Competencies - Workplace Strategies for Mental Health · >> Section V: Performance Management Tool...

Competenciesfor Canada’s Substance Abuse Workforce

SECTION V

Performance Management Tools

Canadian Centre on Substance Abuse

PageAdministration Support V–3Counselling V–11Health Promotion V–19Senior Management V–27Supervision V–35Support and Outreach V–45Withdrawal Management V–53

This package was published by the Canadian Centreon Substance Abuse (CCSA).

Suggested citation: Canadian Centre on Substance Abuse. (2010). Competencies for Canada’s substance abuse workforce.

Ottawa, ON: Canadian Centre on Substance Abuse.

This is a living document, which CCSA may revise and update to reflect the latest evidence and research.

Copyright © 2010 by the Canadian Centre on Substance Abuse (CCSA). All rights reserved.

For additional copies, contactCCSA, 75 Albert St., Suite 500

Ottawa, ON K1P 5E7Tel.: 613-235-4048

Email: [email protected]

These documents can also be downloaded as a PDF atwww.cnsaap.ca

Ce document est également disponible en français sous le titre :Compétences de base pour les intervenants canadiens en

toxicomanie

ISBN 978-1-926705-16-3

Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce

V-3

It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).

To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.

Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.

This performance management tool provides you with a process and template for conducting employee performance reviews within the Administration Support occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.

This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.

To assess and revise the tool so it is well-suited to your organization:

Review this tool to determine if the suggested 1. competency profile is relevant.

Adjust, as necessary, to suit the job description 2. and your organization.

Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.

A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.

AdministrAtion support

AdministrAtion supportAdministrAtion support

AdministrAtion support

Behavioural Competencies (v.1)Performance Management Tool

AdMINISTrATION SuPPOrT

V-4

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Administration Support

Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.

Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient Service OrientationContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf ManagementTeamwork and Cooperation

111212122222

Competency Required Proficiency Level

Position Title:

Employee Name:

Manager’s Name and Title:

Review Period from (Month/Year) to (Month/Year):

Administration Support Administrative Assistant, Administrator, Regional Administrator, Clinic Technician

Date of Review (Day/Month/Year):

Performance Management Tool For: Positions related to Administration Support

Job Cluster Example Job Titles

Preparation Checklist

Review job description to identify the target position requirements and competencies.

Review previous performance evaluation, if available.

Suggested Competency Profile

**CONFIDENTIAL WHEN COMPLETED**

V-5

Behavioural Competencies (v.1) Section V: Performance Management Tool – Administration Support <<


How to Use this Form

INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):

The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.

The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).

In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).

If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.

If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.

INTERIM REVIEW: During the cycle (e.g., 6-month review):

The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.

Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).

If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).

If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).

u

u

u

u

u

u

u

V-6



FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):

The manager and employee meet to discuss the final review of the performance objectives.

Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).

For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.

In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.

If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).

If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).

SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):

The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).

The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).

The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).

The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.

u

u

u

u

u

u

u

u

u

V-7



Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. Pr

ovide

adm

inistr

ative

cove

rage

/supp

ort f

or ot

her

secti

ons d

uring

perio

ds of

abse

nce o

f oth

er ad

mini

strat

ive

staff

and w

hen n

eces

sary.

2. Pr

ovide

tim

ely in

form

ation

on us

er ac

tivity

base

d on a

n an

alysis

of av

ailab

le da

ta.

3. Pr

ovide

nece

ssary

info

rmat

ion to

clien

ts wi

thin

the

boun

darie

s of c

onfid

entia

lity p

olicie

s and

/or c

onta

ct ap

prop

riate

staff

to pa

ss inf

orm

ation

as ap

prop

riate

.

4. Un

derta

ke tr

aining

as id

entifi

ed by

supe

rviso

r and

lea

rning

plan

.

