Patient Experience
As outlined in the Job Applicant Guide, the following information should assist applicants when providing examples of required competency behaviours when completing the standard application form.
An example of when you have previously demonstrated a competency should include:
As a further guide to you, “Descriptors” are listed for each required competency (selected by the Hiring Manager for this post) in the right-hand column of the Role Profile and these should assist you when writing the appropriate example for each behavioural competency.
Should you need to include a second example to ensure you capture all elements of the required competency, this will be acceptable up to a maximum of 3 examples per competency.
To further assist applicants, below we have provided three examples of written competencies (Team Player – Level 2, People Management – Level 3 and Leadership Potential – Level 4) which would meet the STARK criteria.
The fourth example (Planning & Organisation – Level ) is a badly written example and if the same/similar was submitted by an applicant, they would not be shortlisted on the basis of the information provided.
These examples are for reference purposes only. Applicants should always use their own experiences and provide an example following the STARK formula.
Team Player - 1. The ability to co-operate and collaborate with others, and take an active role within a team, sharing information and ideas as well as responsibility for actions and results
Level 2 Descriptors:
S: The team were behind on reporting and we faced a deadline. Two people called in sick
T: I wanted to work with the others on my team to get all reports done in a quality manner, and on time
A: I spoke with others on my team about the issue and the looming deadline. Also we did not know how long our team members would be out sick. I divided up the outstanding reports – I took the most! – and we agreed to support each other to get them done. I covered the phones for longer so one girl could focus on reports, then she did the same for me. We came in early and stayed late to get all done on time.
R: We made the deadline and all reports were in on time, to a high standard.
K: I learned that we should never get so close to missing a deadline! I also learned how working together really helped each of us get more work done. It also helped relationships to develop on the team.
People Management - 3. Demonstrates an ability to manage a team of direct reports, delegating appropriately to get the best out of staff, and creates joint responsibility for professional development and the highest standards of patient care
Level 3 Descriptors:
S: I had a new employee who needed to be familiarised with the working environment and the responsibilities of the role they were taking on. I wanted him to be clear about the processes that would be undertaken to measure his performance and receive his feedback
T: I really wanted him to be very clear about what my expectations were of him, and of how I would be monitoring his progress on an ongoing basis. I needed him to understand the detail of what he needed to do on the one hand, but also the process and culture of the team, so that he knew how we get things done
A: I arranged a meeting to sit with him, telling him in advance what we would be going through. I then walked him through step by step, what he needed to do, by when, and outlined for him what doing a good job looked like. I reiterated to him that I would be monitoring his progress – and we locked in the dates as to when this would be – and I also reaffirmed that I would be available to help him in any way with any queries, difficulties or suggestions he might have along the way. The initial meeting went well, and he went off to do the work. We met as planned and reviewed his work, and he took me through some suggestions he had. Intermittently along the way he approached me for help which I provided him with, culminating in some extra training being organised by me for him.
R: He is now up and running fully and contributing fully to the Department. My system allows me to engage with my Staff and to be clear about what my expectations are of them. My open door policy allows me to keep abreast of blockages and training gaps in advance of them becoming a problem. Our regular meetings allows me to track progress and to further my relationships with my team
K: The experience with this particular chap outlined for me the quality of my process. I had not envisaged from the selection process that there would be a training need, but in fact there was. By being ultra-clear about what my expectations were and meeting regularly as to progress and feedback, I was able to head off any issues early on, and once the training need was addressed there was no longer a risk posed to the progress that my team could make vis a vis their goals
Leadership Potential - Shows a capacity to adopt a leadership stance, make an impact, and influences, energises and inspires others in the organisation
Level 4 Descriptors:
S: I was in a situation where I had no effective system to track the work being done in my Department.
T: I needed to drive forward with a new IT system to allow me to track the workload of my Staff and also to allow me to report at a group level so that I could unlock any trends in issues and reoccurring blockers, and also to track performance levels on the team
A: I knew that my plans would be met with scepticism, and they would also represent upheaval and extra work in the short term for the team. As such I generated a presentation and asked for their input to solving the problem I had, that I could not track or have oversight of all their work. I emphasised the positives in it for them - that I could help and support them more, once I could see what the issues were – but also that I could reward those who were doing an excellent job, once I had the data. We agreed as a team on the parameters of the system and I worked with the relevant supplier and IT champion to design the system. In conjunction with the team we devised a realistic roll out plan, taking account of leave, spikes in workload etc. I appointed a Project Manager on the team and empowered them to lead out on the operational roll out. Having gone through the implementation I then organised regular meetings with the team as to their feedback, and ensured all necessary tweaks were made. I acknowledged the extra effort of the team and bought in a special lunch to say thankyou to all. Then I made good on my promise of acknowledging and rewarding exceptional effort within the team. I was also able to run various reports which allowed me to tackle blockers the team were having and to prioritise and delegate workload more effectively. The system features still at our weekly meetings but in a positive rather than a negative sense!
R: I now have the necessary oversight of my Directorate, and can make effective, informed decisions based on up to date and accurate data/trends.
K: The keen need to involve others in the solution and to convince them of my motivation! By keeping good to my promises, by recognising and championing extra effort I have managed to also harness the project to improve morale on the team – rather than having it as a means of disempowerment on the team
This example is clearly a statement of tasks, probably directly copied and pasted from a job description, applicant does not give an example of how he/she has had to plan and organise their work to deliver on any priorities as set out in the Level 1 “Descriptor”. The results element is based on an assumption “if we do” and the learning is all about the future “need” to work in a team/keep on top of paperwork and of course “being friendly to patients is important too”. In summary, this is a poorly written example of a behavioural competency and as such the applicant would NOT be shortlisted further.
Planning and Organisation - Follows a systematic approach to planning and organising caseload and deals effectively with changing demands and priorities. Delegates appropriately to ensure goals are delivered effectively
Level 1 Descriptors:
S: The team and I have to do all the planning for clinics, booking appointment etc
T: The job means that we have to ensure that ensure that all patients are booked in to the right clinics at the right time.
A: We have to be responsible for the processing of patients on the OWL system, to work closely with the Consultants, Nursing Staff, Breast Care Manager and all Admin staff within the Department to ensure a quality of service is provided, to ensure that the Electronic System is kept up to date to include frequent running of reports within the system. I have to coordinate all relevant meetings to include Breast Care and Radiology and Histopathology as required and will take Minutes of same. In addition we need to be responsible for ensuring that the Waiting List is maintained in a timely manner. Finally, the post holder will also be responsible for overseeing the general surgery admin workload for 2 of the Breast / General Surgeons.
R: If we do that then the clinics run smoothly and all patients get seen on time. Also the doctors have their files and accurate information for them
K: I need to work in a team, we need to keep on top of the paperwork. Being friendly to Patients is important too