Assessing Employee Competencies 2: Understanding Competencies
This article focuses on defining competencies as the observable and measurable set of knowledge, skills, and abilities required to carry out a job. The competencies are taken from the
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PowerPoint presentation about 'Assessing Employee Competencies 2: Understanding Competencies'. This presentation describes the topic on This article focuses on defining competencies as the observable and measurable set of knowledge, skills, and abilities required to carry out a job. The competencies are taken from the. The key topics included in this slideshow are . Download this presentation absolutely free.
Slide22What are competencies? Competencies are the observable and measurable set of: knowledge skills abilities that are necessary to perform the job.
Slide3Competenciesfrom OSP’s Career Banding Handbook for Managers and HR Professionals Contributing - The span of knowledge, skills, and abilities minimally necessary to perform a job from entry up to the journey competencies recognized for the class. Contributing competencies generally describe what is also known as “entry-level,” at which minimally qualified employees typically function for their first few years of employment. Journey - Fully acquired knowledge, skills and abilities demonstrated on the jobs that are beyond the contributing competencies. Competency-based pay revolves around the journey level, and compensation for a banded class is built off of the journey level. This is generally the level at which competent, fully functioning, seasoned employees with experience beyond the minimum requirements should be compensated. Advanced - The highest or broadest scope of knowledge, skills, and abilities demonstrated on the jobs that are beyond journey competencies. Advanced competencies describe work that is above and beyond the journey-level work functions seen in a banded class, i.e. “senior-level.” It is expected that few employees in a banded class will reach the Advanced level, though most may reach the Journey level. Advanced-level competencies are typically rare and reserved for the most highly competent, uniquely skilled employees.
Slide4 When are assessments done? Competency assessment is initially done when a job class “rolls-over” to a banded class Supervisors assess new hires to determine salary and establish competency level Supervisors should review individual employee assessments when a competency changes or at least every 3 years
Slide55Your Role as Supervisor Evaluate employee’s initial competency level Discuss competency assessment with employee Assess competencies on an on-going basis
Slide66 Your Role (cont’d.) Provide detailed documentation for: employee competency assessment special focus on documenting competency expectations which have not been consistently demonstrated proposed salary adjustments (not currently an option due to budget freeze) Plan career development activities with each employee Assess and apply pay factors equitably
Slide7How Competencies are Assessed… Assessment is a measure of currently demonstrated competencies - not past, potential or future demonstration... Assessments are not based on the “assumption” that an employee can demonstrate a competency Employee regularly demonstrates the competency or key action to perform his/her current job Documentation of past work Workplan results STARs, documents, supervisor’s observation notes Self-assessments as a tool? Ask your DON if this tool is an option.
Slide88Step 1: Prepare for Assessment Look at position’s defined competencies to see what is required for position Pull together documentation to aid in determining whether competencies have been demonstrated (work plans, clinical performance/aspects evaluations, supervisor observation, STARS, external feedback, etc.) Refer to the competency profiles for C, J, A.
Slide99Step 2: Determine Level of each Competency Review your assessment of the employee to determine if competencies are demonstrated at the identified level based on business need. If the employee has demonstrated all expectations of a competency (bulleted explanations of ea. position competency developed by DONs), you can “cut and paste” demonstrated competency to the appropriate column under “Demonstration of Employee Competency Assessment.” If no bullet exists, you will need to explain how the employee has demonstrated the competency in your own words. If the employee does not demonstrate a position’s competency (or bulleted portion of competency), document what the employee has not consistently demonstrated under “Demonstration of Employee Competency Assessment” and also create a Career Development Plan to help the employee meet the competency.
Slide10Step 2: Determine Level of eachCompetency, con’t TWO IMPORTANT POINTS 1. An employee cannot be assessed at a level higher than the identified level of a specific competency without the competency being approved as a business need . Business need should be determined by the Director of Nursing, in conjunction with his/her chain of command… up to facility director. If you identify a competency which is not listed as a business need (this should not be a normal occurrence), meet with your DON to discuss whether the competency can be recognized as a business need and document justification for higher level before meeting with employee to conduct competency assessment. WHY? The ability to increase a competency level depends on strategic goals of facility and impacts future distribution of limited salary reserves (when freeze restrictions are lifted).