Adap

tabil

ity/F

lexibi

lity

Team

work

and C

oope

ratio

n

Analy

tical

Think

ing an

d De

cision

M

aking

Clien

t Ser

vice O

rient

ation

Inte

rper

sona

l Sav

vy/R

appo

rtEt

hical

Cond

uct a

nd

Pr

ofes

siona

lism

Cont

inuou

s Lea

rning

Self C

are

V-8



5. En

sure

effec

tive c

omm

unica

tion i

s main

taine

d bet

ween

se

rvice

user

s and

colle

ague

s at a

ll lev

els, b

oth v

erba

lly

and i

n writ

ing.

6. M

ainta

in an

d cre

ate e

fficie

nt fil

ing sy

stem

s (ele

ctron

ic an

d har

d-co

py) t

o fac

ilitat

e dat

a ret

rieva

l and

ensu

re th

at

confi

dent

iality

is pr

eser

ved.

7. Se

ek as

sista

nce f

rom

othe

rs to

reso

lve is

sues

or m

eet

dem

ands

of th

e wor

kload

, as a

ppro

priat

e.

8.

Effec

tive C

omm

unica

tion

Self M

anag

emen

tDi

versi

ty an

d Cult

ural

Resp

onsiv

enes

s

Plann

ing an

d Org

anizi

ngEt

hical

Cond

uct a

nd

Prof

essio

nalis

m

Self C

are

Team

work

and C

oope

ratio

nAd

apta

bility

/Flex

ibilit

y

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-9



Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

V-10



Employee Signature Manager Signature Date (dd/mm/yy)

Part C: Summary Review and Overall Evaluation

After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.

The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).

The employee records summary comments on own performance and/or the review process, as desired.

Both the manager and employee sign the evaluation.

u

u

u

u

Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).

Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.

Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.

Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.

4

3

2

1

Manager Comments/ Summary

Mutual Action Plan

Employee Comments

Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations

NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.


V-11




This performance management tool provides you with a process and template for conducting employee performance reviews within the Counselling occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.







CounsellingCounselling

CounsellingCounsellingCounselling


COuNSEllINg

V-12

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Counselling


Position Title:

Employee Name:


Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):

Performance Management Tool For: Positions related to Counselling






Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeClient Service OrientationContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvySelf CareSelf ManagementTeamwork and Cooperation

333223323322


Counselling Addictions Counsellor, Alcohol & Drug Counsellor, Substance Abuse Counsellor, Intake Counsellor


V-13

Behavioural Competencies (v.1) Section V: Performance Management Tool – Counselling <<














u

u

u

u

u

u

u

V-14















u

u

u

u

u

u

u

u

u

V-15



Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. Pr

ovide

indiv

idual

and g

roup

coun

sellin

g ses

sions

to

clien

ts in

a safe

envir

onm

ent.

2. Ne

gotia

te an

d sus

tain

goal-

direc

ted c

ouns

elling

re

lation

ships

that

hono

ur in

dividu

al, cu

ltura

l, and

sit

uatio

nal d

iversi

ty.

3. De

mon

strat

e app

ropr

iate a

ware

ness

of se

lf thr

ough

re

cogn

ition

of im

pact

on ot

hers,

man

aging

bias

, and

the

ident

ifica

tion o

f stre

ngth

s and

limita

tions

.

4. As

sist i

ndivi

duals

, gro

ups a

nd th

e com

mun

ity to

atta

in kn

owled

ge an

d skil

ls in

addr

essin

g sub

stanc

e use

issu

es.

Inte

rper

sona

l Sav

vy/R

appo

rtEff

ectiv

e Com

mun

icatio

n

Clien

t Ser

vice O

rient

ation

Dive

rsity

and C

ultur

al Re

spon

siven

ess

Effec

tive C

omm

unica

tion

Inte

rper

sona

l Sav

vy/R

appo

rtSe

lf Man

agem

ent

Clien

t Ser

vice O

rient

ation

Team

work

and C

oope

ratio

nEff

ectiv

e Com

mun

icatio

n

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-16



5. En

gage

in re

cipro

cal re

lation

ships

of le

arnin

g with

co

lleag

ues.

