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Line Manager Capability Professional Development Pathway South Western Sydney Local Health District Version 2.0 | 2018
Line Manager Capability Professional Development Pathway v2.0 January 2018 Page 0 of 11
Endorsed SWSLHD Workforce Committee 15 September 2016
Line Manager Capability Professional Development Pathway
South Western Sydney Local Health District
Version 2.0 | 2018
Line Manager Capability Professional Development Pathway v2.0 February 2018 Page 1 of 11
Endorsed SWSLHD Workforce Committee 15 September 2016
© South Western Sydney Centre for Education and Workforce Development This work is copyright. It may be reproduced in whole or in part for information sharing purposes subject to the inclusion of an acknowledgement of the source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above requires written permission from the South Western Sydney Centre for Education and Workforce Development. Published: Version 1.0 March 2017 Version 2.0 February 2018 SWS Centre for Education and Workforce Development (SWSCEWD) Eastern Campus Liverpool Hospital Elizabeth Street Liverpool NSW 2170 Postal address: Locked Bag 7279 Liverpool BC NSW 1871 Email: [email protected] Intranet: intranet.sswahs.nsw.gov.au/cewd Internet: sswahs.nsw.gov.au/cewd Phone: (02) 8738 5920 Fax: (02) 8738 5931
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Table of Contents
Introduction ................................................................................................................. 3
Target Audience for the LMCPDP ................................................................................. 4
Purpose ........................................................................................................................ 4
Learning Outcomes ...................................................................................................... 4
Education Opportunities .............................................................................................. 5
Recognition of Prior Learning .................................................................................... 5
How to Enrol ................................................................................................................ 5
The Checklist ............................................................................................................. 6
Evaluation Methodology .............................................................................................. 7
Reporting ..................................................................................................................... 7
Contact Details ............................................................................................................. 7
References ................................................................................................................... 7
Table 1: The Skill Sets ................................................................................................... 8
Table 2: The Mapping ................................................................................................. 11
Table of Figures
Figure 1: LMCPDP Stages ................................................................................................................. 4
Figure 2: LMCPDP Process .............................................................................................................. 6
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Introduction
SWSLHD Vision: Leading care, healthier communities Line-Managers are the lynch pin between the coal face and senior management. It is imperative they have the knowledge, skills and capabilities to lead and manage the dynamic environment in which they work. The Line Manager Capability Professional Development Pathway (LMCPDP) is South Western Sydney Local Health District’s (SWSLHD) approach to the development and support of Line Managers; as well as those aspiring to become Line Managers. It applies to all professions and disciplines, although it is acknowledged there may also be additional discipline specific requirements. Working through the LMCPDP needs to be incorporated into the participants’ Performance Development Review (PDR) process in consultation with their manager. It 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. The 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.
Through extensive consultation and focus groups across SWSLHD, fifteen (15) skill sets and three (3) stages were identified. These stages are designed to support a Line Manager as they progress. Refer to Figure 1 for the three stages and Table 1 for details on the Skill sets and their requirements. Each stage has an accompanying toolkit which can be found as separate documents on the SWSCEWD website. 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.
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Figure 1: LMCPDP Stages
Target Audience for the LMCPDP
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. This can be included as the agreed professional development activities as part of their PDR process.
The LMCPDP will also assist managers to identify and support staff for the purpose of succession planning within SWSLHD.
Purpose
The purpose of the LMCPDP is to provide a pathway for current and future Line Managers to build on their knowledge, skills and capabilities. It has been designed so the participant can prioritise their development needs and capture opportunities as they consolidate and expand upon their knowledge, skills and capabilities to be successful in their role.
Learning Outcomes
On successful completion of the LMCPDP participants will be able to:
Demonstrate the skills and capabilities required to be a successful Line Manager
Use 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.
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 One – Additional
activities to support
development
Stage One – Additional
activities to support
development
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Education Opportunities A course guide has been developed for each of the three (3) stages. It identifies minimum education requirements and additional development opportunities. Please note it is not conclusive. The education opportunities 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 mapped to the SWSLHD Education and Training Plan1, the New South Wales (NSW) Public Sector Capability Framework2 and the National Safety and Quality Health Service Standards (November 2017)3. Refer to Table 2 for the Mapping Matrix. Please refer to Appendix one (1) The LMCPDP Course Guide for courses mapped to each of the stages and skillsets Recognition of Prior Learning Recognition of prior learning (RPL) is the acknowledgement of a participant’s previous education and work experience. In order for RPL to be applied, the demonstration of knowledge and skills must map to the required stage of the skill set. Please refer to Appendix two (2) The LMCPDP Recognition of Prior Learning Guide for details on the RPL process.