Slide11Step 2: Determine Level of eachCompetency, con’t TWO IMPORTANT POINTS, continued 2. Always conservatively assess an employee if you have only seen a competency demonstrated a couple of times or if the employee is not consistently (100%) demonstrating the competency correctly. WHY? It is much better to address the issue as a career development opportunity than to address it with a disciplinary counseling/action because you were hasty in documenting that the employee had consistently (and successfully) demonstrated the skill.
Slide1212Step 3: Determine Overall Level Overall level = same level as majority of individual competencies Note - if one or more competencies is more critical to the organization, it may carry more priority in the overall assessment. Explain and justify in “Comments” section.
Slide1313Step 4: Plan Career Development Organizational need? Which competencies need to be developed or strengthened to meet organizational need? Employee’s interests and motivation? Are employee’s desired competencies attainable in current position & work unit?
Slide1414Step 4: Plan Career Development, con’t. Does the Career Development Plan take into consideration and/or include: Resources available? Reasonable time frame? Specific activities and/or training to develop the competency? Responsibilities – employee & supervisor
Slide15Initial Competency AssessmentDiscussion DDI Initial assessment Outline the discussion (OPEN) Review each competency, level and data (CLARIFY) DISCUSS necessary career development to meet org need AGREE on actions to be taken Summarize the discussion (CLOSE)
Slide16AVOID Rater Bias Recency – assessment is based on recent events rather than over a longer period of time Halo/Horns – rater links certain characteristics or behavior to level; can be either over/under estimating Comparison – employee’s level is based on level of other employees
Slide17Supervisor Tips Collect data over an extended period to avoid last minute recency effect Ensure that job descriptions are current Ask employees to provide work examples related to competencies (a form of self assessment) Use work examples, not personal characteristics, when completing the assessment
Slide18Differences between CA and PM Competency Assessment Performance Management Assesses level of work being demonstrated by the employee Uses the banded class profile as a foundation Completed at rollover Completed thereafter when changes occur (must be completed at least every 3 years) Uses CB dispute policy As competencies are developed, pay can be awarded (if no freeze & funding is available) Includes career development discussion Evaluates employee performance based on goals of work unit Uses the vision, mission and goals of the work unit as foundation Completed annually Uses PM Grievance policy Pay may be awarded if funded by legislature Includes Performance Improvement Plan if needed
Slide19Competency Assessments &Performance Management
Slide20Oops! What Happens If…Okay, so you’ve followed the “rules” and thought you conservatively assessed your employees. What happens when you recognize an employee you documented as journey in a competency now appears unable to “consistently” demonstrate at that level? 2 Things must be considered: Create a Career Development Plan : Document need for refresher and follow up to ensure competency can be demonstrated. Should a Special Interim (Work Plan) be conducted?: Does corrective action need to take place? You may decide the issue requires documenting an employee’s failure to consistently perform competency. Establish timeframe for success. If the employee continues to not properly perform the competency after receiving “inservicing,” it can become a performance issue.
Slide21What happens after you completethe assessment? Assessments are reviewed by your chain of command and by HR for: Consistency Proper documentation Is any needed career development plan in place?
Slide23Example of Prof Nurse Assessment &Career Development Plan You are assessing a Professional Nurse who has been at your DD facility for 2 years. Consulting/Advising: Ability to work as a team player with multidisciplinary healthcare staff, facility & custody staff. Effectively communicates/documents with other Team members (ex. Team meetings). Gives summary of patient status regarding effectiveness of new medications, new orders, etc. to team members. Scenario : Client develops new medical diagnosis – diabetes. You expect journey level nurses under your supervision to be able explain adverse reactions, signs and symptoms, forms which need to be completed and monitored, & treatment which needs to be shared with all team members. Your center’s Residential Services has a chain of command for direct care staff. Employee should know which staff to properly inservice: PC, GHM, Asst GHM and why. (changes for meal prep, new bathing observations, etc.) Issue: New forms are not being completed by appropriate team members. Jane, the prof nurse, is not consistently ensuring that documentation is completed by Health Care staff that she is monitoring. This negatively impacts on the care and treatment of the client. Obviously she is not demonstrating competency at the journey level (so you will document nurse is not consistent in effectively communicating with other team members and/or successful at giving summary of patient status regarding effectiveness of new meds.) What steps do you take as a supervisor? IDENTIFY REASON. Does she understand what forms are necessary? If forms are not being completed, where is the breakdown? First, is it failure of a group of staff members to complete the form due to the nurse’s failure to inservice properly? Or, is it a problem with one person failing to complete the needed forms? Either way, the nurse has failed to demonstrate a portion of the competency (inservicing or monitoring).
