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© 2018 by American Organization of Nurse Executives 1

Results for

Yenisei Vega November 2, 2018

About This Report Yenisei Vega

© 2018 by American Organization of Nurse Executives 2

This report contains a summary of your Self Feedback results. The report begins with a high-level overview and progresses into greater detail as you proceed through it. Start by reading through the entire report to the end. Try to keep an open mind as you look at the numeric data. Once you have familiarized yourself with the report and your results, go back through the report and look for inconsistencies, patterns, and themes. Rating Key

Novice Advanced Beginner

Competent Proficient Expert

Table of Contents

1 UNDERSTANDING THE DATA

2 STRENGTHS AND OPPORTUNITIES

3 CATEGORY SCORES

4 CATEGORY BREAKDOWN

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1 UNDERSTANDING THE DATA Yenisei Vega

© 2018 by American Organization of Nurse Executives 3

This report presents your results as average (raw) scores. It is important that you take a moment to understand what these scores mean and how the results should be interpreted.

S C O R E

Sample 3.8

AVG is simply the average of the ratings that you received. The lowest possible score is a 1 (Novice), and the highest possible score is a 5 (Expert).

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2 GREATEST STRENGTHS Yenisei Vega

© 2018 by American Organization of Nurse Executives 4

Focusing on what you are good at and on what comes naturally to you is one of the most effective ways to be more successful.

As you consider your development goals, be sure to include a plan for how you will leverage and build on your strengths.

Highest-Rated Items

S C O R E

Financial Management – Capital budgeting: Cost Benefit Analysis

5.0

Financial Management – Capital budgeting: Justification 5.0

Financial Management – Forecast future revenue and expenses

5.0

Financial Management – Conduct ongoing evaluation of productivity

5.0

Financial Management – Analyze a budget and explain variance

5.0

Financial Management – Monitor a budget 5.0

Financial Management – Create a budget 5.0

Financial Management – Understand the relationship between value-based purchasing and quality outcomes with revenue and reimbursement

5.0

Financial Management – Anticipate the effects of changes on reimbursement programs for patient care

5.0

Human Resource Management – Staffing needs: Match staff competency with patient acuity

5.0

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2 OPPORTUNITIES FOR DEVELOPMENT Yenisei Vega

© 2018 by American Organization of Nurse Executives 5

Work with your manager to create a plan for developing and gaining experience in these areas. Finding a mentor is also a good

tool to help develop important skills.

Lowest-Rated Items

S C O R E

Performance Management – Maintain survey and regulatory readiness

1.0

Performance Management – Monitor and promote workplace safety requirements

1.0

Performance Management – Promote intra/interdepartmental communication

1.0

Foundational Thinking Skills – Apply systems thinking knowledge as an approach to analysis and decision-making

1.0

Technology – Information technology (Understand the effect of IT on patient care and delivery systems to reduce work load): Ability to integrate technology into patient care processes

1.0

Technology – Information technology (Understand the effect of IT on patient care and delivery systems to reduce work load): Use information systems to support business decisions

1.0

Strategic Management – Project management: Establish timelines and milestones

1.0

Strategic Management – Project management: Allocate resources

1.0

Strategic Management – Demonstrate written and oral presentation skills

1.0

Strategic Management – Demonstrate negotiation skills 1.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 6

Section 1: The Science S C O R E

Self 3.2

Section 2: The Art

Self 3.2

Section 3: The Leader Within

Self 2.1

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 7

S C O R E

Section 1: The Science 3.2

Understand the relationship between value-based purchasing and quality outcomes with revenue and reimbursement

5.0

Create a budget 5.0

Monitor a budget 5.0

Analyze a budget and explain variance 5.0

Conduct ongoing evaluation of productivity 5.0

Forecast future revenue and expenses 5.0

Capital budgeting: Justification 5.0

Capital budgeting: Cost Benefit Analysis 5.0

Staffing needs: Match staff competency with patient acuity 5.0

Manage human resources within the scope of labor laws 5.0

Apply recruitment techniques 5.0

Staff selection: Apply individual interview techniques 5.0

Staff selection: Apply team interview techniques 5.0

Scope of practice: Develop role definitions for staff consistent with scope of practice

5.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 8

Section 1: The Science cont'd S C O R E

Scope of practice: Implement changes in role consistent with scope of practice

5.0

Performance improvement: Establish data collection methodology 5.0

Performance improvement: Evaluate performance data 5.0

Performance improvement: Respond to outcome measurement 5.0

Anticipate the effects of changes on reimbursement programs for patient care

5.0

Customer and patient engagement: Develop strategies to address satisfaction issues

4.0

Scope of practice: Orientation 4.0

Scope of practice: Develop orientation program 4.0

Scope of practice: Oversee orientation process 4.0

Scope of practice: Evaluate effectiveness of orientation 4.0

Performance improvement: Identify key performance indicators 4.0

Staffing needs: Evaluate staffing patterns/needs 4.0

Recognize the impact of reimbursement on revenue 4.0

Facilitate change: Involve staff in change processes 3.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 9