6. Co

llabo

rate

with

clien

ts to

iden

tify a

ppro

priat

e tre

atm

ent o

ption

s and

/or s

uppo

rts.

7. De

velop

perso

nal a

nd pr

ofes

siona

l resil

ience

an

d pro

mot

e hea

lth th

roug

h the

deve

lopm

ent a

nd

imple

men

tatio

n of a

perso

nal w

ellne

ss pla

n.

8.

Team

work

and C

oope

ratio

nCo

ntinu

ous L

earn

ingEt

hical

Cond

uct a

nd

Prof

essio

nalis

m

Clien

t-cen

tere

d Cha

nge

Clien

t Ser

vice O

rient

ation

Adap

tabil

ity an

d Flex

ibilit

yEff

ectiv

e Com

mun

icatio

nDi

versi

ty an

d Cult

ural

Resp

onsiv

enes

s

Self M

anag

emen

tSe

lf Car

eCo

ntinu

ous L

earn

ingEt

hical

Cond

uct a

nd

Prof

essio

nalis

m

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-17



Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

V-18









u

u

u

u





4

3

2

1


Mutual Action Plan

Employee Comments




V-19

HealtH Promotion

HealtH PromotionHealtH Promotion

HealtH Promotion




This performance management tool provides you with a process and template for conducting employee performance reviews within the Health Promotion occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.








HEAlTH PrOMOTION

V-20

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Health Promotion


Position Title:

Employee Name:



Performance Management Tool For: Positions related to Health Promotion






Adaptability/FlexibilityAnalytical Thinking and Decision MakingCollaboration and Network BuildingContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf Motivation and DriveTeamwork and Cooperation

32333333233222


Health Promotion Health Promotion Specialist, Health Education Specialist, Prevention Coordinator, Health Educator, Health Promotion & Protection Specialist/Worker


V-21

Behavioural Competencies (v.1) Section V: Performance Management Tool – Health Promotion <<














u

u

u

u

u

u

u

V-22















u

u

u

u

u

u

u

u

u

V-23



Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. As

sist t

he sc

hool

distri

ct in

imple

men

ting a

co

mpr

ehen

sive s

choo

l hea

lth ap

proa

ch by

prov

iding

ac

cess

to up

-to-d

ate i

nfor

mat

ion on

healt

h pro

mot

ion

theo

ry an

d evid

ence

-bas

ed pr

actic

e.

2. Es

tabli

sh an

d main

tain

links

with

com

mun

ity le

ader

s an

d oth

er ke

y hea

lth pr

omot

ion st

akeh

older

s (e.g

., sch

ools,

busin

esse

s, ch

urch

es, c

omm

unity

asso

ciatio

ns,

labou

r unio

ns).

3. Fa

cilita

te a

healt

h edu

catio

n pro

gram

to ad

dres

s bing

e dr

inking

amon

g you

ng ad

ults.

4. De

velop

a so

cial m

arke

ting c

ampa

ign in

cludin

g m

ultipl

e cha

nnels

(lea

flets,

poste

rs, br

ochu

res,

PSAs

, etc.

) to

raise

awar

enes

s of lo

w-ris

k drin

king.

Adap

tabil

ity/F

lexibi

lity

Cont

inuou

s Lea

rning

Crea

tivity

and I

nnov

ation

Colla

bora

tion a

nd N

etwo

rk

Build

ing

Colla

bora

tion a

nd N

etwo

rk

Build

ingEff

ectiv

e Com

mun

icatio

n

Effec

tive C

omm

unica

tion

Inte

rper

sona

l Sav

vy/R

appo

rtCr

eativ

ity an

d Inn

ovat

ionCo

llabo

ratio

n and

Net

work

Bu

ilding

Crea

tivity

and I

nnov

ation

Effec

tive C

omm

unica

tion

Colla

bora

tion a

nd N

etwo

rk

Build

ing

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-24



5. Fa

cilita

te de

velop

men

t of a

com

mun

icatio

n coa

lition

to

advo

cate

for a

ddre

ssing

healt

h ine

quiti

es im

pacti

ng

socio

-eth

nic m

inorit

ies in

the c

omm

unity

.

