Appendix I
CORE COMPETENCY MODEL for MEDICAL STAFF, HOSPITAL AUTHORITY
FUNCTIONAL COMPETENCY
Competency
Behavioural Indicators for Residents/MOs
Dimensions
1. Patient-centered
Care


Commitment to satisfy
patient’s
needs
by
providing a holistic
care.




2. Application of
Medical
Knowledge
Ability to build own
knowledge base and
think analytically and
critically in clinical
practice.

Additional Behavioural Indicators
for Associate Consultants/SMOs
Demonstrate caring, empathetic and sincere
attitude to patients and their families. 
Explain medical diagnosis, treatment plan, risk
and benefit of various options to patients and
their families in layman terms. 
Establish rapport with patients. 
Make the care of patients the first concern.
Respect the right of patients to be involved in
decisions about their care.
Listen to patients, be sensitive and understand
their concern, expectations and feelings.

Take proper history and perform accurate
clinical examination with clear documentation.







Derive, prioritize and document a practical list
of working diagnosis through history taking,
physical examination and preliminary
investigations. 
Follow-up patient's progress diligently and
document / modify treatment plan if necessary.


Actively search out and select literature or
information from various resources.


Additional Behavioural
Indicators for Consultants
Identify individual patient’s biological,
functional, psychological and social
needs and assure access to
reasonable quality health care.
Build good rapport with patients and
their families in the capacity of doctorin-charge.
Take prompt actions to prevent or
resolve conflict.
Ensure adequate care to patients
under direct responsibility by
performing regular rounds and
supervising the work of juniors.

Promote the culture of patientcentered care.
Identify all clinical problems and make
accurate and timely judgement based
on professional knowledge, practical
experiences and available clinical
information. 
Document clinical views, rationale and
decisions. 
Critically appraise literature or journals
and practice evidence based
medicine.

Tackle complex or atypical clinical
problems referred from other
colleagues. 
Lead corporate wide strategic
development of medical
technology.

Appendix I
Competency
Dimensions
3. Clinical decision
making
Behavioural Indicators for Residents/MOs


Ability to act or react
timely
and
appropriate-ly in the
management
of
patients – including
assessment, diagnosis,
treatment,
managing
complications
and
rehabilitation.
4. Procedural /
Operative Skills
Privilege to perform
procedures/operations
in accordance with
guidelines laid down
by Specialty Colleges,
and ability to use
modern
technology
effectively.
106734714








Additional Behavioural Indicators
for Associate Consultants/SMOs
Make clinical decisions commensurate with
one's own training. 
Triage and prioritize clinical situations by
urgency and importance. 
Be alert and aware of disease complications,
high risk or life threatening clinical conditions. 
Seek seniors' advice and help timely and
appropriately when required. 
Fully understand the rationale, risk and benefit
of bedside diagnostic and therapeutic
modalities before applying them to patients.
Comply with and refer to available guidelines
and protocols.

Be vigilant with all procedures or operations
especially for those with high risk. Put patient
safety first. 
Proficiently perform common minor procedures
or operations in a specialty under direct or
indirect supervision. 
Identify promptly untoward sequelae and
complications in operations or procedures.
Work comfortably with computer systems and
medical equipment in clinical setting.






Additional Behavioural
Indicators for Consultants
Provide timely and appropriate
investigations and treatments after
balancing risk and benefit. 
Consult other subspecialties or
specialties when clinical situations
exceed own limits of knowledge or
skill. 
Take holistic view of patient's needs in
decision making and avoid
compartmentalised, narrow definition
of own scope of service provision .
Fully understand the rationale, risk and
benefit of diagnostic and therapeutic
modalities before applying them to
patients.

Make critical decision in
exceptional clinical situation and be
accountable to consequences of
decision made. 
Operate independently in majority of
common procedures or operations in a
specialty / subspecialty. 
Take active steps to prevent untoward
sequelae or complications in
operations or procedures.
Apply new techniques to improve
operative or procedural outcome after
receiving proper training.

Operate independently in major
procedures or operations in a
specialty / subspecialty. 
Develop new techniques for better
operative or procedural outcome.

1
Appendix I
PERSONAL COMPETENCY
Competency
Dimensions
5. Personal
Effectiveness
Ability to communicate
effectively and work
towards goals.
6. Integrity
Commitment
to
maintain
a
high
standard of professional ethics and code of
conduct.
Behavioural Indicators for Residents/MOs

Be clear, complete and accurate in the
communication of the care process including
documentation in medical records. 
 Be sensitive to concerns, expectations and
feelings of colleagues and act appropriately.
 Prioritize own activities effectively and
efficiently.
 Set personal development goals and participate
in continuing medical education.
 Be industrious, responsible and self-discipline
in carrying out assigned duties. 
 Can be relied on and trusted to carry out
instructions. 
 Be accountable to consequences of decision
made. 
 Be honest with own deficiencies and mistakes.