Section 1: The Science cont'd S C O R E

Facilitate change: Evaluate outcomes 3.0

Project management: Identify roles 3.0

Project management: Manage project plans 3.0

Contingency plans: Manage internal disaster or emergency planning and execution

3.0

Contingency plans: Manage external disaster or emergency planning and execution

3.0

Manage meetings effectively 3.0

Shared decision-making: Implement structures and processes 3.0

Shared decision-making: Support a just culture 3.0

Support a culture of innovation 3.0

Staff selection: Select and hire qualified applicants 3.0

Maximize care efficiency and throughput 3.0

Performance improvement: Comply with documentation requirements

3.0

Customer and patient engagement: Assess customer and patient satisfaction

3.0

Understand complex adaptive systems definitions and applications

2.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 10

Section 1: The Science cont'd S C O R E

Patient safety: Monitor and report sentinel events 2.0

Patient safety: Participate in root cause analysis 2.0

Patient safety: Promote evidence-based practices 2.0

Patient safety: Manage incident reporting 2.0

Shared decision-making: Establish vision statement 2.0

Shared decision-making: Facilitate a structure of shared governance

2.0

Influence the practice of nursing through participation in professional organizations

2.0

Facilitate change: Communicate changes 2.0

Facilitate change: Assess readiness for change 2.0

Project management: Establish timelines and milestones 1.0

Project management: Allocate resources 1.0

Collaborate with other service lines 1.0

Demonstrate negotiation skills 1.0

Demonstrate written and oral presentation skills 1.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 11

Section 1: The Science cont'd S C O R E

Maintain survey and regulatory readiness 1.0

Monitor and promote workplace safety requirements 1.0

Promote intra/interdepartmental communication 1.0

Apply systems thinking knowledge as an approach to analysis and decision-making

1.0

Information technology (Understand the effect of IT on patient care and delivery systems to reduce work load): Ability to integrate technology into patient care processes

1.0

Information technology (Understand the effect of IT on patient care and delivery systems to reduce work load): Use information systems to support business decisions

1.0

1 2 3 4 5

4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 12

S C O R E

Section 2: The Art 3.2

Performance management: Terminate staff 5.0

Staff development: Ensure competency validation 5.0

Staff development: Facilitate leadership growth among staff 5.0

Staff development: Identify and develop staff as part of a succession planning program

5.0

Relationship management: Mentor and coach staff and colleagues

5.0

Influence others: Act as change agent 5.0

Influence others: Role model professional behavior 4.0

Influence others: Apply motivational theory 4.0

Performance management: Implement continual performance development

4.0

Performance management: Monitor staff for fitness for duty 3.0

Performance management: Initiate corrective actions 3.0

Performance management: Conduct staff evaluations 3.0

Performance management: Assist staff with goal-setting 3.0

Staff development: Promote professional development of staff 3.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 13

Section 2: The Art cont'd S C O R E

Staff development: Facilitate staff education and needs assessment

3.0

Staff retention: Assess staff satisfaction 3.0

Staff retention: Develop and implement strategies to address satisfaction issues

3.0

Staff retention: Promote retention 3.0

Staff retention: Develop methods to reward and recognize staff 3.0

Manage conflict 3.0

Situation management: Identify issues that require immediate attention

3.0

Situation management: Apply principles of crisis management to handle situations as necessary

3.0

Relationship management: Promote team dynamics 3.0

Influence others: Assist others in developing problem solving skills

3.0

Influence others: Foster a healthy work environment 3.0

Promote professional development: Promote stress management 3.0

Promote professional development: Apply principles of self- awareness

3.0

Influence others: Encourage participation in professional action 3.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 14

Section 2: The Art cont'd S C O R E

Generational diversity: Capitalize on differences to foster highly effective work groups

3.0

Promote professional development: Apply leadership theory to practice

2.0

Cultural competence: Understand the components of cultural competence as they apply to the workforce

1.0

Social justice: Maintain an environment of fairness and processes to support it

1.0

Promote professional development: Encourage evidence-based practice

1.0

Relationship management: Apply communication principles 1.0

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4 CATEGORY BREAKDOWN Yenisei Vega

© 2018 by American Organization of Nurse Executives 15

S C O R E

Section 3: The Leader Within 2.1

Personal growth and development: Manage through education advancement, continuing education, career planning and annual self-assessment and action plans

3.0

Achieve certification in an appropriate field/specialty 3.0

Know your role: Understand current job description / requirements and compare those to current level of practice

3.0

Position yourself: Develop a of career path/plan that provides direction while offering flexibility and capacity to adapt to future scenarios

3.0

Involvement in professional associations: Including membership and involvement in an appropriate professional association that facilitates networking and professional development

2.0

Know your future: Plan a career path 2.0

Practice ethical behavior: Including practice that supports nursing standards and scopes of practice

1.0

Apply action learning: Apply techniques of "action learning" to problem solve and personally reflect on decisions

1.0

Engage in reflective practice: Includes knowledge of and active practice of reflection as a leadership behavior

1.0

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