TUTORIAL RESPONSES

Discussion 1- Key Performance Indicators . Developing Key Performance Indicators (KPIs) Recall that at the beginning of the subchapter, key performance indicators (KPIs) were introduced. KPIs allow you to check:  How much you have accomplished your goal  How well you have accomplished your goal. Typically, an organisation already has these indicators set for each job role found in the organisation. These are already determined to guide members of an organisation on the standards they are expected to achieve. By understanding the KPIs established for your job role, you know what standards will contribute to organisational success. You also understand where you fit into the ‘big picture’ of the organisation. Being an effective member of an organisation means you are able to monitor your own performance. Even though KPIs are already set, you should be able to develop your own KPIs. Developing and understanding your own KPIs will help you improve your skills and advance in your career. While KPIs vary according to your job role, they usually centre on any of the following:  Customer satisfaction  Customer effort  Monitoring time to finish tasks  Operating within standard protocols  Score tools for quality of work While specific KPIs can be different depending on the job role or work task assigned, they can be grouped into three specific types:  Data targets - KPIs that focus on data targets have a specific number of results expected to indicate performance. For example, a marketing KPI focusing on getting at least 1,000 new customers falls into this type.  Progress oriented - Another type of KPI focuses on the progress of a work task or project. This is inclined to time-based performance. For example, a typical manual can be written in a day according to an organisation’s standards. The amount of writing you accomplish in a date contributes to this progress oriented KPI.  Change specific - This type of KPI focusses on change in performance. The basis of this type of KPI lies on the previous work tasks, goals and responsibilities that were last reviewed. For example, percent increase in sales can indicate the performance of an organisation’s sales department. In simple terms a KPI is a way of measuring how well we as individuals or how well entire companies or business units are performing. A KPI should help us understand how well a company, business unit or individual is performing compared to their strategic goals and objectives. Companies should not only tie their KPIs to their strategy but also ensure they are meaningful and informative (i.e. helping you to answer critical business questions). Your KPI targets should be set to balance cost and effectiveness and that a goal of 75 % might actually be great performance (though we probably want to see 100 %) is very important. Example 1 - If a company's goal is to make more money, it might want to measure KPIs such as: a) sales growth, b) profit margins, and c) operating costs. Example 2 - If a company wants to attract new customers by creating a great brand, it might:

a) measure brand equity, and b) brand awareness. Example 3 - If a company wants to ensure their employees are engaged it might want to measure staff advocacy as a KPI.  Use KPI as a tool to improve ongoing process improvement.  KPIs are critical management tool, allowing Managers t o set goals and continually improve performance. Key WHS Performance Indicators: 1. Number of lost time injuries? 2. Number of medical treatment injuries? 3. Number of first aid injuries? 4. Number of hazards identified? 5. Number of near misses identified? 6. Number of property damage events? 7. Number of safe work method statements (SWMS) or equivalent used over the month? 1) Use KPI as a tool to improve ongoing process improvement. 2) KPIs are critical management tool, allowing Managers to set goals and continually improve performance. Examples and How to Measure KPIs: Quantitative Data - Information that is measureable or quantifiable is based on numbers – anything that can be added up, for example, the number of sick leave days taken during the year. Quantifiable information is converted, through statistical analysis, to information which enable managers to, for example: 3) Assess processes and determine whether performance targets are being met. 4) Use incident and accident report figures to determine how well safety standards are being adhered to. Examples of KPIs 5) HR KPIs - human resource indicators are within target - mandatory training compliance , Mandatory training completed at agreed frequency. 6) HR KPIs - 100% Performance appraisal completed annually. 7) WHS KPI - Risk assessments and incident investigations 8) Patient and customer service satisfaction surveys within targets 9) Nil customer complaints 10) Compliments to complaints ratios 11) Minimum of 80% Unit meetings attended . 12) Ensure the effective and efficient supply of reusable sterile products to the hospital 13) Sterilizing monitoring and tracking practices meet appropriate standards and are documented 14) Compliance with EEO policies and practices of Epworth Healthcare. 15) Personnel records show all staff members in the facility have signed the organization Code of Conduct - 100 % compliance . 16) All staff members at each facility attend and complete a formal orientation session that includes the organization Code of Conduct . 17) 100% loan sets processed and ready for use and return .

