Philpot Allison, Devitt Rob, Parr Jane, Nixon Barbara
Peterborough Regional Health Centre.
Hosp Q. 2002 Fall;6(1):42-5. doi: 10.12927/hcq..16667.
Competency models, a combination of identified skills, knowledge and attributes required for successful role performance, lend a roadmap for success to leaders of today and the new leaders of tomorrow. In healthcare, where the environment is ever-changing, and the pool of qualified leaders is limited and shrinking, competency models help to identify required areas of strength for success in performance. The Peterborough Regional Health Centre (PRHC) underwent a leadership reorganization in 2001, structuring all leaders into positions based on a corporate competency model. Leaders completed self-assessment portfolios and were shifted into roles emphasizing job-person fit, competencies, personal preference and organizational principles and accountabilities. The literature suggests that evaluations are rarely performed after corporate reorganizations, and when they are, they rarely measure indicators that are directly related to outcomes. In response to this, PRHC has structured an evaluation of the reorganization in two phases. The first phase is focused on process changes that are a direct result of the reorganization. The second phase, ongoing over 24 months, is focused on outcomes that are resulting from the reorganization.
能力模型是成功履行角色所需的特定技能、知识和特质的组合，为当今的领导者和未来的新领导者提供了成功路线图。在医疗保健领域，环境不断变化，合格领导者的人才库有限且在缩小，能力模型有助于确定绩效成功所需的优势领域。彼得伯勒地区医疗中心（PRHC）在2001年进行了领导结构重组，根据企业能力模型将所有领导者安排到相应职位。领导者完成了自我评估档案，并被调整到强调工作与个人匹配、能力、个人偏好以及组织原则和责任的岗位。文献表明，企业重组后很少进行评估，即便进行评估，也很少衡量与结果直接相关的指标。对此，PRHC分两个阶段对重组进行评估。第一阶段关注重组直接导致的流程变化。第二阶段持续24个月，关注重组产生的结果。