6. 7. 8.

Dive

rsity

and C

ultur

al Re

spon

siven

ess

Ethic

al Co

nduc

t and

Pr

ofes

siona

lism

Inte

rper

sona

l Sav

vy/R

appo

rtAd

apta

bility

/Flex

ibilit

y

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-25



Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

V-26









u

u

u

u





4

3

2

1


Mutual Action Plan

Employee Comments




V-27




This performance management tool provides you with a process and template for conducting employee performance reviews within the Senior Management occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.








SENIOr MANAgEMENT

Senior ManageMent Senior ManageMent

Senior ManageMeSenior ManageMent

V-28

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Senior Management


Position Title:

Employee Name:



Performance Management Tool For: Positions related to Senior Management






Adaptability/FlexibilityAnalytical Thinking and Decision MakingCollaboration and Network BuildingContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismLeadershipPlanning and OrganizingSelf CareTeamwork and Cooperation

4444444444444


Senior Management Executive Director, Clinical Director, Program Director, Program Manager, Controller, Office Manager


V-29

Behavioural Competencies (v.1) Section V: Performance Management Tool – Senior Management <<














u

u

u

u

u

u

u

V-30















u

u

u

u

u

u

u

u

u

V-31



Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. De

velop

and a

dmini

ster t

he re

gion’s

com

preh

ensiv

e su

bsta

nce a

buse

prog

ram

—inv

olving

the a

lloca

tion o

f fed

eral,

prov

incial

and m

unici

pal re

sour

ces t

o age

ncies

th

at pr

ovide

subs

tanc

e abu

se pr

even

tion,

on or

befo

re

all su

bmiss

ion da

tes a

nd w

ithin

1% of

budg

et (o

r with

ap

prov

al ex

plana

tions

for o

vera

ge).

2. Pr

omot

e com

mun

ity ut

ilizat

ion of

subs

tanc

e abu

se

and o

ther

publi

c ser

vice p

rogr

ams t

hrou

gh en

hanc

ing

and d

evelo

ping c

omm

unity

need

s-bas

ed ed

ucat

ion an

d re

sour

ces.

3. De

velop

a po

licy f

or co

nflict

s of in

tere

st fo

r the

or

ganiz

ation

.

4. Id

entif

y a ne

w or

enha

nced

miss

ion st

atem

ent,

goals

, va

lues a

nd vi

sion t

hrou

gh a

colla

bora

tive p

roce

ss,

posit

ively

evalu

ated

and s

uppo

rted b

y the

boar

d and

ot

her s

take

holde

rs, w

hich e

stabli

shes

goals

and s

trate

gies

refle

ctive

of ev

idenc

e-ba

sed s

ubsta

nce a

buse

trea

tmen

t

Plann

ing an

d Org

anizi

ngAn

alytic

al Th

inking

and D

ecisi

on

Mak

ingLe

ader

ship

Colla

bora

tion a

nd N

etwo

rk

Build

ingDe

velop

ing O

ther

sCr

eativ

ity an

d Inn

ovat

ionEff

ectiv

e Com

mun

icatio

nDi

versi

ty an

d Cult

ural

Resp

onsiv

enes

s

Ethic

al Co

nduc

t and

Pr

ofes

siona

lism

Team

work

and C

oope

ratio

nEff

ectiv

e Com

mun

icatio

n

Lead

ersh

ipCr

eativ

ity an

d Inn

ovat

ionAn

alytic

al Th

inking

and D

ecisi

on

Mak

ing

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-32



5. Fa

cilita

te co

llabo

ratio

n and

deve

lopm

ent w

ithin

the

senio

r man

agem

ent t

eam

by pr

ovidi

ng:

