In January 2013, a group of leaders representing 10 different organizations around the world met to begin work on the development of a common set of competencies needed by healthcare managers globally.
The Healthcare Management SIG has two main goals: the professionalization of the Health Management discipline and build global capacity in the leadership and management of health systems. This group has created an international platform and developed a directory of core competencies.
The Task Force and Working Group formed by the HM SIG worked on the idea of helping bridge the gap between academia and practice by bringing together the Global Competencies Directory. By encouraging research on how competencies affect outcomes, the idea was to target the professionalization of healthcare workforce and to provide tools and information for organizations to train and develop competent managers and leaders for maximum performance. The Global Directory was born with the potential of mapping core competencies, transposable to outcomes in healthcare delivery organizations anywhere in the world. Its key comparative advantage is to determine a less ambiguous taxonomy framing competencies and grading them according to levels of proficiency as referenced by the “Dreyfus Model”. The direct application, was the development of the self-assessment tool, a brief overview on the survey (self-assessment tool) and how it intends to contribute on the long run to the adoption of the competencies approach.
The Healthcare Management and Leadership Assessment platform was designed as a survey for self-assessment, open to all healthcare professionals in a management position. Intended to be used along the Leadership Competencies for Healthcare Services Managers Directory, it provides a global benchmark for the identified core competencies across geographical locations, while allowing for peer-to-peer insights/comparison. A personalised report measuring potential improvement between professional needs and individual status in management and leadership will support Continuous Professional Development. Not to underestimate, the challenges of such an approach reside on outlining how innovative a topic that is not yet well explored elsewhere, while it is worldly recognized that management and leadership are critical for success of any organization. The self-assessment survey gauges individual perception at managerial and executive basis for each expected level by competency.
The tool is presented as two-fold survey: one first part pertains to perception: “how relevant these competencies are to your current position within your organization”. A second part, the survey confronts the user to his/her own skills for each of the 80 competencies. Both parts evaluate the same 80 competencies-questions under multiple-choice question. This dual structure acts as a catalyst for perception and critical reflection. In return, outputs consolidated by the law of large numbers, provide an objective benchmark built upon peers’ case mix of introspection and objective values.
At the end of the survey, results are extended as a review including:
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