106734714
Demonstrate appropriate level of confidence.
Willing to take up additional duties when
required.
Additional Behavioural Indicators
for Associate Consultants/SMOs







Additional Behavioural
Indicators for Consultants
Present information and express idea
or opinion effectively.
Establish rapport with colleagues and
other healthcare providers in the
position of doctor-in-charge.
Manage emotions of self and others
appropriately in stressful situations.

Be receptive to constructive ideas
or suggestions from peers and
juniors.
Demonstrate diligence to patient care
and willingness to cover juniors. 
Demonstrate responsibility in making
decisions. 
Be accountable for team performance
and outcome. 
Give fair account to colleagues and
report sub-standard or irregular
practices during clinical audit
meetings.

Demonstrate to be a role model of
good clinicians for juniors to follow.
2
Appendix I
PEOPLE & TEAM COMPETENCY
Competency
Dimensions
Behavioural Indicators for Residents/MOs
Additional Behavioural Indicators for Additional Behavioural Indicators
Associate Consultants/SMOs
for Consultants
Give feedback to seniors.
 Assess the competence of junior staff
and delegate appropriate clinical tasks
 Actively transfer knowledge and skills to peer and
according to individual competence
other healthcare professionals.
Commitment
to
level. 
development of juniors
 Give feedback to junior staff to improve
and peer for betterment
behaviour and attitude.
of patient care.
 Actively transfer knowledge, skills and
technology through coaching and
mentoring.
7. People Development


Respect each and every team member.
 Respect contributions from different
subspecialties, specialties and other healthcare
Work with colleagues in
disciplines to patient-centered care.
the ways that best serve

Accomplish own share of work in a team.
patients’ interest.
 Be open minded, able to challenge own thinking
and accept suggestions.
8. Teamwork

Define clearly focused treatment objectives and
co-ordinate other healthcare disciplines to
achieve them.
Ability to influence team
 Set clear examples for others by following
members
to
achieve
through on important commitments of the team.
common goal.
 Distill ideas into focused messages that inspire
support or action from others.
9.
Leadership
106734714

Cooperate with other healthcare
providers; Be flexible and supportive.
 Contribute towards enhancing team
spirit.

Achieve organization and departmental
goals by motivating subordinates and
influencing others.
 Build consensus and agreement with
broad range of people externally and
internally.
 Help others reach higher levels of
performance through trust, delegation,
participation and coaching.
 Exercise appropriate authority, fair
reward and discipline.

Create and organize structured
clinical teaching or learning
opportunities for peer and junior
staff. 
 Master and conduct coaching for
junior staff. 
 Develop successors.
 Develop an effective feedback
system within a department.

Manage group dynamics to effect
synergy in teamwork.
 Demonstrate diplomatic people skills
and resolve staff conflicts.

Inspire or enlighten others to own
vision and organisation mission and
goals.
 Lead and manage transformational
changes effectively.
3
Appendix I
ORGANIZATION EFFECTIVENESS
Competency
Dimensions
10. Service /
Organization
Development
Behavioural Indicators for Residents/MOs


Ability to contribute to
the effective and efficient
public
health
care
services according to
HA''s
value
and
direction.
Additional Behavioural Indicators for Additional Behavioural Indicators
Associate Consultants/SMOs
for Consultants
Demonstrate the HA's core value consistently.
 Plan as service team head, balance
different priorities, coordinate multiTake steps to ensure cost-effective use of
disciplinary workforce, anticipate
resources including the ordering of tests, work for
contingency problems.
other disciplines, and drug prescriptions.
 Apply knowledge of relative
effectiveness and cost implications of
various diagnostic and therapeutic
modalities.
 Direct the practice of cost-effective
medicine.

Lead multidisciplinary healthcare
team to optimize clinical outcomes
within resource limitations. 
 Identify and prioritize changing
medical needs of local population.
Participate in departmental quality improvement
 Lead departmental quality improvement  Lead multidisciplinary healthcare
initiatives.
initiatives e.g. clinical audit, risk
team in corporate wide quality
management, CQI, clinical guideline and
improvement initiatives with
 Give feedback to supervisors on areas for service
protocol with positive impact on service
significant positive impact on service
improvement.
Ability
to
identify
outcome.
outcome. 
problem
areas
and
 Lead clinical or health services research  Lead clinical or health services
improve
service
with impact on clinical practice.
research with significant impact on
outcomes.
clinical practice.
 Introduce evidence-based new
technology for service improvement.
11. Service
Improvement

Behavioural indicators marked with "" are of critical importance.
106734714
4