A new way of looking at competency framework for allied health managers
Ka-Hi (May) Mak1, Louise Kippist21Liverpool Hospital, South Western Sydney Local Health District, Liverpool, NSW, Australia2School of Business, Western Sydney Univeristy, Parramatta , NSW , Australia
Abstract
Background – This paper presents the development of a competency framework for Allied Health Managers (AHMs). Competency frameworks have been widely used in assessing performance of health care managers. AHMs may require different skillset due to their low hierarchical position within the hospital system.
Method – The study applies a mixed- method approach, a quantitative survey questionnaire followed by semi-structured interview questions. Sixteen AHMs or deputy AHMs from five acute hospitals in a metropolitan local health district participated in the research.
Results – Thirty-one competencies were identified, including some unique competencies, such as persona and were categorised into core-competency, meta-competency and managerial competency. Competencies, such as being courageous, practice ethically and being authentic, were identified as the essential and innate characteristics of an AHM. In addition, this research identified that competencies are interconnected with hierarchical relationships. These findings have led to the development of the Interconnected Nature of Allied Health Manager Competency Model.
Discussion –Despite AHMs sharing some common competencies as other health service managers, some unique competencies have been identified to enable AHMs to work effectively with a range of hierarchical management structures and professional groups. Core competencies, such as being courageous, are particularly important in running a service during difficult times such as Covid. This research revealed a new way of understanding competencies for AHMs and their interconnected nature that has significant implications for practice, highlighting what to consider when developing education and training to new AHMs.
Acknowledgement: I would like to acknowledge the participants of this research, support from the workplace (SWSLHD) and my PhD supervisors: A/Prof Terry Sloan and Dr Kathy Eljiz
Biography
May Mak is a dietitian with more than 20 years of experience in various domains of dietetics and has been in the management role for more than 10 years at Liverpool Hospital. She has been awarded the credential of Advanced Accredited Practicing Dietitian by the Dietitian Australia in acknowledging her contribution to the growth of Dietetics. In addition, May has been appointed as the honorary senior lecturer by the Faculty of Science, Medicine and Health, University of Wollongong. She has completed a PhD entitled “The development of a competency model for allied health managers”. while working as a full-time clinician-manager.