competencies for canada’s substance abuse workforce: section … · 2019-05-10 · competencies...

Competenciesfor Canada’s Substance Abuse Workforce

SECTION VIPERFORMANCE MANAGEMENT TOOLS FOR COMMON

JOB CLUSTERS FOR THE BEHAVIOURAL COMPETENCIES

This package was published by the Canadian Centreon Substance Abuse (CCSA).

Suggested citation: Canadian Centre on Substance Abuse. (2014). Competencies for Canada’s substance abuse workforce.

Ottawa, ON: Canadian Centre on Substance Abuse.

This is a living document, which CCSA may revise and update to reflect the latest evidence and research.

© Canadian Centre on Substance Abuse, 2014

For additional copies, contactCCSA, 75 Albert St., Suite 500

Ottawa, ON K1P 5E7Tel.: 613-235-4048

Email: [email protected]

ISBN 978-1-77178-192-3

SECTION VIPERFORMANCE MANAGEMENT TOOLS FOR COMMONJOB CLUSTERS FOR THE BEHAVIOURAL COMPETENCIES

TABLE OF CONTENTS

ADMINISTRATIVE SUPPORT

COUNSELLING

HEALTH PROMOTION

SENIOR MANAGEMENT

SUPERVISION

SUPPORT AND OUTREACH

WITHDRAWAL MANAGEMENT

IV–1

IV–9

IV–17

IV–25

IV–33

IV–41

IV–49

ACKNOWLEDGEMENTS

The Canadian Centre on Substance Abuse (CCSA) gratefully acknowledges the significant contributions and support

received from people working in the field who participated in focus groups across Canada.

CCSA especially thanks all its partners who so graciously allowed and encouraged staff to participate in the focus

groups. The research means nothing if the end result is not meaningful to the people for whom it is intended and CCSA

could not produce a meaningful report without the input from the focus groups.

CCSA also thanks members of the National Advisory Group on Workforce Development (comprised of representatives

from key national organizations and provincial/territorial governments) and other experienced directors and managers

who participated in reviews of both sets of competencies.

These documents can also be downloaded as a PDF at www.ccsa.ca

Ce document est également disponible en français sous le titre :Compétences pour les intervenants canadiens en toxicomanie

VI–1

Competencies for Canada’s Substance Abuse Workforce

PERFORMANCE MANAGEMENT TOOLS FOR COMMON JOB CLUSTERS FOR THE BEHAVIOURAL COMPETENCIES

© Canadian Centre on Substance Abuse, 2014 Competencies for Canada’s Substance Abuse Workforce

It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one related competency or more.

To assist you in planning the initial review, sample performance objectives have been provided. They relate to the Behavioural Competencies in each job profile.

Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.

ADMINISTRATIVE SUPPORTThis performance management tool provides you with a process and template for conducting employee performance reviews within the Administration Support occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.

This tool is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.

To assess and revise the tool so it is well-suited to your organization:

1. Review the tool to determine if the suggested competency profile is relevant.

2. Adjust, as necessary, to suit the job description and your organization.

3. Review the Behavioural Competencies to determine what competencies or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the Behavioural Competencies Report.

A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.


Performance Management Tools for Common Job Clusters for the Behavioural CompetenciesADMINISTRATIVE SUPPORT

VI–2

**CONFIDENTIAL WHEN COMPLETED**

Competency Required Proficiency

Levels

Adaptability/Flexibility 1

Analytical Thinking and Decision Making 1

Client Service Orientation 1

Continuous Learning 2

Diversity and Cultural Responsiveness 1

Effective Communication 2

Ethical Conduct and Professionalism 1

Interpersonal Rapport/Savvy 2

Planning and Organizing 2

Self Care 2

Self Management 2

Teamwork and Cooperation 2

Job Cluster Example Job Titles

Administrative Support Administrative Assistant, Administrator, Regional Administrator, Clinic Technician

Preparation ChecklistReview job description to identify the target position requirements and competencies.

Review previous performance evaluation, if available.

Suggested Competency Profile

Performance Management Tool for Positions Related to Administrative Support

Position Title:

Employee Name:

Manager’s Name and Title:

Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):


VI–3

Performance Management Tools for Common Job Clusters for the Behavioural Competencies ADMINISTRATIVE SUPPORT

How to Use this Form

INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee)

The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.

