Keck USC competency performance statements – managers

The information below is for performance management at Keck Medicine of USC. Please also review the overall USC competency definitions.

Job knowledge, skills and quality

Measures employee’s demonstrated job-relevant knowledge and essential skills, as well as the relationship of work to the organization’s mission. Also measured are the employee’s self-improvement efforts to enhance skills and knowledge and to stay current with changes affecting the job. Employee demonstrates awareness of strengths and develpmental needs. Employee is fully committed to the quality and accuracy of work assigned to staff. Employee demonstrates respect for his/her environment by demeanor, actions, and personal appearance. Employee demonstrates vitality by being fully present and engages others. Employee is responsible for authentic communication with colleagues, patients and families. Employee ensures staff timecards are completed accurately and on time. Employee ensure his/her own time off requests are approved before taking personal time off.

  • Below Expectations – Consistently demonstrates a lack of basic job knowledge and/or skills to perform job. Rarely takes advantage of available skill enhancement or training opportunities and does not attempt to enhance job performance. Often is resistant to changing requirements. Is not aware of or willing to address developmental needs. Is unable to set or maintain quality standards or view quality as a priority.
  • Meets Some Expectations – Often demonstrates a lack of basic or sufficient job knowledge/skills to perform routine functions of the job. Occasionally is resistant to changing knowledge and/or skill requirements or processes, including opportunities for knowledge/skill enhancement. Does not seek out nor share knowledge, information or best practices. Requires help from other departments to meet production and quality standards. Does not adhere to quality standards. Takes too long to analyze problems.
  • Meets Expectations – Work reflects adequate knowledge/skills for job. Stays current with major changes affecting knowledge or skill. Accepts and embraces change. Is committed to ongoing learning to enhance job performance. Organizes staff workload to maintain quality and productivity. Sets the example by doing quality work.
  • Exceeds Most Expectations – Work reflects thorough and current knowledge/ skill of job and impact on departmental activities/related resources. Uses opportunities to expand knowledge/skills, shares information with other staff members. Seeks out learning opportunities and best practices and shares knowledge with other departments. Is committed to producing the highest quality even in difficult circumstances, and urges staff and coworkers to produce high quality the first time.
  • Exceeds Expectations – Possesses superior job skills and knowledge and effectively applies them to work assignments. Willingly mentors staff and shares knowledge. Seeks/applies innovative and relevant techniques. Actively solicits performance feedback from others and adjusts performance accordingly to strive for continual improvement. Always promotes the highest quality and recognizes its importance in maintaining a competitive edge. Always goes the extra mile to ensure team members are satisfied with output quality. Has all processes and procedures well documented.

Vision and strategic thinking

Employee develops vision statements that reflect realistic solutions, and displays visionary leadership skills. Employee has a long-range, long-term vision for department and/or organization. Employee employs strategic thinking (thinking through the ideal strategy to reach your vision, including developing a deep understanding of internal/external variables that could help or hinder ability to achieve vision). Employee critically examines and challenge the way things are done. Employee creates effective plans in line with the organization’s strategic plan and objectives.

