Lab Matters Spring 2019 - Page 25

INFECTIOUS DISEASES She also noted that she found the APHL Microbiology Discussion Community of Practice site to be particularly useful. Through this community of practice, she built strong connections with public health laboratorians in New York and Kentucky, in addition to those in California. within her laboratory and in external jurisdictions were as she navigated a new world. In fact, San Diego already had a connection to Michigan. Basler’s supervisor, Syreeta Steele, PhD, had worked extensively with Soehnlen who was Steele’s coach through the APHL Emerging Leaders Program. Basler and Soehnlen, along with the California Department of Public Health’s Viral and Rickettsial Diseases Laboratory (CDPH VRD), held bi-weekly calls during the outbreak response. These calls were beneficial as they navigated challenges associated with assay development and bioinformatics capabilities. Michigan Department of Health and Human Services HAV Team (from l to r): Diana Riner, Julie Day, Kevin Rodeman, Laura Mosher, Bruce Robeson Although Basler’s and Soehnlen’s professional and personal relationship proved to be an invaluable asset in the fight against HAV in their respective jurisdictions, the dedication and hard work of the staff they work beside cannot go unnoticed. They both emphasized the value of their staff. n Soehnlen echoed Basler’s response about the benefit of her connections with the County of San Diego as well as CDPH VRD. San Diego County Public Health Laboratory HAV Team (from l to r): Brett Austin, Jovan Shepherd, Tracy Basler, and Syreeta Steele Build a Competency-Based Lab Laboratory Competency Implementation Toolbox Resources, tools and examples for behavior-based lab competencies Management Performance Retention Recruitment Competencies are a tool to guide professional development… they are not a test. Behavior-based competency guidelines vs personnel competency assessments Competency Guidelines for Public Health Laboratory Professionals 1, 2 prescribed procedures that address a By Workforce Shortages and Retention of Qualified Professionals Checklist for Implementation of Laboratory Competencies Gain Leadership Support Form a Team Integrate Products into Processes Integrate Products into processes Prioritize Incorporation of Competencies of laboratories anticipated that up to 15% of their workers Assess how competencies can be applied to address current would gaps retire, resign, or be released within 5 years Recruit and engage a HR champion [ Select an area where efforts can be most impactful and are easily achievable Educate and engage staff of laboratories cite the lack of promotion opportunities as a barrier to retention 16% % Following is an example of the progression of a behavior through the tier statements: SHC 3.00 Personal Protective Equipment (PPE): employs the selection, use, and care of personal of laboratories equipment say protective inadequate salary while being continually mindful of its limitations scale is a barrier to SHC retention 3.01 PPE selection Beginner Describes appropriate PPE and its limitations for jobs assigned Competent Selects appropriate PPE for jobs assigned Job growth for laboratory Proficient Develops procedures for the appropriate selection of PPE professionals will out pace many Expert Ensures staff knowledge of procedures for the appropriate selection of PPE other occupations, requiring a large influx of appropriately educated and Competencies for laboratorians support training standards and performance trained professionals. expectations, and can be readily integrated into human resource practices. Integrating competencies into position descriptions, performance Competencies support workforce essentials such as assessments, career ladder development, education programs and other professional development activities has the • identifying job responsibilities potential to address these significant challenges. • developing career ladders ] • assessing individual performance, and 3 Download Competency Guidelines for Public Health Laboratory Professionals • providing a framework for producing education and training programs. to begin the process Use Laboratory Competencies to develop position descriptions, career 1 Boulton M., Beck A., National Assessment of Capacity in Public Health, Environmental, and Agricultural Laboratories – United ladders, performance assessments, and/or training needs assessments States, 2011, MMWR. Morbidity and Mortality Weekly Report, March 2013 Use APHL competencies tools and resources 2 3 Bureau of Labor Statistics, Occupational Outlook Handbook, http://www.bls.gov/ooh/home.htm, accessed 8/10/2016 cdc.gov/mmwr/pdf/other/su6401.pdf [Job Classification] II [Job Classification] III [Job Classification] IV To progress from one level to the next, it is expected that the employee will have demonstrated acceptable performance at previous career ladder levels. [Paste from the CareerLadderTemplate file compiled from the APHL Career Ladder and PD Tool into this section.] Career Ladder Editable Template Definitions: This template is meant to be a guideline only, and can be edited to fit your organizational requirements Behavioral Anchor: A specific, easy-to-apply example of a behavior that demonstrates the mastering of or limitations. the competency statement and proficiency level. Job Classification: [Enter the name of the job classification] Career Ladder: A series of steps within a job classification, each with increasing responsibility as expertise is developed, allowing for recognition of professional growth. The steps in the career ladder may require competition for advancement. For example, progressing through the Federal GS system, or [Write a brief general description of the responsibilities of the positions in this job classification] moving from a Laboratory Scientist I to Laboratory Scientist II to Laboratory Scientist III. A Career Ladder is designed to encourage and assist staff to further their professional development and to Purpose: reward level them commitment to professional growth and excellence without moving to a new Career Ladders formally advance employees to a higher of for job their proficiency and responsibility. career path. A career ladder defines the competencies needed to