• The performance objectives can be task- or activity-based, or can be competency-based objectives (see Part A: Performance Planning and Review).

• In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).

• If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.

• If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.

INTERIM REVIEW: During the cycle (e.g., 6-month review)

The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.

• Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).

• If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).

• If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).


VI–4


FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring)


• Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).

• For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.

• In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.

• If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).

• If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).

SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring)

• The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).

• The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).

• The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).

• The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.


VI–5


PA

RT

A: P

erfo

rman

ce P

lann

ing

and

Rev

iew

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Ad

apta

bili

ty/F

lexi

bili

ty

Team

wo

rk a

nd C

oo

per

atio

n

1. P

rovi

de a

dmin

istra

tive

cove

rage

/sup

port

for o

ther

se

ctio

ns d

urin

g pe

riods

of

abse

nce

of o

ther

adm

inis

trativ

e st

aff a

nd w

hen

nece

ssar

y.

Ana

lytic

al T

hink

ing

and

D

ecis

ion

Mak

ing

2. P

rovi

de ti

mel

y in

form

atio

n on

us

er a

ctiv

ity b

ased

on

an a

naly

sis

of a

vaila

ble

data

.

Clie

nt S

ervi

ce O

rien

tatio

n

Inte

rper

sona

l Sav

vy/R

app

ort

Eth

ical

Co

nduc

t an

d

P

rofe

ssio

nalis

m

3. P

rovi

de n

eces

sary

info

rmat

ion

to c

lient

s w

ithin

the

boun

darie

s of

con

fiden

tialit

y po

licie

s an

d/or

co

ntac

t app

ropr

iate

sta

ff to

pas

s in

form

atio

n as

app

ropr

iate

.

Co

ntin

uous

Lea

rnin

g

Sel

f C

are

4. U

nder

take

trai

ning

as

iden

tified

by

sup

ervi

sor a

nd le

arni

ng p

lan.


VI–6


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Eff

ectiv

e C

om

mun

icat

ion

Sel

f M

anag

emen

t

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

5. E

nsur

e ef

fect

ive

com

mun

icat

ion

is m

aint

aine

d be

twee

n se

rvic

e us

ers

and

colle

ague

s at

all

leve

ls, b

oth

verb

ally

and

in w

ritin

g.

Pla

nnin

g a

nd O

rgan

izin

g

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

6. M

aint

ain

and

crea

te e

ffici

ent

filing

sys

tem

s (e

lect

roni

c an

d ha

rd-c

opy)

to fa

cilit

ate

data

retri

eval

and

ens

ure

that

co

nfide

ntia

lity

is p

rese

rved

.

Sel

f C

are

Team

wo

rk a

nd C

oo

per

atio

n

Ad

apta

bili

ty/F

lexi

bili

ty

7. S

eek

assi

stan

ce fr

om o

ther

s to

reso

lve

issu

es o

r mee

t de

man

ds o

f the

wor

kloa

d, a

s ap

prop

riate

.


VI–7


PAR

T B

: Lea

rnin

g a

nd D

evel

op

men

t

Are

as f

or

Dev

elo

pm

ent

Act

ion

Pla

n/D

evel

op

men

t O

pti

ons

Targ

et C

om

ple

tio

n D

ates

Res

ults


VI–8

NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.

PART C: Summary Review and Overall Evaluation

• After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.

• The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).

• The employee records summary comments on own performance and/or the review process, as desired.

• Both the manager and employee sign the evaluation.

4Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).

3Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.

2Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.

1Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.

OverallEvaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations

Manager Comments/ Summary

Mutual Action Plan

Employee Comments

Employee Signature Manager Signature Date (dd/mm/yy)



Interview Tools for Common Job Clusters for the Behavioural Competencies COUNSELLING

VI–9

COUNSELLINGThis performance management tool provides you with a process and template for conducting employee performance reviews within the Counselling occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.