  • Below Expectations – Has very limited or no ability to contribute to strategic discussions or processes regarding department or organization as a whole. Does not have a handle on current operational costs for comparative use or benchmarking. Is unable to process an idea through to its operational impacts and does not consider the management impact of ideas. Creates a disruptive or negative influence in the strategic process.
  • Meets Some Expectations – Adds infrequently to proposals with real-life examples and tends to resist new ideas or other’s proposals. Does not add value in the area of new trends and state-of-the-art industry ideas or technologies. Needs assistance in writing a comprehensive proposal and in supplying current cost-comparative figures. Does not contribute current operational cost factors to the discussion. Is incapable of producing models and forecasts when evaluating a proposal’s value. Rarely draws logical conclusions and does not project ideas into workable plans. Lacks ability to use metrics to show value of a new proposal or change. Fails to research or think through ideas before offering them to leadership.
  • Meets Expectations –  Has an average grasp on industry standards and practices for useful reference. Offers real-life production considerations, including costs and forecasts, to new ideas suggested. Is capable of adding to the strategic planning discussion with astute questions and comments. Provides dependable research on possible outcomes of implementing the suggested proposal. Produces models and forecasts. Brings management’s views and considerations to the discussion.
  • Exceeds Most Expectations – Offers rational needs and benefits perspective to new proposals. Has a very solid grasp on real-world industry trends, ideas, and direction. Keeps up to date on competitive methods and operations in order to assist in the analysis process. Always provides dependable research on options, risks, costs, and benefits of any proposal. Takes a long-term approach when viewing solutions. Can play the role of devil’s advocate skillfully and asks strategic questions in response to proposed ideas. Brings a critical management perspective to all ideas and solutions.
  • Exceeds Expectations – Develops long-term strategies (three to five years) based on expert analysis of strengths and weaknesses of the organization and the opportunities and threats in the marketplace. Demonstrates the ability to produce realistic and achievable goals and ideas. Identifies gaps between processes and procedures and operational tactics and is able to make adjustments to close those gaps. Plays out potential plans to see possible pitfalls as well as benefits. Sees profit opportunities unrecognized by coworkers and others. Presents a complete picture of cost, profit, and obstacles for all ideas, including informed cost analysis and profit potential contribution. Skillfully addresses the logistics, tactics, and strategic aspects of proposals.

Innovation and conceptual and forward thinking

Measures ability to do something in a new way or do new things in a useful manner (“thinking out of the box” or challenging the old way of doing things). Measures ability to focus on the theoretical and come up with new and perhaps radically different approaches.

  • Below Expectations – Is unable to grasp complex concepts or explain them to subordinates by using analogies. Is unable to identify specific problems and put them into a theoretical framework. Cannot anticipate problems or institute changes. Refuses to consider new ways to streamline present processes. Sticks to old methodologies, even when new innovations are proven to increase production, employee morale, or reduce waste. Seems overwhelmed by the task of prioritizing and ordering work to be completed. Does not contribute to brainstorming activities.
  • Meets Some Expectations – Is able to graph procedures and diagram work flow to make procedures understandable only with assistance. Does not break down and solve problem parts. Needs assistance to institute changes after new procedures are implemented. Does not plan for change and struggles with the aftermath. Makes minimal contribution to brainstorming activities. Fails to produce new efficiencies suggested and demonstrated by others. Resists considering new ways to streamline existing processes. Does not respond favorably to directives to create and implement new efficiencies or processes.
  • Meets Expectations – Can occasionally explain complex concepts and ideas to staff by using analogies, metaphors and past experience. With some assistance can graph procedures and diagram work flow to make procedures understandable. Contributes some valuable input on various task forces charged with brainstorming new processes, procedures and ideas. Responds well when changes need to be anticipated and procedures planned to minimize disruptions in workflow. Creates and initiates improved ways to meet departmental goals. Serves on interdepartmental teams and/or committees for procedure review and action.
  • Exceeds Most Expectations – Uses the input of others and brainstorming sessions to help anticipate problems and develop solutions before new procedures are put in place. Uses industry trends and benchmarking to inform decision making. Tries to stay ahead of the curve by forming task forces to plan for and implement new procedures and efficiencies. Grasps the “big picture” quickly and accurately. Is able to isolate and solve individual parts of a complex problem. Has a solid success rate for anticipating possible problems with procedural changes and develops contingency plans in advance. Accurately anticipates how decisions will be received by staff, coworkers, and leadership. Brings innovative ideas to leadership regularly without prompting. Is constantly thinking of new and improved ways to meet departmental and organizational goals. Volunteers to organize and create teams to search for new methodologies and approaches to problems.
  • Exceeds Expectations – Never gets lost in the detail and always sees the “big picture.” Does not overthink problems and is able to quickly isolate and solve individual problem parts. Analyzes complex problems and solves them in a methodical way. Constructs procedural graphs and work-flow diagrams quickly and easily. Follows industry trends and contributes ideas that push the organization forward. Uses futuristic thinking and planning to help the organization stay ahead of the curve. Accurately projects the possible consequences of decisions. Can be depended on to head up new methodologies and approaches to problems. Comes up with efficiencies and streamlined procedures without prompting. Is constantly challenging the “status quo.”

