Complement. Complement pathways: Classical pathway Alternative pathway Lectin pathway.
Line Manager Capability Professional Development Pathway · Line Manager Capability Professional...
Transcript of Line Manager Capability Professional Development Pathway · Line Manager Capability Professional...
Line Manager Capability Professional Development Pathway
SWSCEWD SWSCEWD
[Pick the date]
South West Sydney Local Health District Version 1.0 |2017
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 2 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
This page has been intentionally left blank
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 3 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
Table of Contents
Table of Contents .............................................................................................................................................. 3
Introduction ....................................................................................................................................................... 4
Transforming Your Experience .......................................................................................................................... 4
What is The LMCPDP? ....................................................................................................................................... 5
Who is the LMCPDP for? ................................................................................................................................... 6
How will the LMCPDP be reported? .................................................................................................................. 7
How will the LMCPDP be evaluated? ................................................................................................................ 7
Who do I contact if I need assistance with the LMCPDP? ................................................................................. 7
Accessing the LMCPDP ...................................................................................................................................... 8
Education ........................................................................................................................................................... 9
Purpose of the LMCPDP................................................................................................................................... 10
Learning Outcomes for the LMCPDP ............................................................................................................... 10
The skill sets required by a Line Manager ....................................................................................................... 11
Mapping ........................................................................................................................................................... 15
References ....................................................................................................................................................... 16
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 4 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
Introduction
SWSLHD Vision: Leading care, healthier communities
SWSLHD is among the most rapidly growing health districts in NSW and is projected to grow to more than a
million people in the next decade. It covers a vibrant, culturally diverse region, with almost a third of its
population speaking a language other than English at home.
SWSLHD seeks to provide a health care service that is patient focused, safe, equitable and responsive to the
rapidly developing needs of the communities in SWSLHD.
Line-Managers are the lynch pin between the coal face and senior management. It is imperative they have
the knowledge, skills and capabilities so they can lead and manage the dynamic environment in which they
work.
Transforming Your Experience
Over the years, SWSLHD has made significant gains in terms of patient care, safety and quality. However,
there are always opportunities for improvement. SWSLHD has identified improvements to patient and staff
experience – underpinned by outstanding leadership – as the primary drivers to transform the organisation.
The Line Manager Capability Professional Development Pathway (LMCPDP) aims to transform the
experience of SWSLHD Line Managers to support them in their challenging and dynamic roles. To do this we
need to change how we work and engage our patients, staff and communities with strategies that are
underpinned by our CORE values (Collaboration, Openness, Respect and Empowerment).
Key principles of Transforming Your Experience
1. Provide consistent high quality patient care
2. Strengthen quality and safety processes
3. Engage staff, patients and communities by listening, respecting and responding
4. Nurture and value good leadership and professional interactions.
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 5 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
What is The LMCPDP?
The LMCPDP outlines SWSLHD’s approach to the development and support of Line Managers as well as
those aspiring to become Line Managers. This LMCPDP applies to all professions and disciplines. There may
be additional discipline specific requirements which can be incorporated into the participants’ professional
plan in consultation with their manager.
The LMCPDP has been designed with three (3) stages, which support the different levels a Line Manager
may progress through and the minimum skill set requirements as identified by SWSLHD. These were
deemed appropriate to support the patient, the organisation and the individual as they fulfil their role as a
Line Manager. This is not conclusive but an indication of what is expected.
An education matrix has been mapped to the three (3) stages of The LMCPDP. This education matrix has
been separated for each stage of the LMCPDP into minimum requirements and additional development
opportunities. This matrix is not conclusive but provides an indication of what is available for those wishing
to expand their capabilities further.
The programs on the education matrix in the LMCPDP are offered by a range of services including South
Western Sydney Centre for Education and Workforce Development (SWSCEWD), the Health Education and
Training Institute (HETI), NSW Health Registered Training Organisation (RTO) and the South Western
Sydney Local Health District (SWSLHD) facilities.
The LMCPDP is currently mapped to the SWSLHD Education and Training Plan, the New South Wales (NSW)
Public Sector Capability Framework (5 groups) and the National Safety and Quality Health Service Standards
(September 2012). SWSCEWD is aware that the NSW Department of Health is developing a capability
framework for Health. Future LMCPDP will be revised with the new framework.
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 6 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
The three (3) stages are:
1. Stage One – Staff preparing for a period of acting in a Line Manager position or wanting to be ready
to actively pursue a Line Manager role.
2. Stage Two – Staff in a substantive position with less than two (2) years’ experience.
3. Stage Three – Staff in a substantive position with two – five (2-5) years’ experience.
Who is the LMCPDP for?
The LMCPDP applies to all staff who have been in a Line Manager role for up to five (5) years or to those
staff who aspire to become a Line Manager within SWSLHD.
