Keck USC competency performance statements – managers

PERFORMANCE MANAGEMENT @ Keck Medicine of USC

Before starting, we encourage you to review the competency definitions at the Performance Management website . Need Assistance? Contact the HR Service Center at 213-821-8100 or uschr@usc.edu.

1. Job Knowledge, Skills, & Quality:

Definition:   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 impacting the job.  Demonstrates an awareness of strengths and developmental needs.  Is fully committed to the quality and accuracy of assignments assigned to staff.  Individual demonstrates respect for their environment by their demeanor, actions, and appearance.  Employee demonstrates vitality by being fully present and engaging with others.  They are responsible for authentic communication with their colleagues, our patients and their families.

  • Below Expectations – Consistently demonstrates a lack of basic job knowledge and/or skills to perform at the required standards. Rarely takes advantage of available skill enhancement or training opportunities. Often is resistant to changing requirements.  Does not show an awareness or willingness to address developmental needs.  Does not attempt to learn or enhance job performance.  Is unable to set or maintain quality standards and does not view quality as a priority.  Ignores or is unable to achieve the organization’s high quality standards.
  • 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 in order to meet production and quality standards.  Does not properly monitor for quality output.  Alienates staff and coworkers by not adhering to the organization’s quality standards.  Takes too long to analyze problems when they occur.
  • Meets Expectations – Work reflects acceptable knowledge/skills for job. Stays current with major changes impacting knowledge or skill. Accepts and embraces change. Learns from others and is committed to ongoing learning that enhances job performance. Organizes staff’s workload to maintain quality and productivity.  Sets a good example for staff about doing quality work.  Coordinates with staff to ensure that overall quality meets acceptable standards.
  • Exceeds Most Expectations – Work reflects thorough and current knowledge/skills of job. Uses opportunities to expand knowledge/skills. Remains committed to producing the highest quality even in difficult circumstances.  Espouses to staff and coworkers the benefits of producing high quality the first time. Sets a high standard for his or her own work and that of his or her staff.
  • 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 and receives performance feedback from others and adjusts performance accordingly to strive for continual improvement.  Promotes the highest quality in everything they do or have responsibility for doing.  Always goes the extra mile to ensure that team members are completely satisfied with the quality of output.  Recognizes the importance of quality in making sure the organization maintains its competitive edge.

2. Leadership, Teamwork, & Developing Direct Reports:

Definition: Optimizes resources while enhancing the organization’s infrastructure and overall operations.  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.  Uses each member of the team’s strengths to accomplish goals.  Efficiently balances cash flow and expenditures for the department-based budget.  Individual cooperates with fellow team members, managers, and customers.  This employee gets along with others and can influence staff to reach or exceed established goals.  Ability to effectively motivate and develop direct reports to exert the effort necessary to attain departmental and organizational goals.  Brings out the best in their direct reports and keeps them challenged through job enrichment.  Creates a climate which provides motivation, participation, and opportunities for employee growth.  Ensures human resources of the Organization are hired, retained, promoted, and developed responsibly and on a timely basis to fill human capital needs.

