Nursing leadership
MBarnes
AONLCompetenciesRawData7-11-25.xlsx1A
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Knowledge of the Health Care Environment & Clinical Principles | Ensures the use of patient safety & improvement sciences |
| Sub Domains | Example of Functional Leadership Director Competency |
| Nursing Practice & Application | ► Ensure competencies & education/training ongoing ► Track & Trend assessment incident reports & develop plan of correction to address & improve patient safety. ► Quality & safety standards ►Review/Develop procedural directive for 100% participation in annual comp. |
| Economics & Policy Regulations | Ensuring adherence to standards (e.g. Joint commission, Magnet recognition, State boards, State legislation). Influencing healthcare policies & championing health equity & access. |
| Evidence-Based Practice | ►Keep up w/literature to implement best practice. ►Use evidenced-based practice to improve standards of practice & development of P&P. ►Membership to national nursing organization. ►Conferences/presentations/poster abstract submission ►Research/publications ►Increase certifications in each unit by 10% |
1B
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Sub Domains | Example of Functional Leadership Director Competency |
| Patient Safety & Quality | Review & analyze quality & safety metrics for span of practice control ►Ensure those metrics are transparent and understood by staff - what they do drives these metrics. ►Data monitoring ►Sharing metrics ►Use current EBP to implement new pt safety protocols. ►Decrease falls by 15% |
2
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Communication and relationship Building | ►Influences and persuades others, builds consensus, and gains cooperation from others to share information and accomplish goals. ►85% or > in leader communication on employee engagement survey |
| Sub Domains | Example of Functional Leadership Director Competency |
| Effective Communication | ►Communicate the "Why"/validate understanding ► transparency ►meeting minutes ►Use "being" & "doing" communication style ►Openess in communication styles ►Ask for feedback/circle back on communication ►How does this look operationally ►Monthly mgrs meeting ►Montly staff meeting ►1:1 feedback/planning sessions with direct reports ►Perform quarterly 1:1 feedback sessions with direct reports ►Perform monthly staff meeting with agenda/minutes ►Establishes/maintains 3T interdisciplinary partnership annually |
| Relationship Management | ►Be available/visible curious ►Check the pulse on how team and management is feeling ►Team building activities ►Leadership rally/strategic planning/vision casting at the division level ►Leadership rounding ►Rewards/recognition ►Stay interviews ►5 minutes with staff ►peer interviews ►Accountable for leadership rounding monthly (infection prevention - risk-EOC) & contractors ►Stoplight - reports/feedback provided quarterly |
| Influencing Behaviors | ►Lead by example ►Get them by-in | meaningful feedback ►Engage staff in the process ►Engage in conversations about solutions not just problems ►Being & doing ►Mentorship ►Coaching ►Invested Leadership: ▪Know goals of staff ▪Provide shadowing opportunities ►Influencing staff to report as evidence by feeling that they have psychological safety ►ackowledgement of staff weekly - Care Badges ►ackowledgement of accomplishments - birthdays, anniversaries, other accolades ►Attain 80% or > in employee engagement survey in leader communication. |
3A
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Professionalism | Implements and maintains optimal, culturally competent healthcare across the lifespan, in all settings, addressing social determinants of health and health equity |
| Sub Domains | Example of Functional Leadership Director Competency |
| Professional Accountability | ►Meet Regulatory compliance standards (TJC, AHCA) ►Develop and implement competency standards of practice ►Policy review ►Competencies ►Evaluation/Feedback sessions ►Certifications/Licenses ►Attending conferences ►Multidisciplinary meetings for pt. P.O.S. ►Maintain professional certification ►Maintain membership in prof. organizations (ex. AONL) 80% of nurse leaders members of AONL/prof. org. |
| Organizational Accountability | ►Meet/Exceed metrics ►Quality improvement ►HCAHPS ►Track mortality rates ►Achieve 100% compliance (zero findings) fore regulatory standards. ►Develop and implement competency standards and standards of practice through: a) Annual policy review (100%) b) 100% compliance with licensure and certification renewals. c) Achieve 100% evaluation/feedback of staff. d) Attend a minimum of 1 (one) professional development conference per year. e) Maintain active membership in a minimum of 1 (one) professional organization. ►Meet & exceed metrics: a) Quality initiatives (set goals) b) PX c) Finance (set goals based on individual scorecards) |
3B
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Advocacy | ►Ensure delivery of safe, compassionate care for all persons served (patients, staff, and customers) ►SpeakUp ►Addressing barriers/equipments ►RCA - finding? To effect process changes/staff satisfaction |
| Health Equity and Social Determinants of Health | ►Education & policy review, training, competency leaders (NM, ANM, staff) ►Monitoring compliance/outcomes ►Community involvement ►Partner with FQHC's especially with pt. care information. ►Population Health usage and interventions. |
| Governance | ►Participation in Councils ►Reporting compliance and making decisions ►Multidisciplinary Health Team P.O.C. Council ►Participate in systemwide decision making forums as evidence through departmental involvement in systemwide councils. ►Daily leadership rounding on 5-10 patients to ensure delivery of safe, compassionate care and positive PX. ►SpeakUp: conduct a minimum of 5 skip-level rounding to encourage speak up and staff feedback. ►Track and trend safety reports and RCA findings, and develop CAP to improve PX and employee engagement ►Participate in a minimum of 1 (one) community outreach per year. ►Create awareness of the use of Population Health to improve pt. outcomes. ► Participation in a minimum of 1 (one) hospital-specific, and 1(one) systemwide committee ►Establish/promote Shared Governance through UBC. |