Resource management

Measures ability to optimize resources while enhancing the infrastructure and overall operations of Keck Medicine of USC. Cost effectively deploys human and financial capital resources that contribute to the delivery of high-value care and outcomes at the lowest possible cost. Seeks, identifies and implements improvements to provide capacity for growth and efficiencies. Improves and/or supports patient through-put across the enterprise. Hires, develops, and promotes the best talent possible and builds a cross functional team. Uses each team member’s strengths to accomplish goals. Efficiently balances cash flow and expenditures for the department-based budget.

  • Below Expectations – Demonstrates poor or low resource management. Lacks the ability to optimize resources to enhance infrastructure. Fails to cost effectively deploy human and financial capital resources prudently to contribute to the delivery of high-value care and outcomes at the lowest possible costs. Does not seek, identify or implement improvements to provide capacity for transformational growth. Does not improve patient through-put across the enterprise.
  • Meets Some Expectations – Sometimes demonstrates adequate resource management. Inconsistently optimizes resources to enhance infrastructure. Has difficulty cost effectively deploying human and financial capital resources prudently to contribute to the delivery of high-value care and outcomes at the lowest possible cost. On occasion seeks, identifies or implements improvements to provide capacity for transformational growth. At times, improves patient through-put across the enterprise.
  • Meets Expectations – Demonstrates adequate resource management. Optimizes resources, which include staff, systems, and cross team relationships while enhancing the infrastructure. Cost effectively deploys human and financial capital resources prudently to contribute to the delivery of high-value care and outcomes at the lowest possible cost. Effectively identifies or implements improvements to provide capacity for transformational growth. Contributes to the improvement of patient through-put across the enterprise.
  • Exceeds Most Expectations – Frequently exceeds expectations regarding resource management. Identifies and optimizes resources in select areas while enhancing the infrastructure. Cost effectively deploys human and financial capital resources to contribute to the delivery of high-value care and outcomes at the lowest possible cost. Occasionally exceeds most expectations to provide capacity for transformational growth. At times, exceeds most expectations to improve patient through-put across the enterprise.
  • Exceeds Expectations – Consistently exceeds expectations to improve resource management. Is solution driven and continuously exceeds expectations to optimize resources while enhancing infrastructure. Goes beyond expectations in relation to identifying or implementing improvements to provide capacity for transformational growth.

Managerial communications

Measures the ability to communicate with ease and clarity to engage and enhance team operations. (Managerial communications consists of those messages from leaders that are based in the values and culture of Keck Medicine and are of significant importance to key stakeholders, e.g., employees, patients and their families, colleagues, and others across the medical enterprise.) Employee maintains positive emotional responses, even during difficult and challenging discussions.

  • Below Expectations – Demonstrates poor or low communication skills, verbally and in written form. Lacks listening skills and patience with others. Fails to cascade organizational information with the team. Poor emotional responses with differing viewpoints.
  • Meets Some Expectations – Effectively communicates with others at times. Has difficulty delivering clear and/or timely messages and often interrupts others. Has difficulty maintaining appropriate emotional responses during individual and team meetings.
  • Meets Expectations – Chooses the appropriate communication style, method, and messaging for optimal engagement. Communicates effectively and timely at all levels of the organization – with higher level management, peers, and direct reports. Properly interprets organizational messages before communicating with the team. Listens to others to learn and takes action as necessary; shows respect for diverse viewpoints.
  • Exceeds Most Expectations – Consistently communicates effectively and timely at all levels of the organization. Typically demonstrates “straight talk” and communicates with clarity and seeks clarification and understanding with others. Demonstrates congruency between words and actions.
  • Exceeds Expectations – Speaks with confidence, grace, clarity, and conviction. Uses well-crafted stories to illustrate key points. Responds to differing viewpoints while keeping composure. Communication style creates inclusion and teamwork. Always communicates effectively and in a timely fashion.