  • Below Expectations – Demonstrates poor or low resource management in the areas of oversight. Lacks the ability to optimize resources while enhancing the infrastructure.  Fails to cost effectively deploy human and financial capital resources prudently that 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.  Engages in behaviors that turn a successful team into several splintered factions.  Leader Is not part of the team and focuses on their own needs, rather than the needs of the team.  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 any of the department’s new assignments.  Assigns projects inappropriately and lacks proper knowledge of staff’s skill level.  Does not know how to use provided scheduling, staffing, productivity, or projection tools.  Creates crisis due to not planning staffing issues properly.  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 those under their supervision.  Is unaware of the aspirations of direct reports and does not hold career discussions or provide coaching.  Is not approachable and is unwilling to discuss personal goals and career development of staff.  Fails to keep current on staff’s performance reviews.
  • Meets Some Expectations – Demonstrates adequate resource management in the areas of oversight. Inconsistently optimizes resources while enhancing the infrastructure.  Individual has difficulty cost effectively deploying human and financial capital resources prudently to contribute to the delivery of high-value care.  Occasionally seeks, identifies or implements improvements to provide capacity for transformational growth.  Avoids acting to deal with disruptive or underperforming employees.  Needs to focus more on team productivity and perform better oversight of assigned tasks.  Makes abrupt and frequent changes to assignments due to lack of careful planning.  Does not offer enough training or background information before making assignments.  Can’t transition to long- or even short-term planning.  Does not plan effectively to meet peak demand and is constantly operating in a state of chaos.  Limits development of others to attending a course or seminar but does not know how to further develop staff.  Rarely looks for developmental growth opportunities for staff.  Some inadequacies of staff are due to lack of training and/or development.  Leader seems unable or unwilling to delegate tasks to their subordinates.
  • Meets Expectations – Demonstrates adequate resource management in the areas of oversight. Optimizes resources, which include staff, systems, and cross team relationships while enhancing the infrastructure.  Cost effectively deploys human and financial capital resources prudently that contribute to the delivery of high-value care and outcomes at the lowest possible cost.  Effectively identifies and implements improvements to provide capacity for transformational growth.  Recognizes and rewards team-oriented behaviors and actions while consistently emphasizes the importance of teamwork in the department and organization.  Individual builds highly productive teams and generates positive measurable outcomes as a result of teamwork.  They routinely check on assignment progress before due date and delegate fairly among staff based on individual workloads.  Employee gives staff the necessary resources to complete assignments and manages staff adequately with few complaints.  Manager Is accurate in their staffing predictions and modeling and uses scheduling and staffing tools with an acceptable level of competence. Holds frequent feedback and development discussions with direct reports.  Is aware of each member of the staff’s career goals and aspirations.  Views each new and challenging opportunity as a possible learning and growth experience for staff members.  Uses the organization’s recognition and rewards programs to incentivize staff.  Asks for input from staff during weekly staff meetings.
  • Exceeds Most Expectations – Frequently exceeds resource management in the areas of oversight. Identifies and optimizes resources in select areas while enhancing the infrastructure.  Cost effectively exceeds the deployment of human and financial capital resources, in most areas of oversight that contribute to the delivery of high-value care and outcomes at the lowest possible cost.  Individual exceeds some expectations to provide capacity for transformational growth.  Employee possesses a strong goal orientation, which contributes to their solidarity and focus.  Leader develops a winning attitude among employees and structures projects and assignments to further strengthen teamwork.  Makes all employees feel they are valued members of the team and implements a broad range of special activities that further strengthen the team and utilizes the unique talents staff member.  Demonstrates a solid assessment of skill levels before assigning new tasks and uses delegation often to increase staff’s job satisfaction and engagement.  Employee institutes training programs for staff to increase their skill levels and career development.  Promotes career development and growth among staff.  Is approachable but still maintains a solid supervisory relationship with direct reports.  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.  Allows staff to take on challenging and developmental projects as appropriate.  Knows the capabilities of staff well and has their loyalty.
  • Exceeds Expectations – This individual consistently exceeds expectations to improve resource management in the areas of oversight. Employee Is solution driven and continuously exceeds expectations to optimize resources while enhancing infrastructure.  They go beyond expectations and exceed in identifying and implementing improvements to provide capacity for transformational growth.  Leader has outstanding team-building skills and builds a team-oriented attitude among their staff.  Employee develops a high performing, high functioning cohesive teams.    This manager offers great support to staff by connecting them to subject matter experts and other sources.  Employee Increase staff’s skills through delegating challenging assignments and trains staff and tests their proficiency and skill level before delegating them assignments.   Implements training and professional development plans to help staff gain new skills and take on new responsibilities.  Delegates and trusts others to achieve expected results and provides oversight and support to ensure success.  Identifies opportunities to enhance skills within their staff and develops plans for addressing those opportunities.  Meets individually with direct reports to create development plans based on 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.  Allows staff adequate time and freedom to ask questions and give input.  Individual has complete knowledge of the job skills required by their staff.  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.

3. Strategic Thinking & Innovation:

Definition:   Develops vision statements that reflect realistic solutions.  Displays visionary leadership skills and has a long-range, long-term vision for their department and/or organization.  Possesses strategic thinking and the ability to critically examine and challenge the way things are done.  Creates effective plans in line with the organization’s strategic plan and objectives.  Strategic thinking is the process of thinking through the ideal strategy to reach your vision.  This strategy includes developing a deep understanding of the internal and external variables that could help or hinder your ability to achieve the vision.  Innovation is the change in thinking process of doing something in a new way.  It means “thinking outside the box” and challenging the old ways of doing things and readily adopting new methods of performing a task.