Line Managers who have been in their role for more than five (5) years are encouraged to review the
LMCPDP together with their Manager and participate in any areas that have been identified as areas that
need refreshment, together with any other agreed professional development activities as part of their
Professional Development Plan.
The LMCPDP will also assist managers to identify and support staff for the purpose of succession planning
within SWSLHD.
Stage One – Minimum
requirements apply for an
acting or ready to actively
pursue a Line Manager
role
Stage Two – Minimum
requirements for a
substantive Line Manager
role with less than two (2)
years’ experience.
Stage Three – Minimum
requirements for a
substantive Line Manager
role with
2 – 5 years’ experience.
Stage One – Additional
activities to support
development
Stage Two – Additional
activities to support
development
Stage Three – Additional
activities to support
development
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 7 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
How will the LMCPDP be reported?
Managers will be able to run reports on the three (3) stages of the LMCPDP in MyHealth Learning at any
time to establish their staff member/s progress through the pathway.
SWSCEWD will run quarterly reports providing the following information:
1. Enrolments by facility/service
2. Completions by facility/service
3. Analysis of evaluation surveys obtained from the participants and their managers.
How will the LMCPDP be evaluated?
Evaluations will be conducted at three specific time intervals, pre-course enrolment, 8 months post course
enrolment and 18 months post course enrolment.
All evaluations will measure the participant’s reflection on their capabilities and confidence on the skill sets
required by a Line Manager, as identified within the LMCPDP document.
Managers will also be surveyed on their perception of their staff member’s capabilities and confidence on
the skill sets required by a Line Manager, as identified within the LMCPDP document.
Who do I contact if I need assistance with the LMCPDP?
SWSCEWD has designated two Workforce Educators to provide support and direction to with
implementing the LMCPDP.
Facility/Service SWSCEWD Contact
Bowral Camden-Campbelltown Fairfield Drug Health Mental Health Oral Health
Jyoti Khanvilkar, Workforce Educator [email protected] Phone: 8738 5997
Liverpool Bankstown-Lidcombe Mental Health Population Health Primary & Community Health Reporting Entity
Merridy Gina, Workforce Educator [email protected] Phone: 8738 5986
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 8 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
Accessing the LMCPDP
A Manager may identify a staff member to enrol in the most applicable Stage of the LMCPDP, alternatively
a staff member interested can have a discussion with their Manager to be included. In both instances the
following process is to be followed:
For staff who are currently not in a Line Manager position it is recommended they do not commence the
learning activities in stages two (2) and three (3) until they have worked through the learning activities in
stage one (1) and commenced in a management position.
Step 1
• Manager and Staff member discuss opportunity to develop management capabilities.
Step 2
• Staff member completes the relevant Checklist (Stage 1-3) provided in attached documents in consultation with their Manager. The Checklist will form part of the Performance Review Cycle.
Step 3
• The Manager emails the completed Checklist to SWSCEWD at [email protected]
• Subject line in email: 'LMCPDP'
Step 4
• The Manager enrols the staff member in The LMCPDP through My Health Learning.
Step 5
• Through conversation with their Manager and Senior Manager nominate a Support Person to assist them through The LMCPDP.
PLEASE NOTE:
It is expected that staff enrolled in the LMCPDP are current with their mandatory training.
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 9 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
It is vital that the learning completed during this professional development journey is supported with
opportunities to apply and practice the newly acquired skills within the work environment. This is a shared
responsibility between the manager to provide these opportunities and for the staff member to proactively
pursue these opportunities.
For more information and to enrol in the courses outlined in The LMCPDP, go to the SWSCEWD website at:
http://www.swslhd.nsw.gov.au/cewd/ and click on the LMCPDP button to access the pathway
information and documents.
Education
The LMCPDP has been designed so that the participant’s learning and development will occur through
experiences in the workplace, support from others and through structured courses – either online or face
to face.
In conversation with their Manager, the Participant can identify opportunities for workplace experiences
and the identification of a Support Person either through a Mentor or Coach relationship.
To support the formalised education component, SWSCEWD identified a list of courses that provide the
Participant with the necessary knowledge to support them in developing their skills and capabilities. When
identifying courses it may also be identified that the Participant has prior knowledge and experience in the
skillset, this may be recognised as equivalent. Such recognition can be signed off in the Checklist by their
manager.
Please refer to Appendix one (1) The LMCPDP Course guide for courses mapped to Skillsets.
PLEASE NOTE:
The Participant and their Manager must agree upon the Participant’s level of capability and
completion of all requirements of this stage of the LMCPDP. Course completion may not be a
sufficient indicator of confidence and capability.
