Clinical Competency + Collaboration: The New Expectation for Healthcare Staff

Published: 2022-12-26 18:22:23
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Leaving behind the Old way of "Having clinical competency is enough" and adopting the New: "Clinical competency is expected, and collaboration is required"

Clinical competency and collaboration is a substantive idea that is important in the circles of health care. Its benefits are obviously well validated. The old way has been that clinical competency is the entire requirement in the healthcare facility from its staff but there is a need for healthcare centers to know that competency is expected and collaboration is required. This way, they will be able to work towards a common goal with everyday improvements. In a center where they lack a shared definition, it becomes a barrier to progress. On other grounds, collaboration processes may seem complex and the kind of skills that are needed to facilitate the process at some point are formidable. Clinical competency and collaboration in a way need to more like an outcome and the approach to the developmental process should be efficient.

One competency program that the healthcare centers can implement is healthy professionalism whose aim is to model working professionals in the field of medicine, pharmacy, nursing and social work among others (Zabar et al. 2016). It is through higher educational learning that individuals in the specified field gain more skills and knowledge. They will learn about the expectation of competency and the requirement for collaboration as well as the practice norms to be reflected. The second competency program is the flexible option program which aims at teaching professionals the best approach to patient care and also conducting efficient health care research. The flexible option makes sure that the staff is competent to a point of understanding their expectations and also ensuring collaboration is in an appropriate manner.

Some of the company ethics initiatives that need to be integrated into competency and collaboration will include learning to value and manage diversity amongst the staff. This will be critical to help understand the need to strengthen the collaborative effects. Generally, it is vital for leaders in the healthcare centers to know the staff they are dealing with and that men tend to be more task-oriented while women, on the other hand, are relationship-oriented (Carollo, & Mason, 2017). In that case, it would be dangerous to stereotype gender communications at the same level as ignoring diversity. Other initiatives for clinical competency will include respecting other, totally refraining from issues of violence and also treating the others with civility.

Equal opportunity policies in medicine professionalism refer to when the selection of individuals and treatment is on the basis of their relevant merits and abilities rather than regarding other aspects of race, religion, belief, sex, national origin and age among others. It is through the equal opportunity policy that leaders get to optimize the invisible strengths of the staff. It is important to practice impartiality for equal access to opportunities in employment through the principle of selection which is according to the capabilities of the individual (Nehrir et al. 2016). The importance of equal employment is that the individuals feel that they are getting treated fairly and equally which is able to increase their level of commitment, satisfaction, and loyalty to the employers.

The supplier diversity policy encourages the departments to explore opportunities where they include an utilize the small, minority-owned diversity suppliers so as to compete for positions in the business and where to get goods and services when it is possible. The importance of supplier diversity is that it ensures that there is a diverse supplier base in the procurement of goods and services for the business. In the healthcare market, the supplier policy will help grow competent suppliers that are able to work collaboratively to supply healthcare products to the diverse centers.

The engagement of consumers and customers is a way of gaining more value from their feedback and knowing where to improve and take control. The field of healthcare is more of service provision with the service providers being expected to work efficiently without supervision (Zabar et al. 2016). It is not merely enough to be competent but it is expected of every member hence the need for level coordination in untapped opportunities. Customers engaging actively in the results of centers an getting to know the value of their connection drives an organization to flow with maximum insights as well as minimizing the burdens put on customers.

Community service is the sole purpose of non-profit organizations and healthcare centers sponsored by the government to fulfill the goal of serving the public and communities by offering their efficient services. The healthcare centers also need to ensure youth and educational collaborations which are necessary to make sure that individuals are aware of their expectations in valuing health and how to go about it (Jule et al. 2017). The city, state, and national government relations policies dictate how professionals in the field of medicine should act and the skills required of them.

Intermediary selection and policies govern the bridging of the knowledge gap between the centers and the customers on the best practices that they should seek from the hospitals. The dialogue involved with the consumers should facilitate rational thinking and questioning (Carollo, & Mason, 2017). The intermediaries should focus on surfacing the goals, assumptions, values and the disparate ideas for connection. It is a strategy that allows for further exploration and clarification of the different vantage points hence allowing for the development of new knowledge.

Competency and collaboration also involve the environmental responsibility tactics where there is a need for organizations to check on environmental sustainability initiatives, ethical business practices and focusing on economic responsibility. Being responsible for the environment includes following the appropriate supplier miles policies, using clean energy to run operations in the center and also following the waste management policies and processes.

Resource management is also essential for the development of organizational resources at the time when they are needed. These resources are such as human skills, sources for production, information technology and finances among others (Jule et al. 2017). It is only when there is expected competency and required collaboration that leaders will manage resources effectively in a manner that is significant to the organization.

The need for economic transparency is important in making data available for investors and stakeholders to be aware of the financial position of the institution and the condition as well (Zabar et al. 2016). Increasing transparency helps expose malpractices hence the reliability of the institution and so is the competency of the leaders. There needs to be an appropriate way to ensure consumer-buyer relations through enhancing master interpersonal and process skills needed for successful collaboration. Cooperation, flexibility, self-confidence, and assertiveness are necessary skills to be developed to ensure that there are effective ways of maintaining the loyalty of customers. Centers should ensure goodwill power for respecting others and assuming noble intentions from others hence the enhancement of the interdisciplinary collaboration.

References

Carollo, S., & Mason, A. (2017). Doctor of nursing practice curricula redesign: challenge, change, and collaboration. The Journal for Nurse Practitioners, 13(4), e177-e183.

Jule, A., Furtado, T., Boggs, L., Van Loggerenberg, F., & Lang, T. (2017). DEVELOPING A GLOBAL CORE COMPETENCY FRAMEWORK FOR CLINICAL RESEARCH. BMJ Global Health, 2(Suppl 2), A54-A55.

Nehrir, B., Vanaki, Z., Mokhtari Nouri, J., Khademolhosseini, S. M., & Ebadi, A. (2016). Competency in nursing students: A systematic review. International Journal of Travel Medicine and Global Health, 4(1), 3-11.

Zabar, S., Adams, J., Kurland, S., Shaker-Brown, A., Porter, B., Horlick, M., ... & Gillespie, C. (2016). Charting a key competency domain: understanding resident physician interprofessional collaboration (IPC) skills. Journal of general internal medicine, 31(8), 846-853.

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