progress through a job classification by Career knowledge, Ladder Plan: An and agreement supervisor and the employee for documenting the demonstrating increased responsibilities and enhanced skills abilities. between A career the ladder is achievement of the applicable competency statements, intended to encourage and assist staff to further their professional development and recognize them for using behavioral anchors. This plan is by classification. both the supervisor and the and will include time frames, accountability and their commitment and excellence without moving developed to a new job Note that the employee steps in the feedback opportunities. career ladder may require competition for advancement. Brief Description of Job Classification: The competencies illustrate the nature, extent and scope of duties and responsibilities of the job classification. Competencies cannot and do not include all of the tasks or functions that might be appropriately performed within a job classification. Scope: The [Public Health Laboratory] may provide advancement opportunities for [job classification] upon completion of standardized requirements. Advancement under this process is based upon successful job performance of the work duties and successful completion of the competency-based career ladder plan for that level of work. Advancement is based on the employee’s proficiency within the job classification, their qualifications, and the achievement of the selected competency-based proficiency statements. Association of Public Health Laboratories This process applies to the [Public Health 8515 Laboratory] for the through following targeted Georgia Ave, Suite progression 700 • Silver Spring, MD the 20910 positions in the job classification: PHLcompetencies@aphl.org rev. 05/16/2017 Page 3 of 3 [Laboratory Scientist I] → [Laboratory Scientist II] → [Laboratory Scientist III] → [Laboratory Scientist IV] Since the employee and supervisor (including the Laboratory Director), work collectively to advance the employee to higher levels of responsibility, there may be no need for a competitive hiring process. Although the intention is to provide career advancements when employees complete the stated requirements, there may be times when pay freezes or other budget constraints delay or limit career advancements. In addition, this process may conflict with negotiated labor contracts, which will take precedence to the applicable extent. Tools and resources to aid in competency implementation will be posted on www.aphl.org (Your Development > Professional Development). Pilot one process such as position description, career ladder, or performance or training assessments Use a phased-in approach for additional products Association of Public Health Laboratories 8515 Georgia Ave, Suite 700 • Silver Spring, MD 20910 rev. 5/15/2017 Association of Public Health Laboratories 8515 Georgia Ave, Suite 700 • Silver Spring, MD 20910 PHLcompetencies@aphl.org rev. 05/16/2017 Page 1 of 3 Incorporate the use of Laboratory Competencies into human resource and laboratory processes Evaluate effectiveness and revise as needed Association of Public Health Laboratories rev. 5/16/2017 8515 Georgia Ave, Suite 700 • Silver Spring, MD 20910 PHLcompetencies@aphl.org Form a Team Gain Leadership Support @APHL www.aphl.org/CompetencyTools To check out other APHL toolkits, visit www.aphl.org /toolkits rev. 5/16/2017 8515 Georgia Ave, Suite 700 • Silver Spring, MD 20910 PHLcompetencies@aphl.org PublicHealthLabs % 7% Medical and clinical laboratory technologists and technicians Identify areas most in need of improvement Analyze Current HR Processes Association of Public Health Laboratories of laboratories cite the lack of a career path for advancement as a barrier to recruitment Evaluate processes for developing position descriptions, career ladders, Total, all occupations assessing performance and training needs PHLcompetencies@aphl.org Assimilate into Institutional Culture Develop Competency Based Products % [Job Classification] I Competency Statements by Levels: General Quality Management System The 15 domains of the Public Health Laboratory [ 53 ] [ 76 ] [ 83 ] [ 73 ] % Minimum Qualifications Preferred Qualifications Competitive? Certification Needed? Cross-cutting Technical The Laboratory Competency Guidelines are designed to support an individual in acquiring expertise recruitment and retention – Why not the laboratory profession? throughout their career. The Guidelines’ tier statements list desired behaviors that increase in scope and responsibility in four levels: beginner, competent, proficient and expert. The tier statements are not linked to a specific job position but rather to an individual’s development within a particular skill or behavior. Bureau of Labor Statistics Projection of Job Growth through 2024 Analyze Current HR Processes Develop Competency Based Products Assimilate into Institutional Culture General Laboratory Practice Safety • Surveillance Informatics laboratorian’s ability to correctly perform Competency Guidelines individual tests that are assigned to them. Fortune 500 companies as well as other health care professions CLIA are now looking measure proficiency of performing a test and do not provide for a progression of assessments knowledge, skills closely at behavior-based competency models as a way to address challenges of and abilities (KSAs) with behaviors that demonstrate professional and personal growth. Educate leadership on Laboratory Competencies and the value of their use Secure support and commitment Standard Qualifications: Specialized Ethics • Management and Leadership Communication • Security • Workforce Training Emergency Management and Response Laboratory Professions are Challenged For example, the CLIA assessments are six Prioritize Incorporation of Competencies Road Map for Implementing Competencies in Your Workplace The Laboratory Competency Guidelines are a series of behaviors or skills separated into 15 different domains that cover the breadth of laboratory practice. These behavior-based competency guidelines differ from the personnel competency assessments required to meet regulatory requirements such as CLIA, ISO or NELAC. Microbiology Chemistry Bioinformatics Research APHL.org Spring 2019 LAB MATTERS 23