How to Enrol
A Manager may discuss with a staff member enrolling and commencing on the LMCPDP; alternatively a staff member interested in developing their management knowledge, skills and capabilities may approach their manager. In both instances the process identified in Figure 2 on the next page has to be followed.
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Figure 2: LMCPDP Process
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 go to the SWSCEWD website. The Checklist The Checklist has been designed to support a structured conversation between the participant and their manager. It can be used as a resource for the participant and their manager to have regular conversations as the participant progresses through the pathway and develops their knowledge, skills and capabilities. The toolkit for each stage includes a checklist relevant for that stage.
Step 1
• Manager and Staff member discuss opportunity to develop management capabilities.
Step 2
• Staff member conducts a self-assessment using the checklist.
• Staff member reviews their self-assessment responses with their Manager and identifies the most appropriate stage of the LMCPDP to enrol.
• NB: the Checklist forms part of the Performance Review Cycle.
Step 3
• The staff member applies for the pathway through My Health Learning (MHL).
• Manager approves the application through MHL.
• Staff member applies for RPL if appropriate. Refer to RPL Process Guide on the SWSCEWD website.
Step 4
• The staff member and their Manager and Senior Manager nominate a Support Person to assist them through The LMCPDP.
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Evaluation Methodology
Evaluations will be conducted at 50% and 100% completion of the minimum education requirements – as listed on the course guide. Evaluations will measure the participant’s reflection on their development of the skill sets required by a Line Manager, as identified within the LMCPDP document. Managers will also be surveyed on their perception of their participant’s development of the skill sets required by a Line Manager, as identified within the LMCPDP document. This will be conducted when their participant has completed the education requirements, of the stage of which they are enrolled.
Reporting
Managers will be able to run reports on the three (3) stages of the LMCPDP in My Health Learning at any time to establish their staff member/s progress through the pathway. SWSCEWD will table reports to the SWSLHD Workforce Committee including the following information:
Enrolments by facility/service
Completions by facility/service
Analysis of evaluation surveys obtained from the participants and their managers.
Contact Details
SWSCEWD has designated a Workforce Educator to provide support and direction. For all enquiries, please contact: Jyoti Khanvilkar Workforce Educator [email protected] 4634 4978
References
1. South Western Sydney Local Health District 2015, Education and Training Strategic Plan 2015-2021. South Western Sydney Local Health District, Liverpool, Australia.
2. New South Wales Public Service Commission 2013, NSW Public Sector Capability Framework. NSW Public Service Commission, Sydney, Australia.
3. Australian Commission on Safety and Quality in Health Care. 2017 2nd ed. National Safety and Quality Service Standards. Australian Commission on Safety and Quality in Health Care, Sydney, Australia.
4. Sydney Local Health District 2015, Nursing and Midwifery Service Nursing and Midwifery Unit Managers Professional Development Pathway. Sydney Local Health District, Sydney, Australia.
5. South Western Sydney Local Health District 2013, Corporate Plan 2013-2017. South Western Sydney Local Health District, Liverpool, Australia.
6. South Western Sydney Local Health District 2014, Workforce Strategic Plan 2014-2021. South Western Sydney Local Health District, Liverpool, Australia.
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Table 1: The Skill Sets
# 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
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)
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# 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
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 PDR process 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
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
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# 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
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
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
HealthRoster 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
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Table 2: The Mapping
Public Sector Capability Framework 2013 5 Groups 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
1.3 1.1 1.9
1.25 1.9
1.21 1.10
1.81.15 5.7 8.8
1.23 1.26 1.22 1.8
1.13 1.11 1.14 1.13 2.11 3.1 3.2 3.4
1.11 4.1 6.2 6.2 6.8 6.2
1.11 6.1 6.2
7.7 8.1 8.2 5.1 5.2
1.11 5.2
5.11 2.11 2.13 2.14 1.1 1.3
1.23 1.24 1.25 1.26 1.20 1.22 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8
1.11 1.13 1.14 1.14 1.16 1.1 1.2 1.3 1.4 1
8.6 8.8
1.10
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
