Baystate Health
Baystate Medical Center
New Manager’s Competency-Based Orientation
Version: 4/11
Overview and Purpose
This Competency-based Orientation process is designed to assist newly hired or promoted managers (above
the level of first-line supervision) to become proficient in the Baystate-specific management competency areas
listed below within their first six months in their new role. These competencies have been identified by senior
Baystate Health leaders as critical areas of managerial performance. A secondary benefit of this orientation
process is that new managers will develop valuable working relationships with key resource people within our
System. This tool is intended to facilitate discussion between the new manager and her or his hiring manager
about the new manager’s specific developmental needs and the priority order for attaining proficiency in these
competencies. The first section of the orientation form lists the core competencies for all new managers, and
the second section lists the additional competency areas for Nursing Managers. The steps for completing the
Competency-based orientation are as follows:
Step 1: Individual Competency Assessment
The hiring manager will provide the new manager with a copy of this orientation form within two weeks of his
or her start date. The new manager will review the list to identify which competency areas he or she believes
are of highest priority for attention, given his or her previous experience and the particular demands of the new
role. Then, the new manager and the hiring manager meet for the purpose of reaching consensus on the
order in which the areas will be addressed. The hiring manager will indicate on the orientation form which
competency areas are applicable to the new manager’s orientation process. Also, if the hiring manager
determines that the new manager is already proficient in a given competency area (e.g. computer literacy), the
hiring manager initials that section of the form to indicate that no further orientation is necessary in that area.
Please direct any questions about the overall orientation process to Mark McCandlish, Human Resources, at
322-4253. Questions about the overall Nursing Manager’s section should be directed to Jeanne Gagliarducci,
Nursing Staff Development at 794-2491.
Step 2: New Manager Contacts Orientation Resources
Once the new manager and the hiring manager agree on the priority sequence the new manager will follow in
contacting the resource people for applicable competency areas, the new manager initiates contact by phone
or e-mail. For most competency areas, the resource person will suggest a meeting of approximately one hour
for the purpose of reviewing the specific content of that competency area with the new manager and to verify
the new manager’s understanding of the information related to the competency. In some cases, follow-up
meetings may be indicated. Again, the expectation is that the new manager will arrange to meet with all
applicable resource people within the first six (6) months of assuming his or her new role.
Step 3: Follow-up and Process Completion
When the resource person has verified through observation or other means that the new manager
demonstrates understanding in the competency being discussed, he or she will initial the new manager’s
orientation form. The hiring manager will periodically review the new manager’s progress in the competencybased orientation process. When all competency areas have been signed-off on by applicable resource
people or the hiring manager, please send a copy of the completed orientation form to Mark McCandlish, 361
Whitney Avenue, 2nd floor, Holyoke, MA. This copy will be placed in the new manager’s personnel file.
Baystate Health
Baystate Medical Center
New Manager’s Competency-Based Orientation
Version: 4/11
Comprehensive List of
Competencies for All New
Managers
1.
2.
Service Excellence
Compensation
Statement Of Skill/Proficiency
Able to access Baystate’s Service Standards for
assessing their unit’s service effectiveness and for
setting and reviewing service expectations with staff,
and to explain the manager’s role in leading the
Baystate Best Service Excellence program
Able to explain or access detailed information re:
Baystate’s compensation structure and market
reference, wage program process and tie in to
performance management, managing starting salaries
and equity adjustments, and links to the clinical ladder
BMC Contact
Hiring Manager
Christine Lessard
(4-1774)
Performance
Management
Able to use Baystate’s performance management
process to communicate clear performance
expectations and to provide effective feedback during
informal and annual performance discussions
Mark McCandlish
(2-4253)
4.
Financial
Management
Able to demonstrate understanding of existing
Baystate budget processes and able to use standard
financial reports
Hiring Manager or
appropriate Finance
resource person
5.
Computer Literacy
Able to demonstrate mastery, at beginner’s level, of
appropriate BH software such as Word, Outlook,
Powerpoint, etc.
David Lapierre
(43806)
6.
Human Resource
Management
Able to effectively partner with HR Consultant to apply
key policies to oneself and others, including Earned
Time and Attendance Standard, discipline procedures
and position management, and effective use of HR
resources
BH Operating
Principles
Able to describe and demonstrate operating principles,
leadership capabilities, and application of these to
recruitment, selection, and performance management
Employee
Relations
Able to describe the leader’s role in creating &
maintaining a positive work environment; and to act on
employee opinions & concerns
Jo-Ann Davis
(4-1460)
Meeting
Management
Able to manage/facilitate tangible results when working
with others, especially applying “outcome oriented”
approaches to meetings
Sean Mahar
(2-4252)
10. Presentation/
Platform Skills
Able to plan and deliver effective, “results oriented”
presentations to groups of 10 to 300 with appropriate
visuals/multi-media support
Sean Mahar
(2-4252)
11. Team Building
Able to determine the appropriate level of teamwork for
work unit, to assess problems in team functioning, and
apply basic team building techniques
3.