VI–10




Counselling Addictions Counsellor, Alcohol & Drug Counsellor, Substance Abuse Counsellor, Intake Counsellor




Performance Management Tool for Positions Related to Counselling

Position Title:

Employee Name:




Level



Client-centred Change 3







Self Care 2

Self Management 2




VI–11














VI–12
















VI–13

PA

RT

A: P

erfo

rman

ce P

lann

ing

and

Rev

iew

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Inte

rper

sona

l Sav

vy/R

app

ort

Eff

ectiv

e C

om

mun

icat

ion

1. P

rovi

de in

divi

dual

and

gro

up

coun

sellin

g se

ssio

ns to

clie

nts

in

a sa

fe e

nviro

nmen

t.

Clie

nt S

ervi

ce O

rien

tatio

n

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

2. N

egot

iate

and

sus

tain

goa

l-di

rect

ed c

ouns

ellin

g re

latio

nshi

ps

that

hon

our i

ndiv

idua

l, cu

ltura

lan

d si

tuat

iona

l div

ersi

ty.

Eff

ectiv

e C

om

mun

icat

ion

Inte

rper

sona

l Sav

vy/R

app

ort

Sel

f M

anag

emen

t

3. D

emon

stra

te a

ppro

pria

te

awar

enes

s of

sel

f thr

ough

re

cogn

ition

of i

mpa

ct o

n ot

hers

, man

agin

g bi

as, a

nd th

e id

entifi

catio

n of

stre

ngth

s an

d lim

itatio

ns.

Clie

nt S

ervi

ce O

rien

tatio

n4.

Ass

ist i

ndiv

idua

ls, g

roup

s an

d th

e co

mm

unity

to a

ttain

kn

owle

dge

and

skills

in

addr

essi

ng s

ubst

ance

use

is

sues

.


VI–14


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Team

wo

rk a

nd C

oo

per

atio

n

Co

ntin

uous

Lea

rnin

g

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

5. E

ngag

e in

reci

proc

al

rela

tions

hips

of l

earn

ing

with

co

lleag

ues.

Clie

nt-c

ente

red

Cha

nge

Clie

nt S

ervi

ce O

rien

tatio

n

Ad

apta

bili

ty a

nd F

lexi

bili

ty

Eff

ectiv

e C

om

mun

icat

ion

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

6. C

olla

bora

te w

ith c

lient

s to

id

entif

y ap

prop

riate

trea

tmen

t op

tions

and

/or s

uppo

rts.

Sel

f M

anag

emen

t

Sel

f C

are

Co

ntin

uous

Lea

rnin

g

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

7. D

evel

op p

erso

nal a

nd

prof

essi

onal

resi

lienc

e an

d pr

omot

e he

alth

thro

ugh

the

deve

lopm

ent a

nd im

plem

enta

tion

of a

per

sona

l wel

lnes

s pl

an.



VI–15

PAR

T B

: Lea

rnin

g a

nd D

evel

op

men

t

Are

as f

or

Dev

elo

pm

ent

Act

ion

Pla

n/D

evel

op

men

t O

pti

ons

Targ

et C

om

ple

tio

n D

ates

Res

ults


VI–16














Mutual Action Plan

Employee Comments



Interview Tools for Common Job Clusters for the Behavioural Competencies HEALTH PROMOTION

VI–17

HEALTH PROMOTIONThis performance management tool provides you with a process and template for conducting employee performance reviews within the Health Promotion occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.











VI–18




Health Promotion Health Promotion Specialist, Health Education Specialist, Prevention Coordinator, Health Educator, Health Promotion & Protection Specialist/Worker




Performance Management Tool for Positions Related to Health Promotion

Position Title:

Employee Name:




Level



Collaboration and Network Building 3


Creativity and Innovation 3

Developing Others 3






Self Care 2

Self Motivation and Drive 2




VI–19














VI–20















VI–21


PA

RT

A: P

erfo

rman

ce P

lann

ing

and

Rev

iew

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Ad

apta

bili

ty/F

lexi

bili

ty

Co

ntin

uous

Lea

rnin

g

Cre

ativ

ity a

nd In

nova

tion

Co

llab

ora

tion

and

Net

wo

rk

Bui

ldin

g

1. A

ssis

t the

sch

ool d

istri

ct in

im

plem

entin

g a

com

preh

ensi

ve

scho

ol h

ealth

app

roac

h by

pr

ovid

ing

acce

ss to

up-

to-d

ate

info

rmat

ion

on h

ealth

pro

mot

ion

theo

ry a

nd e

vide

nce-

base

d pr

actic

e.

