Outlining the importance of empowerment, responsibility and accountability in the workplace and the impacts of failing to be accountable in management roles

• Understanding the key areas in which managers have accountability and responsibility

• Developing the skills to promote accountability throughout the workforce

• Developing and understanding of how to establish a culture of empowerment, responsibility and accountability

• The application of the RACI model in identifying responsible, accountable, consulted and informed persons on any given work activity

• The underlying principles of empowerment, responsibility and accountability

• Personal characteristics required to maintain personal responsibility and accountability at work

• Understanding the barriers to responsibility and developing the ability to identify why employees fail to take responsibility

• The key features of empowerment – what empowerment means in the workplace

• The characteristics of empowered versus disempowered staff

• Delegation versus empowerment

• Developing strategies to empower employees for improved performance

• The benefits of empowerment in the workplace

• Creating a culture of empowerment

• Factors that create barriers to empowerment

ERALO2 Undertake efficient and effective management of resources (human, financial and physical)

ERALO3 Maintain a knowledge of NSW Health, NSW Public Service, and legislative requirements, ensuring employees are informed to guarantee compliance

ERALO4 Monitor, measure and openly report on work objectives and achievements, identifying opportunities for improvement

ERALO5 Maintain personal and staff accountability for respectful workplace behaviours at all times

ERALO6 Report and address unethical, inappropriate, unsafe or illegal practice

ERALO7 Be open, honest and professional in all dealings with staff, patients and members of the community

ERALO8 Plan ahead, considering the consequences of actions, and making decisions that are fair and ethical

ERALO9 Provide employees with the knowledge, skills, and resources required to do their jobs, and provide regular feedback on progress

ERALO10 Create a workplace where employees feel that it is safe to speak up, learn from mistakes, voice concerns and share ideas

ERALO11 Provide employees with autonomy and flexibility, allowing them to make decisions about their work

ERALO12 Delegate tasks, consult with staff and work together to establish team goals and priorities

ERALO13 Promote collaboration, and encourage and support innovation and decision making


DRAFT

3 PEOPLE MANAGEMENT DOMAINS

The People Management Domains outlined in this document build on the Core Skills in the NSW Health People Management Framework and are usually built cumulatively over time through formal and informal learning opportunities and through experience in different management roles. The People Management Domains are delineated as nine clustered levels, according to management responsibilities. A suggested curriculum framework is provided to develop these domains.

Each Domain Level should be considered in conjunction with the Core Skills and the previous Domain Level to give holistic curriculum requirements for people managers as their experience matures.

Table 11. People Management Domains

Level 1: Adept

Example Domain Domain Content Area

Clinical and Health Team Leaders and Managers

One Setting and Leading Vision

Two Managing Successful Change

Three Creating a Healthy Culture through Effective People Management

Four Managing People for Successful Outcomes

Level 2: Advanced


Senior Operational Clinical/ Health Leaders and Senior Managers

Five Developing People Management Skills to Operationalise Strategy

Six Communicating for Influence

Seven Creating a Learning Environment

Level 3: Highly Advanced


Strategic Clinical Leaders and Health Executives

Eight Strategic Thinking for People Management

Nine Strategic Management Skills for Performance and Patient Safety

15


DRAFT

3.1 PEOPLE MANAGEMENT SKILLS FRAMEWORK - DOMAINS 1-4 (ADEPT)

Table 12: D1 Setting and Leading a Vision

Domain 1: Setting and Leading a vision


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

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

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

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

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

• People management approaches that garnish commitment and expenditure of discretionary effort

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

• The link between motivation, employee engagement and effective people management

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

• Conducting values clarification exercises

• Collaborative development of a team vision

D1LO2 Understand how a team vision is created for setting direction

D1LO3 Demonstrates support and encourages feedback abut current or emerging vision

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

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

16


DRAFT

Table 13: D2 Managing Successful Change

Domain 2: Managing Successful Change


D2LO1 Identify the concepts and behaviours required for leading and managing successful transactional and transformational change anticipating and addressing cultural barriers.