Clinical Services - Comply with the checking, documentation and requirements of the tracking system, - Complies with the requirements of AS/NZS4187:2014 - Ensures sterile items are handled and stored in a safe manner. - Performs allocated tasks within allocated time frame. - Participates in stock rotation, replenishment and storage of consumable items. - Perform routine housekeeping duties in designated areas. - Comply with instructions given for their own safety and health and that of others, in adhering to safe work procedures. - Demonstrates knowledge and understanding of Infection Prevention Guidelines. - Contributes to effective communication, facilitating teamwork and co-operation within the department and with other departments. KPI - Maintenance of sound clinical practice in accordance with AS/NZS4187:2014 - Reflection of personal practice in order to continually improve service outcomes via rounding and PA. Quality & Innovation - Provision of a quality focussed service based on requirements of AS/NZS4187:2014. - Ensures timely supply of RMDs as required to customers. - Maintains an understanding of individual responsibility for patient safety, quality & risk management. - Contributes to departmental and organisational quality and safety initiatives. - Follows organisational safety, quality and risk policies and guidelines. - Maintains a safe working environment for yourself, your colleagues and members of the public. - Identify and report problems or issues with manual handling activities. - Escalates concerns regarding safety, quality & risk to appropriate level if unable to rectify yourself. - Contributes to the resolution of complaints related to service delivery. KPI - Participates in work practices that aid the timely turnaround of RMDs and equipment. - Ensures adequate stock is available to support the reprocessing of RMDs. - Reports hazards, near misses and injuries immediately to Team Leader or ANUM. - Evidence of participation in quality activities. People, Learning & Research - Maintains 100% compliance with this position's mandatory competency requirements within scheduled timeframe. - Participates in “On the Job” training sessions. - Acts to improve professional development of self and others, actively seeks opportunity for improvement - Participates in annual prescribed performance development program - Participates in the orientation and supervision of new staff and students within their level of responsibility and delegation.

- Works cooperatively and collaboratively with all members of the sterilising and perioperative teams. KPI - Completion of mandatory training & competency requirements - Completion of annual performance appraisal - Appropriately orientates personnel to the unit as required. Organisational Management - Demonstrates knowledge and understanding of NHW policies, procedures and SOPs. - Seeks advice from senior instrument technicians when activities are beyond the experience and scope of their own competence. - Accepts responsibility for own actions and works within own level of skill and training. - Co-operate with management in its fulfilment of its legislative obligations - Participate in CSSD staff meetings, thereby assisting in updating and formulating departmental policies and procedures and with improvements required within the department. KPI - Attends and actively participates in team meetings - Ensures efficient and effective practices are maintained when reprocessing RMDs. Employee Obligations- OHS - Participate in the development of a safe and healthy workplace. - Comply with instructions given for their own safety and health and that of others, in adhering to safe work procedures. - Co-operate with management in its fulfilment of its legislative obligations. - Take reasonable care to ensure their own safety and health and that of others, and to abide by their duty of care provided for in the legislation. - To report any injury, hazard or illness immediately, where practical to their supervisor. - Not place others at risk by any act or omission. - Not willfully or recklessly interfere with safety equipment. Source: Northeast Health Wangaratta Discussion 2- Goal setting & Prioritisation . Individual work Goals What personal goals should you set for yourself? If you are new to the job you should assess your tasks and organise your work schedule to meet your individual goals. You may have been given a position description that provides an outline of the duties and tasks you are expected