Co

llab

ora

tion

and

Net

wo

rk

Bui

ldin

g

Eff

ectiv

e C

om

mun

icat

ion

2. E

stab

lish

and

mai

ntai

n lin

ks

with

com

mun

ity le

ader

s an

d ot

her k

ey h

ealth

pro

mot

ion

stak

ehol

ders

(e.g

., sc

hool

s,

busi

ness

es, c

hurc

hes,

co

mm

unity

ass

ocia

tions

, lab

our

unio

ns).

Eff

ectiv

e C

om

mun

icat

ion

Inte

rper

sona

l Sav

vy/R

app

ort

Cre

ativ

ity a

nd In

nova

tion

Co

llab

ora

tion

and

Net

wo

rk

Bui

ldin

g

3. F

acilit

ate

a he

alth

edu

catio

n pr

ogra

m to

add

ress

bin

ge

drin

king

am

ong

youn

g ad

ults

.

Cre

ativ

ity a

nd In

nova

tion

Eff

ectiv

e C

om

mun

icat

ion

Co

llab

ora

tion

and

Net

wo

rk

Bui

ldin

g

4. D

evel

op a

soc

ial m

arke

ting

cam

paig

n in

clud

ing

mul

tiple

ch

anne

ls (l

eafle

ts, p

oste

rs,

broc

hure

s, P

SA

s, e

tc.)

to ra

ise

awar

enes

s of

low

-ris

k dr

inki

ng.


VI–22


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

Inte

rper

sona

l Sav

vy/R

app

ort

Ad

apta

bili

ty/F

lexi

bili

ty

5. F

acilit

ate

deve

lopm

ent o

f a

com

mun

icat

ion

coal

ition

to

advo

cate

for a

ddre

ssin

g he

alth

in

equi

ties

impa

ctin

g so

cio-

ethn

ic

min

oriti

es in

the

com

mun

ity.


VI–23


PAR

T B

: Lea

rnin

g a

nd D

evel

op

men

t

Are

as f

or

Dev

elo

pm

ent

Act

ion

Pla

n/D

evel

op

men

t O

pti

ons

Targ

et C

om

ple

tio

n D

ates

Res

ults











VI–24





Mutual Action Plan

Employee Comments



SENIOR MANAGEMENTThis performance management tool provides you with a process and template for conducting employee performance reviews within the Senior Management occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.










VI–25

Interview Tools for Common Job Clusters for the Behavioural Competencies SENIOR MANAGEMENT


VI–26




Senior Management Executive Director, Clinical Director, Program Director, Program Manager, Controller, Office Manager




Performance Management Tool for Positions Related to Senior Management

Position Title:

Employee Name:




Level






Developing Others 4




Leadership 4


Self Care 4



VI–27















VI–28















VI–29


PA

RT

A: P

erfo

rman

ce P

lann

ing

and

Rev

iew

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Pla

nnin

g a

nd O

rgan

izin

g

Ana

lytic

al T

hink

ing

and

Dec

isio

n M

akin

g

Lead

ersh

ip

1. D

evel

op a

nd a

dmin

iste

r th

e re

gion

’s c

ompr

ehen

sive

su

bsta

nce

abus

e pr

ogra

m—

invo

lvin

g th

e al

loca

tion

of

fede

ral,

prov

inci

al a

nd m

unic

ipal

re

sour

ces

to a

genc

ies

that

pr

ovid

e su

bsta

nce

abus

e pr

even

tion,

on

or b

efor

e al

l su

bmis

sion

dat

es a

nd w

ithin

1%

of b

udge

t (or

with

app

rova

l ex

plan

atio

ns fo

r ove

rage

).

Co

llab

ora

tion

and

Net

wo

rk

Bui

ldin

g

Dev

elo

pin

g O

ther

s

Cre

ativ

ity a

nd In

nova

tion

Eff

ectiv

e C

om

mun

icat

ion

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

2. P

rom

ote

com

mun

ity u

se o

f su

bsta

nce

abus

e an

d ot

her

publ

ic s

ervi

ce p

rogr

ams

thro

ugh

enha

ncin

g an

d de

velo

ping

co

mm

unity

nee

ds-b

ased

ed

ucat

ion

and

reso

urce

s.