Slide24Example of Prof Nurse Assessment &Career Development Plan, con’t Document on Competency Assessment form under “ Demonstration of Employee Competencies .” Jane is not consistently effective in communicating with other team members or successful at giving summary of patient status regarding effectiveness of new meds. Needs to follow up on inservicing and routinely monitor team members to ensure proper forms are being completed. (Remember: Keep documentation available to share with employee during assessment.) The career development plan describes what needs to be done to reach level with defined timeframes? Supervisor will review again with nurse a list of the staff which need to be inserviced regarding this new diagnosis, appropriate documentation forms which should be completed, and all timeframes. For the next 2 months, Jane will provide you with a self-assessment of her ability to monitor (use a tracking form). Supervisor will reassess after 2 months.
Slide25Example of Nurse Supervisor Assessment& Career Development Plan You are assessing John, a Nurse Supervisor (journey level position w/ 24 hr accountability) who has been at your psychiatric hospital for 2 years. Communication: Ability to write reports to upper management on operations of unit. Written reports are complete, concise and accurate. Scenario : JCAHO has just cited your hospital with survey deficiencies. John has worked at your hospital for 2 years as a supervisor, been through 2 JCAHO surveys and 3 internal/QA audits and his unit has not previously been cited for this deficiency. Issue: Deficiency has been given to hospital. You expect a journey level nursing supervisor to understand how the deficiency applies to his/her unit, understand the corrective action needed, and how to carry out and monitor this action. Three patients were supposed to go to the treatment mall, but didn’t. A journey level nurse supervisor should have recognized this as an issue even before being cited. There was no explanation/documentation in charts detailing why patients didn’t go. What needs to be considered? Does a policy need to be changed? Policy/break of standards states you need to do certain things when a patient fails to go to treatment mall. Because this lapse occurred, the nurse supervisor failed to ensure proper steps were taken/documentation was made. Nurse Supervisor is not consistently demonstrating ability to communicate at journey level.
Slide26Example of Nurse Supervisor Assessment& Career Development Plan, con’t What steps do you take as a supervisor? IDENTIFY REASON. Does he understand standard that requires documentation of such events? Demonstration of Employee Competencies: John is not consistently effective in writing reports to upper management on unit operations since the deficiency noted that the written report failed to include notation of 3 patients not going to treatment mall. Career Development Plan : DON/ADON will review existing policy and reporting process with nurse supervisor. Before next JCAHO survey is expected – let’s say 6 months, DON/ADON will ask supervisor to complete self-assessment of deficiency and of his unit’s compliance. Have John develop tracking form for patient attendance at malls.
Slide27Example of LPN Assessment & CareerDevelopment Plan You are assessing a Licensed Practical Nurse who has been at your NMT facility for 2 years. Technical Knowledge: Knowledge of the 6 rights to medication administration. Demonstrates ability to independently and accurately administer medications and treatments. Scenario : Alice, a LPN, had been administering medications with minimum errors the first 12 months of employment. During this time she had been assigned a mentor. Issue: Alice has made 10 medication errors in a period of 12 months. 80% of errors were inaccurate dosage. Journey level Licensed Practical Nurses should consistently demonstrate ability to independently and accurately administer medications.
Slide28Example of LPN Assessment & CareerDevelopment Plan, con’t What steps do you take as a supervisor? IDENTIFY REASON. Does she understand how to administer certain medications to a specific patient population (ex. with swallowing issues) or is it more widespread? Something to consider: as her supervisor, you probably should have already addressed the problem by conducting a special interim and implementing an improvement plan before this number of med errors occurred since you are required to sign every medication error form. Your immediate supervisor is probably going to address this issue during your assessment. Demonstration of Employee Competencies: Alice is not consistently administering liquid medications based on prescribed dosage to patients with dysphasia. Career Development Plan : Alice will retake medication administration test administered by Nursing (or in a psych setting: complete 3 additional training modules in medication administration above annual requirement). A preceptor will also complete a clinical performance/aspect evaluation with Alice. Supervisor will closely monitor any future medication error made by employee over next 12 months.