letters used to sort the tasks: ‘A’ tasks have the highest priority while ‘E’ tasks have the lowest priority. Sort tasks with similar priority levels using the same letter. Then, assign a number to each task within the same letter. The lower the number, the higher it is in priority. At the end, each task will have an associated letter and number. Use these to do your tasks accordingly. Do the task you do not want to do first It is difficult to do tasks that you feel negatively about. In this method of prioritisation, you can sort your tasks according to four ways: 1. Do not want to do, but need to do 2 2. Want to do and need to do 3. Do not want to do and do not need to do 4. Want to do, but do not need to do The order in which the categories are presented also indicate the order in which you do your tasks. While it is obvious that you must do the tasks that you need to do first, you should start with the tasks that you dislike. If you dislike a task, that task is probably the most difficult one. By accomplishing that first, you will already have finished a big part of your workload. Delegate tasks. Delegating tasks mean assigning other personnel to do your tasks. While your workload includes tasks that are assigned to you, you can still share the work with your teammates to ensure that the task is completed sufficiently. Here are some reasons to confirm that you need to delegate a task: 1. The task is urgent, but conflicts with initially assigned tasks - There may be some conflict with your tasks; deadlines may overlap. For these cases, you can delegate your task to a teammate. However, you may not delegate tasks if the reason for conflict comes from you. That means, another task’s deadline was pushed back to overlap with the current task because the deadline was missed. Speak with your supervisor regarding these instances. o 2. The task can be broken down to smaller tasks - Similar to the previous bullet point, your tasks may be broken down to smaller tasks. These smaller tasks may be simple enough to be done by another person in your team. Another person may have a similar task, and it may be more efficient for them to accomplish some smaller tasks for you. This allows you to focus on the bigger chunk of the task as well. 3. The task requires skills that you currently do not have - There may be times when you are unable to accomplish the tasks assigned to you; this can be due to skills that you have yet to acquire. Before delegating tasks like these, consider speaking with your supervisor or personnel in authority for advice. Use a calendar Having a calendar helps you stay on track of your workload. Scheduling your tasks in advance helps you get a sense of the work you need to do on specific days. Planning your tasks in advance will improve your focus. Calendars also give you a quick view of all the tasks that you currently have; you will be able to smoothly adjust your priorities using this method of viewing. Use technology for prioritising tasks Today’s digital age has given you advanced tools to help in prioritising your work. You must know how to use these technologies; these will help you manage your workload easier. While there are a number of technologies developed for prioritising tasks, below is a list of examples you might find: 1. Spreadsheet templates 2. Time-tracking software 3. Online project management applications

Spreadsheet templates - Spreadsheets are useful in organising your tasks and sorting out your workload. The many rows and columns found in a spreadsheet can be used to identify all of your tasks and assign them into categories. You can also find templates that do the organisation for you; all you need to do is input your tasks in the appropriate cells. Some examples of spreadsheet programs that can use these templates include Google Sheets, Microsoft Excel and Numbers on macOS. Time-tracking software - It was earlier mentioned that timing your activities can help you understand how you approach work. This will also allow you to adjust your priorities and make better use of your time. Aside from using a good old-fashioned timer, you can also use software that has been specifically developed for this purpose. Using this software, you can just input the tasks that you need to do and turn on the timer whenever you start working on them. This software can also give you a summary of your times for your reference. Examples of time tracking software include Hubstaff, WebWork and Time Doctor. Online project management applications - Online project management applications were created to help manage large projects within a team. However, you can also use these applications for your personal workload. By listing down the tasks assigned to you, you can assign priority levels based on what the application has to offer. In turn, the application presents you with an organised list of work tasks; typically, it would show you the tasks that you need to do first based on the information that you typed in. Some examples of online project management applications include Zoho Projects, Asana and Trello. While prioritisation helps with accomplishing your workload, you must also learn how to manage your time. Time management allows you to measure and allocate time according to the work that you have to do. Properly managing your time helps you accomplish your goals within timeframes that are already set. To manage your time wisely, you have to learn the following principles behind time management: a) Establish a clear goal. b) Set priorities. c) Avoid multitasking. d) Create a plan. e) Reduce distraction. 1. Establish a clear goal - In the previous subchapter, you learned that your work goals help you visualise the outcome of your tasks. By establishing a clear goal, you can prepare yourself for the work that you need to do; preparation includes a clear view of how much time you might need to accomplish that work task. 2. Set priorities - It was earlier mentioned that prioritisation helps you organise your workload. Time management hinges on well-organised information. Knowing what to do first will guide you in completing your work within the timeframes allowed. 3. Avoid multitasking - Multitasking means doing many things at the same time. Although it may sound productive, it is not. Having your focus divided among multiple tasks increases the pressure and decreases output. Ensure that you are focused on one task at a time; this helps you complete the task in the shortest time possible so that you can move on to other tasks in your workload. 4. Create a plan - Do you have a plan? Each person has their own plan for time management. Some people are better working on tasks with little breaks; this keeps their focus and energy up. Other people prefer small breaks between work to avoid strain. Know how you can be most productive. You can try different time management plans to find out which bests suits you. 5. Reduce distraction - Related to multitasking, this helps maintain your focus on the work that you need to do. Distractions minimise your ability to concentrate. Each distraction takes away time that could have been used to finish your work. Develop the ability to separate yourself from a distractive environment. Time management can be different for each person. Your time management style may be unique from your peers; their methods may not work as well for you. Do not be alarmed; this is normal. Each person has their own