Collaboration and teamwork

Measures collegiality, productive team interactions, and ability to work in a cohesive and harmonious way to contributions to accomplish group goals. Also measures ability to cooperate and get along with fellow team members, managers, and customers, and ability to influence staff to reach or exceed established goals.

  • Below Expectations – Engages in behaviors that turn a successful team into several splintered factions. May not provide timely recognition or rewards to the team. Stays physically removed from employees and rarely works with the group as a whole. Focuses on his or her own needs, rather than the needs of the team.
  • Meets Some Expectations – Has minimal concern for teamwork, which is sensed by employees. Makes public comments that place employees in conflict with each other, and cannot differentiate between healthy competition and conflict. Rarely takes action to deal with conflicts or disagreements among employees. Avoids dealing with disruptive or underperforming employees. Does not focus enough on team productivity.
  • Meets Expectations – Recognizes and rewards team-oriented behaviors and actions and consistently emphasizes the importance of teamwork in the department and organization as a whole. Is a solid team player and highly effective in bonding employees together. Builds highly productive teams and generates positive measurable outcomes as a result of teamwork. Sets consistently high expectations regarding teamwork among employees.
  • Exceeds Most Expectations – Strongly goal-oriented, which contributes to the solidarity and focus of employees. Develops a winning attitude among employees and structures projects and assignments to further strengthen teamwork. Makes all employees feel they are valued team members and implements a broad range of special activities that further strengthen the team. Leverages the unique talents of each employee.
  • Exceeds Expectations – Demonstrates outstanding team-building skills. Develops high performing, high functioning cohesive teams. Promotes a united front to other departments, even when conflict arises on the team. Brings out the best in individuals in the assigned team roles.

Delegating, scheduling and planning

Measures ability to decide what can best be accomplished by assigning tasks to others, and ability to translate plans into action steps, appropriately allocating supplies and personnel.

  • Below Expectations – Misses multiple deadlines due to failure to delegate. Delegates only when deadlines are missed, setting staff up for continued failure. Makes assignments with very few or incomplete instructions and does not provide needed support. Does not train staff to take on new assignments. Assigns projects inappropriately and lacks proper knowledge of staff skill levels. Does not know how to use provided scheduling, staffing, productivity, or projection tools. Fails to create backup or staffing contingency plans. Creates crises due to lack of workforce planning.
  • Meets Some Expectations – Needs to perform better oversight of assigned tasks. Shows a reluctance to delegate or assign staff challenging tasks. Fails to provide clear and concise instructions for assignments. Abruptly or frequently changes assignments due to lack of careful planning. Does not offer enough training or background information before making assignments. Jumps back into projects after delegating them to staff, thus undermining assignees’ authority. Tends to interfere with the progress of assignments by over-supervising. Frequently gets bogged down in minute details and can’t transition to long- or even short-term planning. Does not plan effectively to meet peak demands. Constantly operates in a state of chaos due to lack of planning.
  • Meets Expectations – Capable of balancing assignments for staff between challenging and routine. Routinely checks on assignment progress before due date. Delegates fairly among staff based on individual workloads. Gives staff the necessary resources to complete assignments most of the time. Manages staff adequately with few complaints. Ensures staff is trained before delegating an assignment to them. Creates long- and short-term plans with acceptable proficiency. Is fairly accurate in staffing predictions and modeling. Uses scheduling and staffing tools with an acceptable level of competence. Coordinates schedules with other departments to avoid conflicts. Has a good record of success in implementing contingency plans as needed.
  • Exceeds Most Expectations – Matches most tasks to staff proficiency very well. Keeps staff enthusiastic with new and challenging assignments. Allows staff the latitude to try new things. Demonstrates a solid assessment of skill levels before assigning new tasks. Uses delegation often to increase staff job satisfaction and engagement. Institutes training programs for staff to increase their skill levels and career development. Gives staff authority to complete and manage assigned projects. Typically has a good grasp on staff’s workload and does not over-commit. Keeps focus on long-term plan in day-to-day scheduling and planning.
  • Exceeds Expectations – Strengthens department output through effective and successful delegation to staff. Offers great support to staff by connecting them to subject matter experts and other sources. Increases staff skills through delegating challenging assignments. Trains staff and tests their proficiency and skill level before delegating assignments to them. Increases the quality and production of the department through the use of effective delegation. Helps staff gain new skills and take on new responsibilities. Excels in both long- and short-term planning. Skilled at translating goals into sound strategies and the actionable steps to achieve them. Builds allowances for delays and problems into plans. Consistently keeps work on schedule by masterful organizing and staffing. Is very adept at rescheduling to accommodate unexpected changes and delays. Expertly coordinates with other departments to meet scheduling requirements.