Slide29Practice: Nurse SupervisorYou are assessing a Nurse Supervisor in a journey level position who has been at your facility for 2 years. Consulting/Advising: Ability to advise and counsel employees on job performance and conduct. Recognizes and develops individual strengths of staff. Scenario : Sylvia, a Nurse Supervisor, has worked as a supervisor at your facility for 2 years. She doesn’t always effectively and clearly explain to direct care staff how patient care needs to be given which results in confusion by staff members about how to provide the care. Issue: You observed Sylvia explaining patient care to a direct care staff on a higher level of understanding than the employee could comprehend. When the employee hesitantly expressed his confusion, she failed to rephrase her instructions to help the HCT understand, and you thought her mannerisms lacked dignity and sensitivity to the direct care staff.
Slide30Practice: Nurse Supervisor Assessment &Career Development Plan, con’t What steps do you take as a supervisor? IDENTIFY REASON. Demonstration of Employee Competencies: Sylvia … Career Development Plan : (include: reasonable time frame, specific activities and/or training to improve the competency, responsibilities of employee & supervisor) ...
Slide31Practice: Professional NurseYou are assessing a Professional Nurse in a journey level position who has been at your facility for 1 1/2 years. Critical Thinking: Ability to be open-minded, organized & systematic, & inquisitive. Observed as being flexible and completes assignments within time allotment. Self-directed learner who researches for clinical answers independently. Scenario : Sylvester, a Professional Nurse, usually completes assignments timely, including conducting the necessary research. He routinely assigns skilled nursing assistant duties to health care staff. Issue: Sylvester has a problem brought to his attention and fails to properly investigate and get all necessary information. You learn he has taken for granted that the source of the information is correct without thoroughly/ systematically investigating. He did not interview all parties involved. This results in faulty outcome of investigation.
Slide32Practice: Professional Nurse Assessment &Career Development Plan, con’t What steps do you take as a supervisor? IDENTIFY REASON. Demonstration of Employee Competencies: Sylvester … Career Development Plan : (include: reasonable time frame, specific activities and/or training to improve the competency, responsibilities of employee & supervisor) ...
Slide33Practice: Licensed Practical NurseYou are assessing a Licensed Practical Nurse in a journey level position who has been at your facility for 3 years. Consulting/Advising: Ability to provide feedback and guidance/counsel to nursing staff on care rendered to patients. Recognizes and develops individual strengths of staff. Scenario : Bonita, a LPN, has recently transferred from working in a group home with higher functioning individuals to the infirmary. Issue: Bonita did not instruct the Health Care Technicians on the required frequency of vital signs necessary for assigned patients, and didn’t request information about vital signs from techs.
Slide34Practice: LPN Assessment & CareerDevelopment Plan, con’t What steps do you take as a supervisor? IDENTIFY REASON. Demonstration of Employee Competencies: Bonita … Career Development Plan : (include: reasonable time frame, specific activities and/or training to improve the competency, responsibilities of employee & supervisor) ...
Slide35Salary Administrationin a Career Banded World
Slide36DHHS Pay GuidelinesProfessional Nurse Min 37,700 Max 80,000 CRR 46,441 JMR 54,800 ARR 67,404 Fully demonstrates C level competencies Fully demonstrates J level competencies Fully demonstrates A level competencies New hires or employees who do not possess or demonstrate all of the C level competencies New hires or employees who demonstrate some of the C level competencies and some of the J level competencies New hires or employees who demonstrate some of the J level competencies and some of the A level competencies Employees who demonstrate all of the A level competencies and may be demonstrating some higher level banded class competencies
Slide37CompensationManagers must consider the 4 pay factors (FAIR) when any of the following occur: • New Hire/Transfer • Promotion • Reassignment • Career Progression Adjustment F INANCIAL RESOURCES A PPROPRIATE MARKET RATE I NTERNAL PAY ALIGNMENT R EQUIRED COMPETENCIES
Slide38Salary Administration Example• Aggregate Leveling Form • Salary Decision Worksheet
Slide39Career Banding Pay DisputeProcess For career status career banding employees only Dispute Process for career banding pay decisions only Definition of a pay decision Promotion, Reassignment, Career Progression Adjustment Not disputable if no funding (current situation)
Slide40Next Steps Directors of Nursing (with support of local HR) will provide training to remaining nurse supervisors. Complete assessments with your employees during March and April, forward through chain of command to your Human Resources Office for review Facility/Division Human Resources will identify any assessment concerns and share with Nurse Banding Team for further review Local HR offices will provide training on recruiting nurses in banded classes and on how to complete banded work plans