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

Team

wo

rk a

nd C

oo

per

atio

n

Eff

ectiv

e C

om

mun

icat

ion

3. D

evel

op a

pol

icy

for c

onflic

ts

of in

tere

st fo

r the

org

aniz

atio

n.

Lead

ersh

ip

Cre

ativ

ity a

nd In

nova

tion

Ana

lytic

al T

hink

ing

and

Dec

isio

n M

akin

g

4. Id

entif

y a

new

or e

nhan

ced

mis

sion

sta

tem

ent,

goal

s, v

alue

s an

d vi

sion

thro

ugh

a co

llabo

rativ

e pr

oces

s, p

ositi

vely

eva

luat

ed

and

supp

orte

d by

the

boar

d an

d ot

her s

take

hold

ers,

whi

ch

esta

blis

hes


VI–30


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Team

wo

rk a

nd C

oo

per

atio

n

Dev

elo

pin

g O

ther

s

5. F

acilit

ate

colla

bora

tion

and

deve

lopm

ent w

ithin

the

seni

or

man

agem

ent t

eam

by

prov

idin

g:•

One

-to-

one

coac

hing

• M

ento

ring

• T

each

ing

cons

ensu

s-

b

ased

dec

isio

n m

akin

g

Co

ntin

uous

Lea

rnin

g

Cre

ativ

ity a

nd In

nova

tion

Ad

apta

bili

ty/F

lexi

bili

ty

Pla

nnin

g a

nd O

rgan

izin

g

6. C

ondu

ct a

revi

ew o

f bes

t pr

actic

es in

sub

stan

ce a

buse

pr

even

tion

and/

or tr

eatm

ent

and

deve

lop

a st

rate

gy o

n ho

w

to im

plem

ent t

hose

pra

ctic

es

into

exi

stin

g pr

ogra

ms

to g

ain

mea

sura

ble

enha

ncem

ents

.


VI–31


PAR

T B

: Lea

rnin

g a

nd D

evel

op

men

t

Are

as f

or

Dev

elo

pm

ent

Act

ion

Pla

n/D

evel

op

men

t O

pti

ons

Targ

et C

om

ple

tio

n D

ates

Res

ults











VI–32





Mutual Action Plan

Employee Comments



SUPERVISIONThis performance management tool provides you with a process and template for conducting employee performance reviews within the Supervision occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.










VI–33

Interview Tools for Common Job Clusters for the Behavioural Competencies SUPERVISION




Supervision Clinical Supervisor, Non-Clinical Supervisor, Senior Counsellor, Lead Clinician, Manager, Coordinator




Performance Management Tool for Positions Related to Supervision

Position Title:

Employee Name:




Level






Developing Others 3





Leadership 3


Self Care 3


VI–34




VI–35














VI–36















VI–37


PA

RT

A: P

erfo

rman

ce P

lann

ing

and

Rev

iew

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Pla

nnin

g a

nd O

rgan

izin

g

Inte

rper

sona

l Rap

po

rt/S

avvy

1. M

anag

e an

agr

eed-

upon

ca

selo

ad a

nd p

rovi

de s

peci

alis

t as

sess

men

t and

inte

rven

tion

serv

ices

to a

ddre

ss th

e su

bsta

nce

abus

e tre

atm

ent

need

s of

you

th a

ges

14–1

8 ye

ars.

Sub

mit

case

load

repo

rt m

onth

ly.

Dev

elo

pin

g O

ther

s

Co

ntin

uous

Lea

rnin

g

Sel

f C

are

2. Id

entif

y, o

rgan

ize

and

parti

cipa

te in

the

deve

lopm

ent

of m

etha

done

trea

tmen

t tra

inin

g pr

ogra

ms

with

in n

ext 1

2 m

onth

s.

Clie

nt S

ervi

ce O

rien

tatio

n

Ana

lytic

al T

hink

ing

and

Dec

isio

n M

akin

g

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

3. M

onito

r, ev

alua

te a

nd im

prov

e th

e st

anda

rd o

f ser

vice

del

iver

y of

the

alco

hol a

nd d

rug

treat

men

t pr

ogra

m to

mee

t agr

eed-

upon

st

anda

rds

of c

are,

as

stat

ed in

po

licy

man

ual.