Developing direct reports

Measures ability to effectively motivate and develop direct reports to exert the effort necessary to attain departmental and organizational goals. Employee brings out the best in direct reports and keeps them challenged through job enrichment. Creates a climate which provides motivation, participation, and opportunities for growth. Ensures human resources are hired, retained, promoted, and developed responsibly and on a timely basis to fill human capital needs.

  • Below Expectations – Does not see his or her role as a people developer or coach. Is solely results-driven and tactical with no time for long-term development for staff. Is unaware of the aspirations of direct reports; does not hold career discussions or provide coaching. Does not push employees to take development seriously. May frustrate motivated subordinates by failing to give them challenging assignments. Does not adequately train direct reports. Does not conduct orientation or onboarding activities of new staff. Does not share information with staff and is not transparent with information sharing. Is unapproachable and unwilling to discuss staff personal goals and career development. Fails to keep current on staff performance reviews. Refuses to delegate or allow staff to take any leadership role.
  • Meets Some Expectations – Limits development of others to attending a course or seminar but does not know how to further develop staff. May not have instituted training in a timely manner to help employees develop as quickly as possible. Rarely looks for developmental growth opportunities for staff. Does not initiate communication with staff and is defensive when approached. Leaves staff in the dark about work assignments and developmental opportunities. Blames staff rather than defending them to other departments. Does not develop a team spirit among staff. Seems unable or unwilling to delegate. Fails to call in outside help when needed.
  • Meets Expectations – Provides staff with challenging tasks, assignments, and stretch goals. Holds frequent feedback and development discussions with direct reports. Is aware of each staff member’s career goals and aspirations. Views each new and challenging opportunity as a possible learning and growth experience for staff members. Adequately trains and develops direct reports. Uses the organization’s recognition and rewards programs to incentivize staff. Asks for input from staff during weekly staff meetings. Is adept at controlling workflow and setting deadlines and targets for staff.
  • Exceeds Most Expectations – Creates assignments to help develop staff and the department. Promotes career development and growth among staff. Is approachable but still maintains a solid supervisory relationship with direct reports. Uses supervisory techniques skillfully. Always gives clear and definitive instructions to staff. Sets expectations high but also inspires staff to do their best. Counsels staff in ways to help them develop and reach their career goals. Knows the capabilities of staff well and has their loyalty.
  • Exceeds Expectations – Delegates and trusts others to achieve expected results and provides oversight and support to ensure success. Identifies opportunities to enhance skills within the staff and develops plans for addressing those opportunities. Meets individually with direct reports to create development plans based on each individual’s career goals and the organization’s needs. Provides coaching, guidance and mentoring to direct staff and others. Recognizes motivated staff and accelerates their training opportunities and growth. Is an excellent mentor and supervisor. Demonstrates a profound dedication and sensitivity to staff needs and is highly respected by both staff and coworkers. Allows staff adequate time and freedom to ask questions and give input. Has complete knowledge of the job skills required by staff. Controls work flow and balances staffing to prevent over and under staffing demands. Creates an accepting and safe environment in which staff are not afraid to make errors while learning. Encourages staff to continue to develop, even when it may mean losing them.

Decision making and judgment

Measures ability to make decisions with confidence and concentrate on developing solutions. Also measures ability to persuade with tact and without antagonizing. Behaviors include critical thinking and analysis, effectiveness of solutions and actions, and achieving appropriate outcomes. Employee does not hesitate to make decisions on very challenging matters, including appropriate individuals in the decision making process. Decisions are on target and reflect reliable, sound judgment skills. Can clearly explain reasoning and provide excellent support for decisions.