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 10 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
Purpose of the LMCPDP
The purpose of the LMCPDP is to provide a pathway for current and future Line Managers to build
foundation knowledge and skills and then consolidate and expand upon them in order to be
successful in the role.
Learning Outcomes for the LMCPDP
On successful completion of the LMCPDP participants will be able to:
Demonstrate the skills and capabilities in required to be a successful Line Manager.
Utilise advanced communication skills to influence outcomes.
Model ownership of their role by fostering quality, innovation and best practice.
Predict, assess and respond to risks within the workplace in a timely manner.
Line Manager Capability Professional Development Pathway v1.0 March 2017 Page 11 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
The skill sets required by a Line Manager are:
# Skill set required
Requirements of skill Systems used to
assist skill Formalised
support Stage 1: Emerging Leaders
Stage 2: Line Managers with less than 2 years’ experience
Stage 3: Line Managers with 2 to 5 years’ experience
1 Budget
management
Access budget Write reports Balancing the budget Understanding Full Time
Equivalents (FTE) to inform decisions for backfill – staff profile
Monitor & manage budget expenditure
Activity Based Funding (ABF) Budget analysis Budget build Managing assets
ABF analysis SMRT Stafflink QLik
Finance Liaison
2 Business writing
skills
Identification of what document is required
Use of corporate stationary templates
Further development in writing Briefs, Referrals, Reports.
Conference submissions & presentations
Business plans Project proposals
Support Person
3 Computer literacy
Proficient use of Word, Outlook & Excel.
Keyboard commands Navigate Shared Drives Using Search Engines Internet e.g. clear cache,
bookmark pages, navigates between browser windows.
Privacy protection
Advanced level of Word, Outlook & Excel
Excel spreadsheet management
Microsoft Word Suite Shared Drives
IMT&D
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 12 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
# Skill set required Stage 1: Emerging Leaders Stage 2: Line Managers with less than 2 years’ experience
Stage 3: Line Managers with 2 to 5 years’ experience
Systems used to
assist skill
Formalised
support
4 Communication
Oral & written skills Learning to listen Chair meetings Writing minutes Effective handover – written
& verbal Interdisciplinary
Communication Knowledge of relevant
policies & procedures
Relationship building Assertiveness Negotiating skills Being a coach Communicating with influence Rounding Difficult/critical conversations Development & review of
policies & procedures
Coaching ComPURS ISBAR
Support Person Human Resources Department (HR) Employee Assistance Program (EAP)
5 Managing staff – HR
matters
General every day issues HR involvement – when &
why Return to Work Documentation – file notes De-escalation Conflict resolution Recruitment Managing complaints Tools to track & monitor
staff Dealing with difficult staff Value others – recognition &
reward
Leave management Understanding &
implementing the performance management framework
Resolve grievances Leave management Professional Development
Plans Promote positive workplace
culture Investigations Recognising & managing
Bullying & Harassment Mandatory education
Coaching Disciplinary processes Relationship building Cultural competence Mediation Counselling teams in crisis
Stafflink QLik ComPURS E-Recruit Learning Management System E-forms
Support Person HR Department WHS team
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 13 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
# Skill set required Stage 1: Emerging Leaders
Stage 2: Line Managers with less than 2 years’ experience
Stage 3: Line Managers with 2 to 5 years’ experience
Systems used to
assist skill
Formalised
support
6 Ownership
How to move from peer to manager
Taking responsibility – stepping into the role
Resilience Lead by example – role
model Management role
boundaries Ability to prioritise tasks
Emotional intelligence Decision making Delegation Change management Strategic thinking Accountability
Being innovative & developing an innovative team
Event management Project management
Support Person
7 Patient flow
Process Staff roles & responsibilities Escalation – knowing who to
ask
Escalation – Clinical & Corporate Governance – who & how
Crisis management IT systems Support Person Patient Flow Officer Bed Flow Manager
8 Patient safety
Principles Role in progressing &
actioning IIMS Participation in Morbidity &
Mortality meetings
Participation in Root Cause Analysis