2. Assess performance regularly 3. Identify performance gaps and issues 4. Address performance gaps and issues 5. Evaluate the results 6. Celebrate the success 1. Define performance expectations - The first step to identify and address performance gaps and issues is to define clearly what you expect from your staff in terms of their roles, responsibilities, tasks, outcomes, and behaviors. You can do this by setting SMART (specific, measurable, achievable, relevant, and time-bound) goals, providing clear and consistent feedback, and aligning their performance with the organizational vision and values. By defining performance expectations, you create a shared understanding of what success looks like and how it will be measured. 2. Assess performance regularly - The second step to identify and address performance gaps and issues is to assess your staff's performance regularly and objectively. You can do this by using various methods and tools, such as observation, self-evaluation, peer review, customer feedback, data analysis, and performance appraisal. By assessing performance regularly, you can monitor the progress and achievements of your staff, identify their strengths and areas for improvement, and recognize and reward their efforts. 3. Identify performance gaps and issues - The third step to identify and address performance gaps and issues is to analyze the data and information you have collected from the performance assessment and compare it with the performance expectations. By doing this, you can identify the gaps and issues that are affecting your staff's performance, such as lack of skills, knowledge, motivation, resources, support, or feedback. You can also identify the root causes and the impact of these gaps and issues on the individual, team, and organizational level. 4. Address performance gaps and issues - The fourth step to identify and address performance gaps and issues is to develop and implement action plans to close the gaps and resolve the issues. You can do this by involving your staff in the process, discussing the performance gaps and issues with them, listening to their perspectives and concerns, and agreeing on the goals and actions to improve their performance. You can also provide them with the necessary resources, support, coaching, training, and guidance to help them achieve their goals and actions. 5. Evaluate the results - The fifth step to identify and address performance gaps and issues is to evaluate the results of the action plans and measure the improvement in your staff's performance. You can do this by reviewing the data and information you have collected from the performance assessment and comparing it with the baseline and the goals. By doing this, you can determine the effectiveness of the action plans, the outcomes and benefits of the performance improvement, and the areas for further development. 6. Celebrate the success - The sixth step to identify and address performance gaps and issues is to celebrate the success of your staff and acknowledge their efforts and achievements. You can do this by giving them positive and constructive feedback, recognizing and rewarding their performance, and sharing their best practices and lessons learned with others. By doing this, you can boost their morale, confidence, and motivation, and foster a culture of continuous learning and improvement. Discussion 4 - Seeking Feedback Feedback  Feedback involves directly seeking the views and opinions of others in your organisation.  Feedback is preferably gathered from your peers or from those who work with you; this is called 360- degree feedback. This method of monitoring gathers information from another point of view; you are able to check on your performance based on how others are affected.  There is also a type of feedback called self-evaluation or self-assessment. In this method, you are giving feedback to yourself.

 Consider that a good employee is able to assess their own work performance without any bias. How to Seek Feedback Seeking feedback is an important skill for the workplace . Being aware of your areas of concern and taking action before they become problems will improve your chances of success. The methods for seeking feedback can vary across organisations. Typically, you can find at least one of the following methods in gathering feedback: a) Regular performance reviews b) Interviewing colleagues c) Client surveys a) Regular performance reviews - This method of feedback is most common in the workplace; organisations usually have procedures to monitor, observe, check and evaluate the feedback of their employees. These come in the form of performance reviews. They are usually done one or twice in a year, depending on an organisation’s policies. This method is typically formal and done with someone in authority, such as your supervisor or manager. Regular performance reviews give you an overview of your performance; the discussion typically consists of different areas of your responsibilities. These will allow you to gain a better insight of how you perform against the expectations of the organisation. b) Interviewing colleagues - Feedback can also be gathered by personnel of the same level as you. Your teammates can give you feedback on your work by sharing their own observations. They can provide you with a different perspective on how you achieve your work. These personnel are those who work around you; they can comment on your performance because they are an immediate witness. However, consider that they might not be trained in appropriate feedbacking. You have to keep an open mind and confirm the information with other personnel. c) Client surveys - Clients are the bodies that your organisation mainly serves. They are important stakeholders in the growth and development of your organisation. If your work directly affects the clients, they are eligible to give feedback on your performance. Client satisfaction can determine if you are performing within expectations. While methods of gathering feedback can vary, the process contains similar steps. The following information gives you an idea on how feedback is gathered in any workplace: 1. Identify relevant personnel 2. Determine method of feedback 3. Share relevant performance 4. List recommendations for improvement 1. Identify relevant personnel - Who can give you feedback? Figure out which personnel can provide you with feedback on your current performance. It is best that these personnel are also aware of the expectations on your performance, such as outcomes, goals and key performance indicators. You cannot ask for feedback if you do not know from where it is going to come. 2. Determine method of feedback - Review your organisation’s policies and procedures; they contain information on the appropriate methods of feedback in your workplace. You may find that feedback can also be given to you directly after sharing a report on your progress; this is an informal type of feedback. Ensure that your method of choice is appropriate to the personnel you identified in the previous step. 3. Share relevant performance - During your feedbacking session, information on your work task and expectations will be discussed along with your performance. Be active Identify relevant personnel in the discussion and provide details that you can give to the personnel. The important part of the discussion is their sharing of feedback on your performance. To get a better understanding of their opinions, you can