  • Below Expectations – Individual has very limited or no ability to contribute to strategic discussions or processes regarding their department or the organization. Is unable to process an idea through to its operational impacts and does not consider the management impact of their ideas.  Creates a disruptive or negative influence in the strategic process.  Does not demonstrate the ability to grasp complex concepts or explain them to subordinates.  Is unable to identify specific problems and put them into a theoretical framework.  Refuses to consider new ways to streamline present processes in more efficient ways.  Sticks to old methodologies, even when new innovations are proven to increase production, employee morale, and reduce waste.
  • Meets Some Expectations – Infrequently adds to proposals with real-life examples and tends to resist new ideas or other’s proposals. Does not break down and solve problem parts.  Needs assistance to institute change after new procedures are implemented.  Only makes minimal contribution to brainstorming activities.  Does not visualize how to incorporate new trends or state of the art industry ideas and technologies.  Fails to produce new efficiencies that have been suggested and demonstrated by others.  Fails to research or think ideas through before offering them up to leadership.  Needs assistance in writing a comprehensive proposal and in supplying current cost comparative figures.  Rarely uses metrics or existing benchmark data to show the value of a new proposal or change.  Does not respond favorably to directives to create and implement new efficiencies or processes.
  • 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.  Can occasionally explain complex concepts and ideas to staff by using analogies, metaphors and 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 – 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 valuable 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 every idea or solution.  Uses the input of others and brainstorming sessions designed to help with anticipating possible problems and developing 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.  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 a contingency plan.  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 – 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.  Possesses the ability to play 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 ideas that they suggest, including informed cost analysis and profit potential contribution.  Skillfully addresses the logistics, tactics, and strategic aspects of proposals.   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”.  Constantly improves processes while eliminating unnecessary steps and procedures.

4. Decision Making, Judgment & Managerial Communications:

Definition:  Makes decisions with confidence and concentrates on developing solutions.  Can persuade with tact and without antagonizing.  Behaviors include: critical thinking and analysis, effectiveness of solutions and actions, achieves appropriate outcomes.  Does not hesitate to make decisions on very challenging matters.  Includes the appropriate individuals in the decision-making process.  Decisions are on target and reflect reliable and sound judgment.  Can clearly explain their reasoning and provide excellent support for their decisions.  Managerial communications consist of those messages from leaders that are based in the values and culture of Keck Medicine and are of importance to key stakeholders, e.g., employees, patients and their families, colleagues, and others across the medical enterprise.  Successful leaders communicate with ease, delivering clear messages that engage and enhance team operations.  Leaders should maintain positive emotional responses, even during difficult and challenging discussions.

  • Below Expectations – Does not offer workable solutions to existing problems and is not decisive. Individual does not use sound judgment in solving problems and working with others.  Does not model possible outcomes nor employ sound logic in developing solutions.  Employee does not display appropriate analytical or problem-solving skills.  Individual can’t come up with creative work arounds and can’t work through obstacles in the problem-solving process. Fails to apply the needed logic in decision making and does not complete due diligence before making a decision.  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. 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 – 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. Individual 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 – Often offers workable solutions to existing problems and is usually able to be decisive. Uses sound judgment in solving problems and working with others.   Consistently demonstrates good skills at modeling possible outcomes and employs sound logic in developing solutions.  Displays appropriate analytical and problem-solving skills.  Defines and understands problems before attempting to solve them.  Has a broad range of problem-solving skills.  Makes sure solutions initiate a change in procedure when applicable.  Creatively works around, over, under, or through obstacles in the problem-solving process.  Typically solves problems before they become a crisis and is usually objective and fair.  Gathers information and facts from multiple sources before weighing alternatives and consequences of decisions.  Employee keeps management informed about problems, solutions, cost factors, and time delays.  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 acts as necessary showing 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 their words and their actions. Demonstrates leadership in making decisions others were unwilling to make.  Typically finds and focuses on the root cause of problems and offers creative solutions.  Weighs theoretical and practical consequences before making decisions.  Remains calm and collected when there are judgment calls to 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.  Habitually employs diverse approaches to problem solving.  Alerts all the necessary departments affected when a problem occurs and makes sure corrective steps are incorporated into future procedures where applicable.  Routinely weighs the cost/benefit factors of possible solutions carefully and completely.  Displays strong analytical and problem-solving skills. Is a highly effective problem solver from start to finish.  Comes up with creative strategies when other employees are stuck.  Is frequently sought for a second look at problems that have stumped other employees.  Takes a fresh look at problems and identifies new inroads to solve them.  Creatively uses technology to help in the problem-solving process.
  • 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 timely. 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.  Employee is able to keep an analytical mind, detaching him or herself from his or her own preferences, and demonstrate impartiality.  Displays initiative and enthusiasm during day to day operations. Uses an arsenal of creative strategies to productively solve a wide range of problems.  Consistently generates outstanding solutions to the most demanding problems.  Has powerful analytical skills that are applied to every stage of the problem-solving process.  Establishes workable, prioritized, and highly effective problem-solving plans for each problem, instead of instantly jumping in and trying to solve them all.  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.