Sub

mit

eval

uatio

ns

to s

uper

viso

r at e

nd o

f eac

h co

urse

.

Ana

lytic

al T

hink

ing

and

Dec

isio

n M

akin

g4.

Rev

iew

clie

nt s

atis

fact

ion

surv

eys

mon

thly.

Inco

rpor

ate

and

cons

ider

reco

mm

enda

tions

fo

r im

prov

ing

prog

ram

—af

ter

revi

ewin

g w

ith th

e te

am.


VI–38


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Lead

ersh

ip

Team

wo

rk a

nd C

oo

per

atio

n

Inte

rper

sona

l Rap

po

rt/S

avvy

Eff

ectiv

e C

om

mun

icat

ion

5. H

old

mon

thly

clin

ical

su

perv

isio

n m

eetin

gs w

ith

indi

vidu

al s

taff

and

revi

ew

case

load

s. F

acilit

ate

mon

thly

te

am m

eetin

gs.

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

Eff

ectiv

e C

om

mun

icat

ion

6. O

rgan

ize

quar

terly

mee

tings

be

twee

n st

aff a

nd A

borig

inal

he

aler

/eld

er to

enh

ance

cul

tura

l se

nsiti

vity

and

ser

vice

del

iver

y.

Eff

ectiv

e C

om

mun

icat

ion

Pla

nnin

g a

nd O

rgan

izin

g

Dev

elo

pin

g O

ther

s

Co

ntin

uous

Lea

rnin

g

7. D

evel

op a

lunc

h-an

d-le

arn

sess

ion

on “

man

agin

g e-

mai

l” by

end

of M

ay to

lear

n ef

fect

ive

e-m

ail a

nd fi

le m

anag

emen

t.

Ad

apta

bili

ty/F

lexi

bili

ty

Clie

nt S

ervi

ce O

rien

tatio

n

Cre

ativ

ity a

nd In

nova

tion

Eff

ectiv

e C

om

mun

icat

ion

8. M

anag

e sh

ift s

ched

ule

to

ensu

re c

ontin

uous

clie

nt s

ervi

ce

deliv

ery

thro

ugho

ut th

e ye

ar.


VI–39


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

Dev

elo

pin

g O

ther

s

Pla

nnin

g a

nd O

rgan

izin

g

9. O

rgan

ize

team

wor

ksho

p on

du

al re

latio

nshi

ps b

y Ju

ne 3

0.

Cre

ativ

ity a

nd In

nova

tion

Dev

elo

pin

g O

ther

s

Eff

ectiv

e C

om

mun

icat

ion

Inte

rper

sona

l Rap

po

rt/S

avvy

10. I

dent

ify is

sues

that

con

cern

th

e te

am a

nd e

ffect

ivel

y fa

cilit

ate

brai

nsto

rmin

g, ro

tatin

g fa

cilit

ator

ro

le to

dev

elop

sta

ff.

Sel

f C

are

Dev

elo

pin

g O

ther

s

Cre

ativ

ity a

nd In

nova

tion

Ad

apta

bili

ty/F

lexi

bili

ty

Inte

rper

sona

l Rap

po

rt/S

avvy

11. E

nsur

e th

at a

ll st

aff m

anag

e ov

ertim

e an

d ta

ke v

acat

ion

time

befo

re e

nd o

f yea

r.


VI–40


PAR

T B

: Lea

rnin

g a

nd D

evel

op

men

t

Are

as f

or

Dev

elo

pm

ent

Act

ion

Pla

n/D

evel

op

men

t O

pti

ons

Targ

et C

om

ple

tio

n D

ates

Res

ults


VI–41














Mutual Action Plan

Employee Comments



VI–42

Interview Tools for Common Job Clusters for the Behavioural Competencies SUPPORT AND OUTREACH

SUPPORT AND OUTREACHThis performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.