  • Below Expectations – Fails to apply the needed logic in decision making. Fails to complete due diligence before making a decision and makes decisions on partial or incomplete information. Frequently comes to the wrong conclusions and/or assumes incorrectly. Uses poor judgment in solving problems. Employs problem-solving techniques that end up generating even more problems. Does not see the wider procedural or systemic implications of a problem.
  • Meets Some Expectations – Needs assistance and considerable hand-holding and consensus before making a decision. Often defers to others to make the final decision. Displays weak skills in modeling possible outcomes of decisions. Fails to collect all the necessary facts and information before starting the decision-making process. Does not gather input from the right sources before making a final determination. Is reluctant to make recommendations based on findings. Does not keep management informed about possible problems, solutions, and the effects on outcomes, costs, or the timeline.
  • Meets Expectations – Often offers workable solutions to existing problems and is usually able to be decisive. Uses sound judgment in solving problems. Gathers information and facts from a number of sources before weighing alternatives and consequences of decisions. Keeps management informed about problems, solutions, cost factors, and time delays.
  • Exceeds Most Expectations – Demonstrates leadership in making decisions others are unwilling to make. Weighs theoretical and practical consequences before making decisions. Remains calm and collected when judgment calls must be made. Is usually the voice of reason and wisdom after weighing all the facts. Ordinarily is able to remain objective and impartial in assessing alternatives. Is frequently sought for a second look at problems that have stumped other employees.
  • Exceeds Expectations – Always weighs all the pertinent options and risks carefully before making a decision. Consistently offers ideas and suggestions to solve problems based on good information and sound judgment.  Conducts research or seeks counsel of experts to gather information needed in making decisions. Takes responsibility and does not defer to others, procrastinate, or pass the buck. Is able to keep an analytical mind, detaching him or herself from his or her own preferences, and demonstrate impartiality. Approaches all problems with confidence and the expectation that they will generate solid and innovative solutions. Displays excellent intuition and can reduce any situation to its basic components and determine the best solution.

Change management and learning

Measures ability to make and manage changes when circumstances, procedures, policies, or technologies change. Also measures ability to learn new material and skills is vital, which should be weighed very highly in assessing a manager’s success in the performance of their position.

  • Below Expectations – Resists changes to policy, procedures, or technology and may put up barriers to successful implementation. Shows extreme stress and loss of concentration when the unexpected occurs. Often unable to adapt to organization changes even with some support. Does not keep work flowing when faced with interruptions. Demonstrates intolerance and inflexibility in adapting to change. Does not learn from previous mistakes. Fails to implement, manage, or track continuing education programs instituted by the organization. Does not promote or encourage staff to participate in learning opportunities or programs. Is fine with the “status quo.”
  • Meets Some Expectations – Reluctant to embrace changes in procedures, policies, or technologies, and may resist or try to derail implementation. Overreacts to stress, causing disruption among staff, and requires assistance to maintain a calm work environment. Does not initiate time-saving and work-saving procedures even when it is obvious the old procedures are flawed. Needs help organizing and implementing learning or continuous education programs. Rarely offers staff learning opportunities or additional training.
  • Meets Expectations – When given time to process changes, becomes acclimated appropriately to the change and ways to manage it within the team. Maintains an acceptable level of calm with staff while facing a stressful situation. Accepts changes passed down from upper management but sometimes needs help in implementing. Offers staff opportunities for continuing education and learning. Implements new procedures successfully but may need assistance.
  • Exceeds Most Expectations – Often able to maintain focus and composure during times of change and performs well while handling multiple assignments. Constructs steps for changing procedures. Takes initiative in suggesting needed changes to workflow, procedures, and processes. Transitions into new procedures with minimal difficulty and accepts change well. Exhibits a team-player approach and spirit when new procedures are implemented. Learns new material and skills quickly and completely. Quickly implements newly acquired information. Is able to fit and assimilate new learning into present practice. Promotes a strong environment of learning among staff.
  • Exceeds Expectations – Always maintains focus and composure when things change. Adapts very quickly to change. Consistently shows the ability to innovate and change. Displays leadership skills and keeps staff calm when stresses occur in the work environment. Takes constructive criticism well and quickly makes needed changes. Anticipates outcomes and make changes to avoid problems. Embraces change as an opportunity. Eager to be challenged with new learning tasks and shows both outstanding progress in learning new material and applying the new material. Endorses a strong learning environment for all.