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

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

2. Mobilising support and engaging staff in the change process

3. Executing change successfully

• Building change capacity through managing people

• Managing emotions and their impact on change management planning

• Overcoming the barriers to successful change

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

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

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

1. Appreciating change and setting the direction

2. Mobilising support for change

3. Executing Change

4. Building change capacity

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

D2LO4 Utilise feedback to inform the successful implementation of changes

D2L05 Empower individuals and teams in times of ambiguity and uncertainty enabling personal engagement through changing organisational direction


DRAFT

Table 14: D3 Creating a Healthy Culture through Effective People Management

Domain 3: Creating a Healthy Culture through Effective People Management


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

• Behaviours required for a healthy workplace culture

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

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

• Importance of Emotional Intelligence for successful leadership and people management

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

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

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

• Use of delegation to create and maintain a positive workplace culture

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

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

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

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

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

D3LO7 Implement appropriate and safe delegation in accordance with organisation protocols


DRAFT

Table 15: D4 Managing People for Successful Outcomes

Domain 4: Managing People for Successful Outcomes


D3LO1 Utilise appropriate techniques in goal setting, communicating targets and objectives to support team achievement

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

• Establishing and planning for achievement of agreed goals, including;

1. Scoping implementation and evaluation plans

2. Managing human and material resources to achieve agreed goals

3. Processes for collaboration and shared responsibilities

4. Contingency planning to minimise risks to achieving agreed outcomes

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

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

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

• Strategies to promote appropriate workplace behaviours

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

• Responding effectively to bullying, harassment and discrimination in the workplace

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

D3LO2 Provide constructive feedback and opportunities for individuals and teams to identify and address issues of concern in a safe and supportive environment

D3LO3 Collaborate with the team to establish agreed goals and objectives to achieve service outcomes

D3LO4 Develop and implement targeted and realistic business and work objectives and monitor progress

D3LO5 Assess and manage risks associated with patient care/service delivery and team relationships

D3LO6 Identify and implement techniques to prevent and manage workplace bullying and harassment

D3LO7 Role model appropriate behaviours to eradicate workplace bullying or harassment

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


DRAFT

3.2 PEOPLE MANAGEMENT SKILLS FRAMEWORK - DOMAINS 5-7 (ADVANCED)

Table 16: D5 Managing People to Operationalise Strategy

Domain 5: Managing People to Operationalise Strategy


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

• Processes for operationalising strategy

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

• Continuous improvement methods and evaluation methodologies

• Managing risks inherent in change and innovation

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

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

• Differentiation of strategic thinking and strategic planning

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

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

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

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

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

D51LO7 Foster professional development opportunities to enable individuals and teams to continuously improve work practices and make informed choices based on business principles as they apply in the public health context.

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


DRAFT

Table 17: D6 Communicating for Influence

Domain 6: Communicating for Influence


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

• Identifying the variables that influence the communication process

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

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

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

• Identify the filters that can distort our perception of others

• Appropriate utilisation of assertiveness in a negotiation process

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

• Demonstrating resilience in the face of opposition

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

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

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

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


DRAFT

Table 18: D7 Creating a Learning Environment

Domain 7: Creating a Learning Environment


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

• Characteristics of a learning organisation

• Processes for building and maintaining a learning organisation

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

• Resources and systems that are required to support a learning organisation

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

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

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

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

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

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

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

D7LO7 Implement effective succession planning to enhance team and service performance

D7L08 Encourage a learning culture that recognises the value of collaboration and celebrates successful outcomes


DRAFT

3.3 PEOPLE MANAGEMENT SKILLS FRAMEWORK - DOMAINS 8-9 (HIGHLY ADVANCED)

Table 19: D8 Strategic Thinking for People Management

Domain 8: Strategic Thinking for People Management


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

• Importance of strategic thinking to achieve organisational vision

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

• Defining strategic intent and its appropriateness for a health organisation

• Differentiating strategic thinking and strategic planning

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

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

• Strategic planning processes

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

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

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

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

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

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

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

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

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

D8L09 Develop and implement strategies that support the creation of a culture where all staff value diversity of people, experiences and backgrounds


DRAFT

Table 20: D9 Strategic Management Skills for Performance and Patient Safety

Domain 9: Strategic Management Skills for Performance and Patient Safety


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

• Leading quality performance improvement - principles and practices

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

• Transformational approaches to managing change associated with performance improvement

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

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

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

• Establishing and maintaining accountability for achievement of organisational outcomes

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

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

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

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

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

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

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

D9L09 Celebrate organisational success and high performance and engage in activities to maintain morale

D9L10 Drive a culture of integrity and professionalism across the organisation, and in dealing cross government, cross jurisdiction and outside of government.


DRAFT

NOTES:

nsw health people management skills … implementation/heti people...nsw h p m s f 3 draft contents...

Documents