VI–43




Support and Outreach Support Worker, Outreach Worker, Alcohol Worker, Drug Worker, Substance Abuse Worker, Drug Outreach Worker, Substance Abuse Practitioner, Community Outreach Worker, Community Liaison Worker, Attendant




Performance Management Tool for Positions Related to Support and Outreach

Position Title:

Employee Name:




Level












Self Care 3

Self Management 2


VI–44















VI–45















VI–46


PAR

T A

: Per

form

ance

Pla

nnin

g a

nd R

evie

w

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Clie

nt-c

entr

ed C

hang

e

Ana

lytic

al T

hink

ing

and

Dec

isio

n M

akin

g

1. D

evel

op c

lient

-cen

tred

serv

ice

deliv

ery

plan

s in

clud

ing

bio-

psyc

ho-s

ocia

l (ne

eds/

risk)

as

sess

men

t, tre

atm

ent p

lan,

an

d di

scha

rge

stra

tegy

, with

hig

h le

vels

of i

nput

and

ow

ners

hip

from

clie

nts

whe

n po

ssib

le.

Eff

ectiv

e C

om

mun

icat

ion

Co

llab

ora

tion

and

Net

wo

rk

Bui

ldin

g

2. P

rovi

de in

form

atio

n an

d su

ppor

t to

assi

st c

lient

s w

ith th

eir

hous

ing

need

s an

d m

aint

aini

ng

thei

r res

iden

ce.

Ana

lytic

al T

hink

ing

and

D

ecis

ion

Mak

ing

3. S

cree

n an

d as

sess

clie

nts

refe

rred

into

the

prev

entio

n/tre

atm

ent s

ervi

ce a

nd m

ake

reco

mm

enda

tions

for a

ppro

pria

te

treat

men

t whi

le m

aint

aini

ng

prof

essi

onal

inte

grity

.

Ad

apta

bili

ty/F

lexi

bili

ty

Pla

nnin

g a

nd O

rgan

izin

g

4. D

evel

op a

nd re

view

sho

rt-te

rm

care

pla

ns fo

r mul

tiple

clie

nts,

in

clud

ing

iden

tifyi

ng n

eede

d re

sour

ces

and

esta

blis

hing

tim

elin

es.


VI–47


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

Sel

f M

anag

emen

t

5. M

eet w

ith s

uper

viso

r mon

thly

to

revi

ew e

thic

al c

ondu

ct a

nd s

elf

man

agem

ent c

ompe

tenc

ies

as

part

of th

e su

perv

isio

n pl

an.

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s6.

Ens

ure

that

sub

stan

ce a

buse

ed

ucat

ion/

prev

entio

n/tre

atm

ent

prog

ram

con

tent

and

del

iver

y ar

e re

flect

ive

and

resp

onsi

ve to

di

vers

ity—

e.g.

, soc

io-p

oliti

cal a

nd

cultu

ral i

ssue

s.


VI–48


PAR

T B

: Lea

rnin

g a

nd D

evel

op

men

t

Are

as f

or

Dev

elo

pm

ent

Act

ion

Pla

n/D

evel

op

men

t O

pti

ons

Targ

et C

om

ple

tio

n D

ates

Res

ults


VI–49














Mutual Action Plan

Employee Comments



VI–50

Interview Tools for Common Job Clusters for the Behavioural Competencies WITHDRAWAL MANAGEMENT

WITHDRAWAL MANAGEMENTThis performance management tool provides you with a process and template for conducting employee performance reviews within the Withdrawal Management occupational cluster. It includes a selection of sample performance objectives for the Behavioural Competencies and proficiency levels relevant to the suggested competency profile.











VI–51




Withdrawal Management Withdrawal Management (Detox) Worker, Detox Nurse, Specialty Nurse, Withdrawal Management (Detox) Counsellor, Attendant




Performance Management Tool for Positions Related to Withdrawal Management

Position Title:

Employee Name:




Level










Self Care 2

Self Management 3

Self Motivation and Drive 3



VI–52















VI–53















VI–54


PAR

T A

: Per

form

ance

Pla

nnin

g a

nd R

evie

w

Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Pla

nnin

g a

nd O

rgan

izin

g

Ana

lytic

al T

hink

ing

and

D

ecis

ion

Mak

ing

Ad

apta

bili

ty/F

lexi

bili

ty

Team

wo

rk a

nd C

olla

bo

ratio

n

Eff

ectiv

e C

om

mun

icat

ion

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

1. C

oord

inat

e w

ithdr

awal

m

anag

emen

t and

/or t

reat

men

t pl

an w

ith c

lient

s, c

lient

s’ fa

milie

s,

hosp

ital(s

), re

late

d se

rvic

es a

nd

colle

ague

s.