• On

e-to

-one

coac

hing

• M

ento

ring

• Te

achin

g con

sens

us-b

ased

decis

ion m

aking

6. Co

nduc

t a re

view

of be

st pr

actic

es in

subs

tanc

e abu

se

prev

entio

n and

/or t

reat

men

t and

deve

lop a

strat

egy o

n ho

w to

imple

men

t tho

se pr

actic

es in

to ex

isting

prog

ram

s to

gain

mea

sura

ble en

hanc

emen

ts.

7. 8.

Team

work

and C

oope

ratio

nDe

velop

ing O

ther

s

Cont

inuou

s Lea

rning

Crea

tivity

and I

nnov

ation

Adap

tabil

ity/F

lexibi

lity

Plann

ing an

d Org

anizi

ng

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-33



Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

V-34









u

u

u

u





4

3

2

1


Mutual Action Plan

Employee Comments




V-35




This performance management tool provides you with a process and template for conducting employee performance reviews within the Supervision occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.








SuPErVISION

SuperviSioSuperviSion

SuperviSionSuperviSion

SuperviSion

V-36

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Supervision


Position Title:

Employee Name:



Performance Management Tool For: Positions related to Supervision






Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient Service OrientationContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyLeadershipPlanning and OrganizingSelf CareTeamwork and Cooperation

33333333333333


Supervision Clinical Supervisor, Non-Clinical Supervisor, Senior Counsellor, Lead Clinician, Manager, Coordinator


V-37

Behavioural Competencies (v.1) Section V: Performance Management Tool – Supervision <<














u

u

u

u

u

u

u

V-38















u

u

u

u

u

u

u

u

u

V-39



Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. M

anag

e an a

gree

d-up

on ca

seloa

d and

prov

ide

spec

ialist

asse

ssmen

t and

inte

rven

tion s

ervic

es to

addr

ess

the s

ubsta

nce a

buse

trea

tmen

t nee

ds of

yout

h age

s 14

–18 y

ears.

Subm

it ca

seloa

d rep

ort m

onth

ly.

2. Id

entif

y, or

ganiz

e, an

d par

ticipa

te in

the d

evelo

pmen

t of

met

hado

ne tr

eatm

ent t

raini

ng pr

ogra

ms w

ithin

next

12

mon

ths.

3. M

onito

r, eva

luate

and i

mpr

ove t

he st

anda

rd of

serv

ice

deliv

ery o

f the

alco

hol a

nd dr

ug tr

eatm

ent p

rogr

am to

m

eet a

gree

d-up

on st

anda

rds o

f car

e, as

stat

ed in

polic

y m

anua

l. Sub

mit

evalu

ation

s to s

uper

visor

at en

d of e

ach

cour

se.

4. Re

view

clien

t sat

isfac

tion s

urve

ys m

onth

ly. In

corp

orat

e an

d con

sider

reco

mm

enda

tions

for im

prov

ing pr

ogra

m—

afte

r rev

iewing

with

the t

eam

.

Plann

ing an

d Org

anizi

ng

Inte

rper

sona

l Rap

port/

Savv

y

Deve

loping

Oth

ers

Cont

inuou

s Lea

rning

Self C

are

Clien

t Ser

vice O

rient

ation

Analy

tical

Think

ing an

d Dec

ision

M

aking

Ethic

al Co

nduc

t and

Pr

ofes

siona

lism

Analy

tical

Think

ing an

d Dec

ision

M

aking

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-40



5. Ho

ld m

onth

ly cli

nical

supe

rvisi

on m

eetin

gs w

ith

indivi

dual

staff

and r

eview

case

loads

. Fac

ilitat

e mon

thly

team

mee

tings

.