Ethics, integrity and compliance

Measures ability to understand and empathize with both the joy and pain of others. Employee commits to personalizing the “KNOWN” Service Standards (Kind Greeting-Notice Needs-Own It-Wow Them-Next Steps). Behaviors include honesty, fairness, commitment to Keck Medical Center of USC values, adherence to USC Code of Ethics, treating others with respect, maintaining confidentiality and appropriate data stewardship, and reporting ethical and/or policy violations. Employee holds self and co-workers to the highest standards. Responsibilities may include delivering or helping deliver quality health care through uncompromised service excellence. Employee inspires others to exceed service standards. Employee shows compassion while building positive relationships with colleagues, patients and families. Employee is available and ready to help when asked. Employee demonstrates awareness of applicable university and Keck Medical Center of USC policies, laws and regulations, and adheres to standards and requirements, holding self and others accountable for compliance, and cooperating with investigations and audits. (If there have been violations, include details about those references – whether inadvertent or willful – in the comment section.) Employee maintains required applicable licensure, certification, education, annual health screenings and other applicable hospital or job specific requirements (BLS, ACLS, CPI etc.) for themselves and ensures staff is also maintaining the same. Employee actively participates in department huddles and staff meetings every shift; leads huddles.

  • Below Expectations – Does not contribute to effective relationships within the department and/or organization. Does not feel an obligation to keep confidential information private. Does not instill trust or encourage the sincere consideration of the privacy of others. Treats employees unfairly. Does not lead by example and is personally unaware of how his/her actions affect others. Is insensitive to others. May make decisions without consideration for fairness. Is unaware of university and/or Keck Medical Center of USC policies, standards, and regulations. Always requires reminders from manager regarding compliance-related items and is constantly chased in order to complete compliance-related assignments. May have violated university or Keck Medical Center of USC policy or standards.
  • Meets Some Expectations – Only occasionally contributes to effective relationships within the department and/or organization. May not feel an obligation to keep confidential information private. May not always instill trust or encourage the sincere consideration of the privacy of others. May make decisions without consideration for fairness. Rarely gives the whole story and is inclined to bend the truth on occasion to avoid conflict. Does not always adhere to applicable policies and standards. At times requires reminders from manager regarding compliance-related items and may have to be tracked down in order to complete compliance-related assignments.
  • Meets Expectations – Is fully aware of company standards, expectations, and values regarding his/her position. Clearly understands the importance of equity and fairness within the workplace. Does not stray from the truth. Makes sacrifices in order to keep commitments. Is aware of applicable university and Keck Medical Center of USC policies, standards, and regulations and adheres to them. Is up to date with compliance-related items and only requires an average amount of follow-up.
  • Exceeds Most Expectations – Typically contributes to effective relationship building within the department and/or organization. Keeps confidential information private. Treats all employees in a fair and just manner. Listens carefully to co-workers’ concerns about fairness, and takes corrective action where warranted. Places importance on fair treatment of all and as a result has a solid reputation of being fair. Establishes a high degree of personal trust and regards honesty as a high priority in dealings with fellow employees. Is well aware of all applicable university and Keck Medical Center of USC policies, standards, and regulations and adheres to a high degree. Requires very little if any follow-up to be compliant and up to date with all compliance requirements.
  • Exceeds Expectations – Contributes to effective relationship building within the department and/or organization. Keeps confidential information private. Places major importance on fair treatment of all employees and as a result has a solid reputation of being fair. Is widely respected for honesty and is regarded as completely credible. Is above board, straightforward, and candid in communications with management even when conveying disappointing information. Requires no follow-up to be compliant and up to date with all compliance requirements. Holds self and others accountable for compliance and fully cooperates with governing bodies.