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Course: Managing Human Resources in healthcare (Module 1)
Americo Cicchetti
Slide Deck # 3
LESSON 5. INTRODUCING COMPETENCE MODEL IN
HEALTHCARE ORGANIZATIONS
Agenda





Introducing competence approach
Defining competence
Introducing competency dictionary
Defining role profiles
Defining job families
Competence approach (1)
Definition and motivation
 ... Is a mode of management that focuses on the contribution
of staff in the performance of business operations dealing with
optimizing the route that links the strategy for human
resources.
 The reasons of its spread




Deverticalisation of organizatinal structures
Processes based organizations
Increase the professional component of roles
horizontal and cross-functional career management
 The objectives
 Improving the organization's results
 Interpret the organizational culture
Competence approach (2)
How to use
Recruitment
and
selection
Career
management
Competence
approach
Training
Personnel
allocation
and planning
Competence approach (3)
Building blocks
Job family
Role profile
Competence
Job description
(job design)
Competence
 Individual intrinsic characteristic causally linked to
effective or superior performance in a job or in a
situation, which is measured on the basis of a
predetermined criterion (Spencer & Spencer,
1993)
 Reflects a generating capacity in which
cognitive, social and behavioral capabilities
must be organized and orchestrated to serve
multiple purposes and goals (Bandura, 1990)
Competence
Competence
Professional
Behavioural
Professional competence
 Features
 Visible, identifiable and measurable
 Contextualized (organization, profession)
 Types
 Knowledge
 Empirical knowledge
 Meta-knowledge
 Training and recognition
 school curriculum
 Working experience
 Certification of professional skills
Behavioral competences (1)
 The definition
 Inherent characteristic of an individual, causally related
to effective performance
 The levels
 Threshold skills - essential minimum requirements to
cover a certain role
 distinctive competencies (or discriminating) characteristics that differentiate the performance and
lead to a higher level
Behavioral competences (2)
 motivation: mental patterns, needs, inner urges that stably orient
and induce the individual actions
 traits: physical and psychological characteristics of the individual and
a general disposition to behave or react in a certain way in a certain
situation (emotional control, stress resistance)
 idea of themselves: attitudes, values adopted, representation the
individual makes of himself (perception of their social role, selfesteem)
 knowledge: information, theories, concepts on a particular subject
area
 skill: the ability to put in place a system or a sequence of functionally
coherent behavior with the goal of desired performance (ability to
plan, analytical thinking)
Behavioral competences (3)
Skill
Idea of
themselves
Traits
Motivation
Surface
Visible, to be
modified and
developed
Attitudes and
values
Intimate
Knowledge
Less visible not easy to
modify or develop
The Workitect Competency Dictionary with definitions and observable behaviors that may
indicate the existence of a competence, contains thirty-five competences in three clusters:
competences dealing with people; competences dealing with business and competences
dealing with self-management (Figure 1).
A tool: Competency dictionary
Figure 1 Workitect Competency Dictionary thirty-five competencies
(http://www.workitect.com/PDF/CompetencyDictionary.pdf)
How to use a competency dictionary
 The competency dictionary can be used for many
HRM purposes such as:
 A guide in creating job descriptions
 A guide for hiring managers during baviour-based job
interviews
 A self-assessment tool for employees and managers
 A performance management guide for
managers/supervisors
 A training evaluations tool
Reading and discussion
 “Allied competency model”
Role profile
 The role profile is a set of well-defined core
competences (and skills) deemed essential to
effectively interpret the work considered
according to certain performance
 Standards skills
 Performance
Job family
Role profile
Competence
Role profile: an example
Job families
 A professional (job) family is the set of roles that share
a given set of basic skills and is defined in terms of:
 expected contribution to the key factors for the success of
the organization;
 the competencies required for the achievement of an
excellent performance.
Job family
Role profile
Competence
Job family: and example
Job family: an example
Job families at IEO (Milan)
•Acquisitore
•Coordinatore
•Addetto amministrativo
infermieristico
•Analista SI
•Coordinatore tecnico
•Collaboratore amm.
•Coordinatore
•Data Manager
amministrativo
•Dietista
•Infermiere
•Infermiere di ricerca
•Infermiere di sala
•Infermiere di recovery
•Infermiere strumentista
•Segretaria di direzione
•Specialista (RU, amm.,
•Ausiliario
•Operatore
amministrativo
•Segretaria di reparto
ecc.)
•Addetto accettazione
•Tecnico di laboratorio
•Addetto CUP
•Tecnico sanitario
•Operaio
•Reception/Centralinista
•Magazzinieri
ESECUTIVI
CUSTOMER
SERVICE
SPECIALISTS
PROFESSIONALS
PROFESSIONAL
COORDINATORS
Reading and discussion
 “Job families and other taxonomies”
Course: Managing Human Resources in healthcare (Module 2)
Americo Cicchetti
USING COMPETENCE MODEL IN HEALTHCARE
ORGANIZATIONS (LABORATORY)
Activity plan
 Presenting a methodology to apply a competence approach
 Job description
 Competency dictionary
 Job families
 Introducing the case study: Organizational change at
Fondazione Policlinico “A. Gemelli”
 Identifying key roles in new clinical directorates
 Clinical directorate’s financial manager
 Clinical directrate’s nursing coordinator
 Defining job descriptions
 Defining role profiles
 Defining performance indicators
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