Eff

ectiv

e C

om

mun

icat

ion

Clie

nt-c

entr

ed C

hang

e

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

2. D

eliv

er e

duca

tion

sess

ions

to

smal

l gro

ups

of c

lient

s an

d th

eir

fam

ily m

embe

rs o

n w

ithdr

awal

/de

toxi

ficat

ion

proc

ess,

stre

ss

man

agem

ent,

wel

lnes

s, p

robl

em

solv

ing

and

copi

ng s

kills

.

Team

wo

rk a

nd C

oo

per

atio

n

Co

ntin

uous

Lea

rnin

g

Inte

rper

sona

l Rap

po

rt/S

avvy

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

3. C

onsu

lt an

d co

llabo

rate

with

in

terd

isci

plin

ary

team

mem

bers

an

d ot

her h

ealth

pro

fess

iona

ls

and

prov

ider

s in

the

iden

tifica

tion

and

reso

lutio

n of

a v

arie

ty o

f clie

nt

and

fam

ily is

sues

by

parti

cipa

ting

in c

lient

car

e co

nfer

ence

s an

d st

aff m

eetin

gs.

Sel

f C

are

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

Team

wo

rk a

nd C

oo

per

atio

n

4. D

evel

op p

erso

nal r

esilie

nce

and

emot

iona

l hea

lth b

y pa

rtici

patin

g in

wee

kly

team

su

ppor

t ses

sion

s.


VI–55


Rel

ated

Co

mp

eten

cies

Sam

ple

Per

form

ance

O

bje

ctiv

esR

esul

ts A

chie

ved

Rat

ing

Sel

fM

gr

Clie

nt-c

entr

ed C

hang

e

Eth

ical

Co

nduc

t an

d

Pro

fess

iona

lism

Inte

rper

sona

l Rap

po

rt/S

avvy

5. M

onito

r clie

nts’

pro

gres

s an

d ef

fect

iven

ess

of in

terv

entio

ns

by m

eetin

g w

ith c

lient

s on

e-on

-on

e to

ass

ess

thei

r pro

gres

s,

iden

tify

prob

lem

s an

d im

plem

ent

esta

blis

hed

prot

ocol

for h

igh-

risk

clie

nts

in c

risis

.

Ana

lytic

al T

hink

ing

and

D

ecis

ion

Mak

ing

Ad

apta

bili

ty/F

lexi

bili

ty

Team

wo

rk a

nd C

oo

per

atio

n

Eff

ectiv

e C

om

mun

icat

ion

6. A

djus

t clie

nt tr

eatm

ent p

lans

ba

sed

on c

onsu

ltatio

n w

ith

mul

tidis

cipl

inar

y te

am.

Sel

f M

anag

emen

t

Ana

lytic

al T

hink

ing

and

D

ecis

ion

Mak

ing

Ad

apta

bili

ty/F

lexi

bili

ty

7. M

onito

r clie

nts’

inte

ract

ions

an

d be

havi

ours

and

pro

vide

cr

isis

inte

rven

tion,

suc

h as

firs

t re

spon

se to

sui

cide

thre

ats

and

med

ical

em

erge

ncie

s, m

anag

ing

the

situ

atio

ns a

s re

quire

d.

Inte

rper

sona

l Rap

po

rt/S

avvy

Div

ersi

ty a

nd C

ultu

ral

Res

po

nsiv

enes

s

Eff

ectiv

e C

om

mun

icat

ion

Inte

rper

sona

l Rap

po

rt/S

avvy

Ad

apta

bili

ty/F

lexi

bili

ty

Pla

nnin

g a

nd O

rgan

izin

g

8. F

acilit

ate

grou

p an

d in

divi

dual

se

ssio

ns a

nd d

iscu

ssio

ns,

prov

idin

g su

ppor

tive

coun

sellin

g an

d ed

ucat

ion

in a

reas

suc

h as

gui

ded

med

itatio

n/re

laxa

tion

tech

niqu

es, r

elap

se p

reve

ntio

n,

harm

redu

ctio

n an

d nu

tritio

n.


VI–56


PAR

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VI–57














Mutual Action Plan

Employee Comments


competencies for canada’s substance abuse workforce: section … · 2019-05-10 · competencies...

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