IIMS Quality Manager Support Person
9 Quality
Continuous Quality Improvement process
Accreditation – evidence gathering
Analysis clinical indicators & IIMS data
Understand auditing requirements
Action as required from Consumer satisfaction surveys/interviews – complaints, compliments
Accreditation – establish processes to gather & report on evidence
Lead improvement project Identifying sources of reliable
data & how to analyse Knowledge of auditing
requirements & implementing appropriate actions
Provide local sponsorship & assist other managers
Participate in broader quality projects
Support Person Quality Manager
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 14 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
# Skill set required Stage 1: Emerging Leaders Stage 2: Line Managers with less than 2 years’ experience
Stage 3: Line Managers with 2 to 5 years’ experience
Systems used to
assist skill
Formalised
support
10 Risk management Delegations Communication channels Infection control
Understanding the Risk register & process
Anticipating & averting/reducing risk
Support Person
11 Reporting
What report when Data/evidence collection & analysis
Discerning relevant information
Support Person Manager
12 Rostering Understand principles Knowledge of Awards
Staff profile – FTEs Delegations
Kronos Support Person HR Department E-Recruit
13 Staff profile Recruitment Monitoring
FTEs Skill mix
Support Person
14 Systems
Ordering What system for what Access to relevant systems
Procurement
I procurement IIMS E-Recruit Qlik Cerner Proteus
E-Recruit HR Department Specific System contact
15 Work Health &
Safety
Accreditation Risk management Managing Return to Work
Disaster management IIMS WHS Officer Quality Manager
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 15 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
Mapping Public Sector Capability Framework 2013
5 Group of Capabilities (Personal Attributes, Relationships, People Management, Results, Business Enablers)
Levels - Foundational to Highly Advanced Excepted Minimum Level at end of The Pathway
SWSLHD Workforce Strategic Plan
2014-2021
(At Unit level)
SWSLHD Corporate Plan
2013 – 2017
(At Unit level)
Education and Training
Strategic Plan 2015-2021
(At Unit level)
SWSCEWD Professional
Development Categories
(PDCs)
National Safety and Quality Health Service
Standards (NQHSS) September 2012
Personal Attributes 1.1.2 1.1.4 1.1.5 1.2.2 1.2.4 1.2.5 1.2.6 1.3.1 2.1.1 2.1.2 2.2.2 2.3.3 2.3.4 2.5.1 2.5.2 2.5.3 2.6.1 2.7.1 2.9.1
2.9.2 3.1.1 3.2.1 3.2.2 3.2.3 3.3.1 3.3.2 3.3.3 3.4.1 3.4.2 3.5.1 3.6.1 3.7.1 3.7.2 3.8.2 4.2.1 4.2.2
1.1.1 1.1.2 1.1.3 1.2.1 1.2.2 1.3.1 1.3.2 1.3.3 1.3.4 1.3.7 1.4.1 1.4.2 1.4.3 1.4.4 1.5.1 1.5.9
1.5.12 1.5.13 2.1.5 2.1.9 2.3.1 3.1.1 3.1.3 3.2.5 3.3.1 3.3.3 3.4.7
3.4.8 3.4.10 3.4.11 3.4.12 4.1.6 4.1.8
4.1.10 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 5.1.8 5.2.3 6.1.8 6.3.2 7.1.6 7.1.8 7.2.3 7.2.4 8.1.2 8.1.9 8.3.3 8.4.2 8.5.4 8.6.3
1.2 2.2 2.4 3.3 3.5 3.6 3.7
3.10 4.3 5.1 6.4 6.5 6.6 6.7 6.8 7.2 9.1 9.3
11.1 15.6
Governance Leadership
Management People,
Culture & Values
Workforce Skills
1.1 1.2 1.3 1.4 1.5 1.6 1.8
1.10.2 1.10.5 1.11 1.12 1.13 1.14 1.15 1.20 2.1 2.2 3.1 3.2 4.4 6.1 6.2 6.3 6.4
7.6.3 9.1 9.2 9.5
10.1 10.2 10.3 10.6 11.5 11.6 13.1 13.2 13.3 13.4 14.1 14.2 14.3 14.4 15.1 15.2 15.5 15.7 15.8 15.9
Act with Integrity
Display Resilience & Courage
Manage Self
Think & Solve Problems
Advanced
Adept
Advanced
Adept
Relationships & People Management
Commit to Customer Service
Communicate Effectively
Influence & Negotiate
Inspire Direction & Purpose
Manage & Develop People
Value Diversity
Work Collaboratively
Adept
Advanced
Adept
Adept
Adept
Advanced
Adept
Results & Business Enablers
Deliver Results
Demonstrate Accountability
Finance
Optimise Business Outcomes
Manage Reform & Change
Plan & Prioritise
Procurement & Contract Management
Project Management
Technology
Adept
Intermediate
Foundational
Intermediate
Intermediate
Intermediate
Intermediate
Intermediate
Adept
Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 16 of 16
Endorsed SWSLHD Workforce Committee 15 September 2016
References
National Safety and Quality Health Service Standards (NSQHSS), September 2012.
New South Wales Public Service Commission 2013, The NSW Public Sector Capability Framework.
Sydney Local Health District 2015: Nursing and Midwifery Service Nursing and Midwifery Unit
Managers Professional Development Pathway.
South West Sydney Local Health District 2013, Corporate Plan 2013-2017.
South West Sydney Local Health District 2015, Education and Training Strategic Plan 2015-2021.
South West Sydney Local Health District 2014, Workforce Strategic Plan 2014-2021