7.
8.
9.
12. Selection
Interviewing
Able to use behavioral event interviewing skills and
knowledge of legal issues and Americans with
Disabilities Act guidelines to select the best available
candidate from the selection process
HR Consultant
(4-5655)
Hiring Manager
Frank Lovelock
(2-4254)
Frank Lovelock
(2-4254)
Applicable
for this
Manager
Not Applicable
for this
Manager
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2
Comprehensive List of
Competencies for All New
Managers
Statement Of Skill/Proficiency
BMC Contact
13. Process
Improvement
Able to identify, plan, and initiate a project which
improves a key service delivery process in his/her work
unit
14. Safety
Able to explain the basic principles of Baystate’s
hazard communication program and manager’s
responsibilities under the BH safety program
15. Coaching
16. Communications
17. Compliance
Karen Johnson
(4-3647)
John Murray
(4-5494)
Able to assist others in developing critical skills and
knowledge through the creation of mentoring
agreements or by using effective coaching techniques
Able to seek out communications opportunities, and
explain the role of the Strategic Communications
Group and the value of effective upward and downward
communications
Able to demonstrate knowledge of Baystate’s
Corporate Compliance policies and procedures, and
apply them to oneself and others
Mark McCandlish
(2-4253)
Jennifer Faulkner
(4-7645)
John Kelley
(4-5841)
18. Personal
Productivity
Able to define projects, priorities, desired outcomes,
and critical next actions from the total stream of inputs
via e-mail, voice-mail, meetings, etc., and successfully
manage these actions to completion
Mark McCandlish
(2-4253)
19. Infection Control
Able to explain employee health processes they relate
to sick calls and communicable diseases, and
knowledge of employee personal hygiene
requirements for his/her work area
Jody Harris
(4-4894)
20. Diversity
Able to explain the organization’s philosophy and 5
year plan on workplace diversity.
Bobby Rodriguez
(4-7903)
Applicable
for this
Manager
Not Applicable
for this
Manager
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At the start of your orientation process, meet with your manager to review the competency areas above and determine
the priority areas for you. If you have any questions about your orientation process, contact Mark McCandlish.
During your orientation, contact each resource person and keep your manager informed about your progress.
When your orientation process is complete, meet with your manager to review the outcomes and to identify future
developmental goals. Please sign below and send a copy to Mark McCandlish, Professional & Organizational
Development, 361 Whitney Avenue, 2nd Floor, Holyoke, MA, for inclusion in your personnel records.
__________________________
Signature of Manager Oriented
Date:
___________________________
Signature of Manager’s Manager Date:
Please note any recommendations you have to improve the orientation process:
3
Additional Competencies for Nursing Managers
(Note: New Nursing Managers are asked to contact the resource person below instead of (not in addition to)
the person mentioned previously for the same competency area)
Additional
Competencies for
Nurse Managers
1.
Divisional
Leadership
2.
Departmental
Leadership
3.
Access to Care
4.
Staff Development
5.
Financial
Management
6.
Staffing
7.
Recruitment
8.