6. Or

ganiz

e qua

rterly

mee

tings

betw

een s

taff

and

Abor

igina

l hea

ler/e

lder t

o enh

ance

cultu

ral s

ensit

ivity

an

d ser

vice d

elive

ry.

7. De

velop

a lun

ch-a

nd-le

arn s

essio

n on “

man

aging

e-

mail

” by e

nd of

May

, to l

earn

effec

tive e

-mail

and fi

le m

anag

emen

t.

8. M

anag

e shif

t sch

edule

to en

sure

cont

inuou

s clie

nt

serv

ice de

liver

y thr

ough

out t

he ye

ar.

Lead

ersh

ipTe

amwo

rk an

d Coo

pera

tion

Inte

rper

sona

l Rap

port/

Savv

yEff

ectiv

e Com

mun

icatio

n

Dive

rsity

and C

ultur

al Re

spon

siven

ess

Effec

tive C

omm

unica

tion

Effec

tive C

omm

unica

tion

Plann

ing an

d Org

anizi

ngDe

velop

ing O

ther

sCo

ntinu

ous L

earn

ing

Adap

tabil

ity/F

lexibi

lity

Clien

t Ser

vice O

rient

ation

Crea

tivity

and I

nnov

ation

Effec

tive C

omm

unica

tion

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-41



9. Or

ganiz

e tea

m w

orks

hop o

n dua

l relat

ionsh

ips, b

y Jun

e 30

.

10. Id

entif

y issu

es th

at co

ncer

n the

team

and e

ffecti

vely

facilit

ate b

rains

torm

ing, ro

tatin

g fac

ilitat

or ro

le to

de

velop

staff

.

11. E

nsur

e tha

t all s

taff

man

age o

verti

me a

nd ta

ke

vaca

tion t

ime b

efore

end o

f yea

r.

Ethic

al Co

nduc

t and

Pr

ofes

siona

lism

Deve

loping

Oth

ers

Plann

ing an

d Org

anizi

ng

Crea

tivity

and I

nnov

ation

Deve

loping

Oth

ers

Effec

tive C

omm

unica

tion

Inte

rper

sona

l Rap

port/

Savv

y

Self C

are

Deve

loping

Oth

ers

Crea

tivity

and I

nnov

ation

Adap

tabil

ity/F

lexibi

lity

Inte

rper

sona

l Rap

port/

Savv

y

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-42



Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

V-43









u

u

u

u





4

3

2

1


Mutual Action Plan

Employee Comments




V-45




This performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.








SuPPOrT ANd OuTrEACH

Support outreachSupport and outreach

Support and outreSupport and outreach

V-46

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach


Position Title:

Employee Name:



Performance Management Tool For: Positions related to Support and Outreach






Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeCollaboration and Network BuildingContinuous LearningCreativity and InnovationDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf Management

3232223323232


Support and Outreach Support Worker, Outreach Worker, Alcohol Worker, Drug Worker, Substance Abuse Worker, Drug Outreach Worker, Substance Abuse Practitioner, Community Outreach Worker, Community Liaison Worker, Attendant


V-47

Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<














u

u

u

u

u

u

u

V-48















u

u

u

u

u

u

u

u

u

V-49



Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. De

velop

clien

t-cen

tred s

ervic

e deli

very

plan

s inc

luding

bio

-psy

cho-

socia

l (ne

eds/r

isk) a

ssessm

ent,

treat

men

t pla

n, an

d disc

harg

e stra

tegy

, with

high

leve

ls of

inpu

t and

ow

nersh

ip fro

m cl

ients

when

possi

ble.

2. Pr

ovide

info

rmat

ion an

d sup

port

to as

sist c

lient

s with

th

eir ho

using

need

s and

main

taini

ng th

eir re

siden

ce.