5. Ethics, Integrity, and Compliance:

Definition:   Demonstrates understanding and empathy with both the joy and pain of others.  Commits to personalizing the “KNOWN” Service Standards (Kind Greeting-Notice Needs-Own It-Wow Them-Next Steps).  Believes in and follows “The Keck Commitment” – our statement of professional standards.  Behaviors include: honesty, fairness, commitment to Keck Medical Center of USC values, adherence to USC’s Code of Ethics, treats others with respect, maintains confidentiality and appropriate data stewardship, reports ethical and/or policy violations. Holds self and co-workers to the highest standards.  Responsibilities may include delivering or assisting in the delivery of quality health care through uncompromised service excellence.  Inspires others to exceed service standards.  Shows compassion while building positive relationships with their colleagues, our patients and their families.  Is available and ready to help when asked.  Has awareness of applicable university and Keck Medical Center of USC policies, laws and regulations.  Adheres to standards and requirements, holds self and others accountable for compliance and cooperates with investigations and audits.  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 makes sure their staff is also maintaining required licenses, certifications, education, and annual health screenings and other applicable hospital or job specific requirements.  Leads and participates actively in department daily huddles and department staff meetings.  In regards to employee timekeeping activities, this individual takes responsibility for approving their staff’s timecards in a timely manner making sure they are accurate and complete.  In addition, they complete and have their own time off requests approved before taking personal time off.

If there have been ethical violations by this individual, please include details about those violations (whether inadvertent or willful) in the comment section.

  • Below Expectations – Discourages open communication between employees and co-workers. Does not contribute to effective relationships within the department and/or organization. Does not feel an obligation to keep confidential information private. Individual does not instill trust or encourage the sincere consideration of the privacy of others.  Treats employees unfairly, which may lead to formal complaints.  Does not lead by example and is personally unaware of how his or her actions affect others and is insensitive to others.  May make decisions without consideration for fairness.  Individual does not hold self accountable. Manager is unaware of university and/or Keck Medical Center of USC policies, standards, and regulations.  Manager is not up to date with assigned compliance related items.  Individual always requires follow-up and reminders from supervisor about 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 – Engages in activities and programs without consideration of their fairness. Does not usually encourage open communication between employees and co-workers.  Only occasionally contributes to effective relationships within the department and/or organization. May not feel an obligation to keep confidential information private. Individual may not always instill trust or encourage the sincere consideration of the privacy of others.  May not always lead by example and is personally unaware of how his or her actions affect others and is insensitive to others.  May make decisions without consideration for fairness.  Individual does not hold self accountable.  Rarely gives the whole story and is inclined to bend the truth on occasion.  Makes promises that they know cannot be kept to avoid conflict. Does not always adhere to applicable policies and standards.  Manager is not always up to date with assigned compliance related items.  At times requires follow-up and reminders from supervisor about 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 or her position.  Has a clear understanding of his or her role and the importance of equity and fairness within the workplace.  Individual does not stray from the truth and is a person of his or her word.  Makes sacrifices in order to keep commitments.  Uses facts, figures, and data to support his or her actions and conclusions.  Manager is aware of applicable university and Keck Medical Center of USC policies, standards, and regulations and adheres to those standards and regulations.  Individual is up to date with compliance related items and only requires an average amount of follow-up.  Individual is as aligned as most employees in similar roles and departments.
  • Exceeds Most Expectations – Usually encourages open communication between employees and co-workers. 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 keeps his or her word on most matters.  Regards honesty as a high priority in dealings with fellow employees. Manager is well aware of all applicable university and Keck Medical Center of USC policies, standards, and regulations and adheres to such to a high degree.  Manager requires very little, if any follow up to be compliant and up to date with all compliance requirements.  Individual is typically aligned to his or position and the department and is a strong example of a role model.
  • Exceeds Expectations –  Encourages open communication between employees and co-workers.  Contributes to effective relationship building within the department and/or organization.  Keeps confidential information private.  Individual places a major importance on fair treatment of all employees and as a result has a solid reputation of being fair.  Is widely respected for his or her honesty and is regarded as completely credible by his or her co-workers.  Is above board, straightforward, and candid in his or her communications with management even when conveying disappointing information.  Manager requires no follow up to be compliant and up to date with all compliance requirements.  Individual is thoroughly aligned to his or her position and the department and is a model employee.  Holds self and others accountable for compliance and fully cooperates with governing bodies.

 

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