Patient Satisfaction
Statement Of Skill/Proficiency

Vice President Patient Care Services

BH Chief Nursing Officer

Division Mission/vision
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Division goals

BH Strategic Goals
 Organizational Chart
 Key Roles and Responsibilities
 Director
 Assistant Director
 Manager
 Assistant Manager
 CNS/CNE
 Administrative Support
 Unit Staff
 Committees/Key forums
 Department Goals
 Managers Goals and development Plan
 Key Roles and Responsibilities
 Bed Officer
 Bed Managers
 BMD
 SMS
 Bed Management outcomes measures
 Overview of nursing education process
including roles and responsibilities
 How to use CBO & managers role in the
orientation process
 Web Strategies/Educational record-keeping
 Development of new staff
 Telehealth TV System
 Budget Planning
 Staffing Plans
 Managing Operating Performance
 Variance Analysis
 BPC
 Lawson
 Flex Team
 Staffing Policy/Plans
 Self scheduling
 Cancellation, float, overtime, per diem policy
 NASH
 Advanced Workforce Schedule
 Workforce Planning Strategies
 Dedicated Education Unit
 Posting and recruitment process
 Interview scheduling and coordination
 Divisional and service line position status
 PRC/Patient Satisfaction Process
 Current Year performance to date
 Unit Based PRC plan
 Service Recovery Program
 Lost items
 Risk Management (safety-IMC report)
BMC Contact
Applicable for
this Manager
Not Applicable
for this
Manager
Deb Morsi, Ph.D. RN
(4-5738)
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Director
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Director/Leader
TBD
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Jeanne Gagliarducci,
RN
(4-2491)
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May Krakowiak
(4-7919)
Director/Leader TBD
Patty Samra, RN
(4-0293)
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Patty Samra, RN
(4-0293)
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Donna Novak
(4-7621)
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Terry Kuta-Reske,
RN (4-4818)
Diane Thomas, RN
(4-5456)
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Starr Johnson
(4-3844)
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Additional
Competencies for
Nurse Managers
9.
Performance
Improvement
10. Computer/
Communications
11. Clinical Informatics
Statement Of Skill/Proficiency
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12. Professional
Practice
13. Healthcare Quality
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Organizational structure and reporting
Department/Division plan
Unit based metrics and performance
Peer review program
Medical safety program
Unit performance improvement structure
Phone system/Voicemail
 Message Retrieval, Current/Historic
 Pager and Web Paging
 Message forward
 Message retrieval
 Silence
 Smart Phone
Kronos
E-Workplace
On-line Manuals
Help Desk
EMR vision/EMR status
 Clinical Informatics Organizational Chart
Clinical Information System
Team Roles and Responsibilities
Clinical Informatics Council
 Charter
 Membership
 Clinical Operations Manager Lead
 Managers as champions of change
 Super users
 EMR Conversion Plan 2009
 INET/IVIEW
 First Net
 Specimen Collection
PPID/Medication Barcoding
 Standard of Practice/process
 Outcome performance
 Just Culture Evaluation tool
Structure Standards
Standard of Care
Policy – Program
Delivery System/Model
Committee Structure
CNS Role and CNE Role
Student Relations
DPH and JC
BORN-Board of Registration of Nursing
Key Initiatives
 NDNQI
 Falls/Injury
 Pain
 Skin
 Restraint
 Med Errors
 Pressure Ulcer Prevalence
 Heart Attack
 Heart Failure
 Pneumonia
 Surgical Infections
 Surgical Services PI
BMC Contact
Applicable for
this Manager
Not Applicable
for this
Manager
Karen Johnson
(4-3647)
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Sharon Jackson
(4-4449)
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Jen Stebbins, RN
(4-5866)
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Mary Brunton, RN
(4-5733)
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Jan Fitzgerald, RN
(4-2531)
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Jeanne Gagliarducci
(4-2491)
Korinne Carpino
(4-5655)
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Additional
Competencies for
Nurse Managers
14. Infection Control
15. Magnet Initiative
16. Introduction to
Service Line
Departments
17. Pharmacy
18. Environmental
Services
19. Food and Nutrition
Services
20. Materials
Management
Statement Of Skill/Proficiency
 Infection Control policies
 Hand hygiene, disinfection, isolation
 Corrective action planning re: nosocomial
infections
 Exposure listing for staff & patients
 Purpose of initiative
 Recertification Process
 Steering Committee
 Leadership responsibilities
 Structure
 Roles and Responsibilities
 Committees
 Vice President
 Chairman
 Roles and Responsibilities
 Medication barcoding and dispensing process
 Pyxis Coordinating Committee
 SRS Medication error reporting
 Support Services
 BMD
 Bed Cleaning
 Transfer requests
 Services
 Services
BMC Contact
Applicable for
this Manager
Not Applicable
for this
Manager
Mary Ellen Scales,
RN
(4-4782)
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Eileen Grunwald, RN
(4-5182)
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TBD
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Gary Kerr, PhamD
(4-3178)
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Tim Culhane
(4-1609)
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Michael Cole
(4-4941)
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Bill Sepaniak
(2-4056)
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Todd Bailey
(4-3110)
21. Value/Financial
Analysis
 Value Analysis
 Finance and Supply Chain
 Nursing Work Team
Don Keene
(4-2474)
Mary Gentile
(4-2314)
Deb Clark, RN
(4-1617)
22. Security
 Roles and Responsibilities
 General Services
 Code Yellow
 Workplace violence
Tom Lynch
(4-4463)
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