3. Sc

reen

and a

ssess

clien

ts re

ferre

d int

o the

prev

entio

n/tre

atm

ent s

ervic

e and

mak

e rec

omm

enda

tions

for

appr

opria

te tr

eatm

ent w

hile m

ainta

ining

prof

essio

nal

integ

rity.

4. De

velop

and r

eview

shor

t-ter

m ca

re pl

ans f

or m

ultipl

e cli

ents,

inclu

ding i

dent

ifying

need

ed re

sour

ces a

nd

esta

blish

ing ti

meli

nes.

Clien

t-cen

tred C

hang

eAn

alytic

al Th

inking

and D

ecisi

on

Mak

ing

Effec

tive C

omm

unica

tion

Colla

bora

tion a

nd N

etwo

rk

Build

ing

Analy

tical

Think

ing an

d Dec

ision

M

aking

Adap

tabil

ity/F

lexibi

lity

Plann

ing an

d Org

anizi

ng

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-50



5. M

eet w

ith su

perv

isor m

onth

ly to

revie

w et

hical

cond

uct a

nd se

lf man

agem

ent c

ompe

tenc

ies as

part

of

the s

uper

vision

plan

.

6. En

sure

that

subs

tanc

e abu

se ed

ucat

ion/p

reve

ntion

/tre

atm

ent p

rogr

am co

nten

t and

deliv

ery a

re re

flecti

ve

and r

espo

nsive

to di

versi

ty—

e.g., s

ocio-

polit

ical a

nd

cultu

ral is

sues

.

7. 8.

Ethic

al Co

nduc

t and

Pr

ofes

siona

lism

Self M

anag

emen

t

Dive

rsity

and C

ultur

al Re

spon

siven

ess

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-51



Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

V-52









u

u

u

u





4

3

2

1


Mutual Action Plan

Employee Comments




V-53


WITHdrAWAl MANAgEMENT




This performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.







WithdraWal ManageMen

WithdraWal ManageWithdraWal ManageMent

WithdraWal ManageMent

V-54

Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Withdrawal Management


Position Title:

Employee Name:



Performance Management For: Positions related to Withdrawal Management






Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf ManagementSelf Motivation and DriveTeamwork and Cooperation

3232332332332


Withdrawal Management Withdrawal Management (Detox) Worker, Detox Nurse, Specialty Nurse, Withdrawal Management (Detox) Counsellor, Attendant


V-55

Behavioural Competencies (v.1) Section V: Performance Management Tool – Withdrawal Management <<














u

u

u

u

u

u

u

V-56















u

u

u

u

u

u

u

u

u

V-57



Part

A: P

erfo

rman

ce P

lann

ing

and

Revi

ew

1. Co

ordin

ate w

ithdr

awal

man

agem

ent a

nd/o

r tre

atm

ent

plan w

ith cl

ients,

clien

ts’ fa

milie

s, ho

spita

l(s),

relat

ed

serv

ices,

and c

ollea

gues

.

2. De

liver

educ

ation

sessi

ons t

o sm

all gr

oups

of cl

ients

and t

heir f

amily

mem

bers

on w

ithdr

awal/

deto

xifica

tion

proc

ess,

stres

s man

agem

ent,

welln

ess,

prob

lem so

lving

, an

d cop

ing sk

ills.

3. Co

nsult

and c

ollab

orat

e with

inte

rdisc

iplina

ry te

am

mem

bers

and o

ther

healt

h pro

fessio

nals

and p

rovid

ers i

n th

e ide

ntifi

catio

n and

reso

lution

of a

varie

ty of

clien

t and

fam

ily is

sues

by pa

rticip

ating

in cl

ient c

are c

onfer

ence

s an

d sta

ff m

eetin

gs.

4. De

velop

perso

nal re

silien

ce an

d em

otion

al he

alth b

y pa

rticip

ating

in w

eekly

team

supp

ort s

essio

ns.