Discussion 5 - Professional Development Personal and professional development  Valued employees are those that seek opportunities to extend and expand their expertise, skill and knowledge.  Developing skills and competencies can be for your own benefit as well as professional development. There may be opportunities at work for this or you may have to seek it yourself. To identify personal and professional development needs for your job role, you can use the informal feedback received from your colleagues and formal reviews from supervisors as well as: a) Analysing your current skill set b) Reflecting on your own quality of work c) Identifying strengths, weaknesses and areas for improvement. d) Identify skill gaps e) Identifying self-development needs. Development can be through formal or informal methods such as: a) One-on-one instruction at work such as on the job training b) External formal courses c) Inhouse professional development training d) Attending conferences, workshops and events e) Being mentored f) Building professional networks g) Using job rotation to develop skills and knowledge outside your own role h) Using secondment to develop skills and knowledge in a different environment i) Professional study including research, journals and articles. Regularly participating in review processes such as personal self-reflection, employer or peer feedback and performance appraisals demonstrates a commitment to self-development and upgrading skills and knowledge. Personal and professional development can enable you to build networks, improve opportunities in the workplace, develop self-management skills, focus on performance and undertake best practices. Developing personal and professional development plans provides documentation that can be used to record your development needs and the actions that you will undertake to achieve them in order to build upon your skills, knowledge future direction, personal advancement and professional career. There are some common components of a professional development plan: a) Competencies or skills required for the job role b) Learning or development need or goals c) Priorities d) Expected outcome e) Roles and responsibilities f) Resources, materials or equipment needed g) Timelines Personal development needs will be those that are about you! This could be learning, emotional, physical, social or physical and include different areas that affect you personally. For example:

a) Communication skills b) Interpersonal skills c) Organisation d) Time management e) Self confidence f) Problem solving g) Work ethic h) Anger management i) Self-awareness. As discussed previously, self-assessment can help you to identify your own strengths, weaknesses and areas for improvement. It can: a) Highlight your accomplishments b) Point out areas that can be improved c) Provide information to help you constantly adapt, learn and change d) Record achievements and provide satisfaction and validity e) Support your cause in a professional manner Now that you have identified the type of learning and development opportunity that you need, you can begin your journey of developing your skills. As mentioned in Subchapter 3.1, personal and professional development both help you become better at the work you are tasked to do. They provide you with evidence that you are interested in your job role; it demonstrates that you want to take control of your career path and professional growth. In the previous subchapter, you have managed to consult with your supervisor on which opportunities are aligned with your needs. Each type of learning and development opportunity has a set of ways in which you can access them. As you continue to access these opportunities, you will progress towards improvement of your knowledge and your skills. The following lists ways to access each type of opportunity: 1. Look into continuing education programs 2. Check industry bodies for external training 3. Find a mentor – Mentoring 4. Coaching. 5. Request for additional responsibilities 6. Use technology and search online 7. Undertaking a formal course qualification 8. Observing others 9. Researching, watching videos, listening to podcasts 10. Self-study, undertaking a free online course 1. Look into continuing education programs - Continuing education is a formal method of professional development; it requires you to go back to school to educate yourself on knowledge and skills that your job role requires. Some examples of continuing education programs include: a) Certificate programs b) Short courses c) Higher education (e.g. degree programs) 2. Check industry bodies for external training - You may find programs outside of your organisation that can contribute to your professional development. Seminars are a common offering of such programs. Industry bodies provide these seminars to ensure that employees know the current updates in their industry. They make sure that members in the industry are doing relevant and current practices in the workplace. 3. Find a mentor - There are many employees in your organisation that have been there for a while. They