4A
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Leader Within | Ensures that employees are appropriately recruited, selected, onboarded, educated, evaluated, and recognized. |
| Sub Domains | Example of Functional Leadership Director Competency |
| Reflective Practice | ►Establish criteria to select candidates whose educational work experience aligns with JHS vision/mission. ►Trial multidisciplinary approach as evidenced by an inclusion interview panel approach. ►Involvement in surveys/think tank ►Ensure that leaders oversee completion of employee onboarding (NEO, weekly progress) ►30/60/90 Day touchpoint/eval 100% of the time for new employees |
| Foundational Thinking | ►Critical thinker ►Building staff foundation at the point of interview |
| Career Development | ►Provide mentorship& development opportunities as evidence by 90% participation in LDI ►Establish talent management strategies & succession planning ►Succession planning & mentorship - minimum 1 (one) person ►Clinical Ladder Development for employees by 2026 ►Ensure 30/60/90 retention meetings with new hires are completed by 95% ►Ensure 1 (one) mentee is enrolled in JHS Mentorship program per unit/dept. |
4B
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Sub Domains | Example of Functional Leadership Director Competency |
| Personal & Professional Accountability | ►Increase certification through study groups or other venues by 2% yearly ►Hold leadership certification ►Become nationally certified in your specialty/certified as a requirement for hire within the first year to two years. ►Bring in course for your team to take prior to taking National certification in specialty. 25% of RN's will be nationally certified. ►Increase specialty certification among registered nurses across units/departments by 2% each year ►Increase enrollment in professional organizations for registered nurses across units/departments by 2% each year |
5B
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Sub Domains | Example of Functional Leadership Director Competency |
| Respect in the workplace | ►Rounding → I-Round ►Shadow other depts. ►skip level rounds ►Loop closure ►1:1 with team members regulary week ►EMBA walks ►Speak Up-implement ►HR Rounding - per month ►Evals & feedback sessions ►no overdue ►The director will demonstrate inclusive collaboration and value teams contribution as evidenced by obtaining top 15th percentile of NDNQI survey results per FY |
| Decision Making | ►Shared governance ►Policy review - council meetings ►involve frontline staff in decision making ►enduser involvement ►Role model use of data to drive decisions ►The director will make the decision making process using "group think" process of which group will include informal leaders of the frontline staff as evidenced by "group think" council meeting minutes for quarterly meetings. |
| Transformation and Innovation | ►Staff meeting and minutes ►Councils ►Conferences ►Education/Higher learning ►HRO - GEMBA walks - developing at Culture of safety as evidence by safety incident reporting including near-misses ►using latest EBP to enhance pt. care ►DYADs ►Mentorship ►Fellowship programs ►The director will collaborate with educators, dept. leaders and informal leaders to generate and implement new ideas using EBP. This will be demonstrated by one project launch, completed to end, per FY, reviewed per quarter. |
6
| American Organization for Nursing Leadership (AONL) | |
| Competencies and Skills | |
| AONL Leadership Domain | Example of Core Leadership Competency |
| Business Skills and Principles | ►Aligns and creates nursing/clinical objectives, goals, and tactics required to achieve the organization's strategic outcomes. |
| Sub Domains | Example of Functional Leadership Director Competency |
| Financial Management | ►LOS for admissions - Review POC of shift for completion = D/C ►Review and maintain appropriate staffing levels - productivity - premium pay ►Flex and float staff as needed ► Utilization of staffing level ►Overseeing & meeting operational budget → quarterly ► Conscientious use of resources ►Reduce LOS for admissions GOAL: ↓ LOS by goals of divisions within 12months; Measure Track averasge LOS monthly & identify areas of opportunity ►Maintain within budgetary goals meet or exceed productivity levels ▪Goal: 98% - 100% productivity ▪Goal: Premium pay w/in targeted goal ►Conduct quarterly financial reviews w/departmental leaders. ▪Goal: Cost reduction by x amount |
| Strategic Management | ► Cross-train nurses who wish to be dual specialty trained ►Shared governance and multiple departments participating ►Development of departmental goals aligned with JHS strategic goals ►Allocate resources to identified needs (ex. Staff) ►Biannual strategic plan review ►Meet with team to create a strategic plan yearly and meet or exceed action plan goals ►Plan and develop specialty specific goals to align w/JHS strategic goals (ex. DCF compliance, HAI, HCAPS, LOS, budget maintenance) ▪Goal: Successful implementation and meeting or exceeding 1 or above goals, biannually. ►Optimize staff utilization ▪Goals: Crosstrain at least 20% nurses to be dual specialty trained. ▪Goals: Diversity FTE mix |
| Human Resources Management | ►Partner for proper staffing and reduce OT usage and agency use ►Reduce turnover/track retention data monthly → less than 9% at or less than organizaton goal ►Provide a healthy work environment ►Timely onboarding - less than 60days ►Continous onboarding of PRM to ↓ OT ►Increase staff engagement as evidence on staff engagement survey and Magnet RN NDNQI Survey ►Staff retention (develop/implement strategies) ►Collaborate w/HR partner monthly - monthly meeting to address openings/positions/HR issues ►Enhanced Staff retention ▪Goals: develop & implement retention strategies to reduce turnover by x % over the next year. ▪Measure: Review or maintain the turnover rate quarterly. ▪Measure: Review vacancy rate monthly. |