Plann

ing an

d Org

anizi

ngAn

alytic

al Th

inking

and

Dec

ision

M

aking

Adap

tabil

ity/F

lexibi

lity

Team

work

and C

ollab

orat

ionEff

ectiv

e Com

mun

icatio

nDi

versi

ty an

d Cult

ural

Resp

onsiv

enes

s

Effec

tive C

omm

unica

tion

Clien

t-cen

tred C

hang

eDi

versi

ty an

d Cult

ural

Resp

onsiv

enes

s

Team

work

and C

oope

ratio

nCo

ntinu

ous L

earn

ingIn

terp

erso

nal R

appo

rt/Sa

vvy

Dive

rsity

and C

ultur

al Re

spon

siven

ess

Self C

are

Ethic

al Co

nduc

t and

Pr

ofes

siona

lism

Team

work

and C

oope

ratio

n

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-58



5. M

onito

r clie

nts’ p

rogr

ess a

nd eff

ectiv

enes

s of

inter

vent

ions b

y mee

ting w

ith cl

ients

one-

on-o

ne to

as

sess

their

prog

ress,

iden

tify p

roble

ms,

and i

mple

men

t es

tabli

shed

prot

ocol

for h

igh-ri

sk cl

ients

in cri

sis.

6. Ad

just c

lient

trea

tmen

t plan

s bas

ed on

cons

ultat

ion

with

mult

idisci

plina

ry te

am.

7. M

onito

r clie

nts’ i

nter

actio

ns an

d beh

aviou

rs an

d pr

ovide

crisi

s int

erve

ntion

, suc

h as fi

rst re

spon

se to

su

icide

thre

ats a

nd m

edica

l em

erge

ncies

, man

aging

the

situa

tions

as re

quire

d.

8. Fa

cilita

te gr

oup a

nd in

dividu

al se

ssion

s and

disc

ussio

ns,

prov

iding

supp

ortiv

e cou

nsell

ing an

d edu

catio

n in a

reas

su

ch as

guide

d med

itatio

n/re

laxat

ion te

chniq

ues,

relap

se

prev

entio

n, ha

rm re

ducti

on, a

nd nu

tritio

n.

Clien

t-cen

tred C

hang

eEt

hical

Cond

uct a

nd

Prof

essio

nalis

mIn

terp

erso

nal R

appo

rt/Sa

vvy

Analy

tical

Think

ing an

d Dec

ision

M

aking

Adap

tabil

ity/F

lexibi

lity

Team

work

and C

oope

ratio

nEff

ectiv

e Com

mun

icatio

n

Self M

anag

emen

t An

alytic

al Th

inking

and D

ecisi

on

Mak

ingAd

apta

bility

/Flex

ibilit

y

Inte

rper

sona

l Rap

port/

Savv

yDi

versi

ty an

d Cult

ural

Resp

onsiv

enes

sEff

ectiv

e Com

mun

icatio

nIn

terp

erso

nal R

appo

rt/Sa

vvy

Adap

tabil

ity/F

lexibi

lity

Plann

ing an

d Org

anizi

ng

Rat

ing

Rela

ted

Com

pete

ncie

s:

Sam

ple P

erfo

rman

ce O

bjec

tives

:

Res

ults

Ach

ieve

d:

Self

M

gr

V-59



Targ

et

Com

plet

ion

Area

s for

Dev

elop

men

t:

A

ctio

n Pl

an/D

evel

opm

ent O

ptio

ns:

D

ates

:

R

esul

ts:

Part

B: L

earn

ing

and

Dev

elop

men

t

1. 2. 3. 4. 5.

V-60









u

u

u

u





4

3

2

1


Mutual Action Plan

Employee Comments



Competencies - Workplace Strategies for Mental Health · >> Section V: Performance Management Tool...

Documents

Transcript of Competencies - Workplace Strategies for Mental Health · >> Section V: Performance Management Tool...