- evidence of leadership supported, high-performing employees that clearly value and foster good business relationships and continued learning
- an established, active engagement committee or workgroup that advances employee-centered practices, promotes diverse involvement and encourages broad support of the agency's mission
- employees who place an emphasis on personal and professional growth as evidenced by a high percentage of documented, staff-designed professional development plans that chart a development process
- management practices and policies that foster and promote diversity, learning, professional growth, and employee-centered participation
- use of professional development plans
- well-defined career ladder
- focus on community involvement - working with community groups and community leaders
- promoting knowledge transfer related to leadership through:
- mentorship programs and/or coaching arrangements
- workplace learning - offering educational programs or giving employees access to educational programs related to the skills, knowledge and attitudes needed to be an effective leader
- succession planning
- Employees who leave the agency for promotions and higher levels of leadership are monitored and reviewed on a case-by-case basis.
- overall management focus on results
- governance structure that moves the organization forward
- strong, transparent and accountable program and fiscal management
- inclusive, diverse and responsive organizational practices
- enlightened use of human resources and technology
- regular and effective communications
- effective, ethical fundraising and resource development
- representative of the community, culturally diverse, reflective of different professional disciplines/expertise, and inclusive of individuals/families in recovery
- clear leadership promoting focus on supervision
- clearly defined supervisory structure
- availability of supervisory training for supervisors
- utilization of staff professional development plans during supervision
- expectation of ongoing and scheduled supervision occurring on a regular basis
- clear chain of command for redress when supervisor /supervisee are not satisfied with supervision outcomes
- Culture of Respect - A work environment that is relaxed, friendly and welcoming in tone. Indications of positive employee interactions (lack of gossip, collaborative vs. competitive, and treating staff at all levels with respect, etc.). Meetings are results focused; purposeful, have clear expectations, and timelines for completion.
- Open Communication - Multiple avenues/formats of communication to ensure staff are informed (newsletters, e-mails, voice messages, posters, and face-to-face); flattened vs. hierarchical styles of communication; knowledge is shared not hoarded; and messages are clear, consistent, honest and direct.
- Shared Values/Mission - Clearly-stated organizational values and how they are carried out in achieving organizational mission, day-to-day work and in guiding decisions. Employees have a clear sense of organizational mission and strategies, and the values utilized to meet them. There is a sense that work is purposeful and focused. Sincere positive connection to the individuals being served.
- Fairness - There is an overall sense of equity in pay and benefits offered. HR policies and procedures support/evaluate fairness (e.g., grievance an conflict resolution). There is a low incidence of grievances. Perception and overall sense that employee performance is dealt with in a reliable and consistent way.
- Employee Morale/Job Satisfaction - There are high levels of employee engagement whereby employees feel involved and empowered to make decisions; change ineffective work practices, and where employees feel their talents, interests and skills are being utilized in a positive and productive way. There are also high levels of community, shared responsibility and willingness to assist/support each other. Employees also have a clear sense of what is expected of them.
- Leadership is knowledgeable, informed and committed to cultural competence as essential to the organization's mission and operation.
- Appropriate concepts are clearly stated and included within the organization's written mission, goals and policies.
- Cultural competence has been integrated within all organizational development functions and activities.
- All organizational communication: written, verbal, formal, and informal, is conducted in a culturally competent manner.
- Cultural competence is stressed within management and supervisory practice, and encouraged throughout the organization as integral to effective work performance.
- clear messages from the top about the importance of ethical practice and behavior
- staff awareness of policies and procedures, regarding ethical practices
- awareness of the existence of toll-free patient advocacy line
- awareness of mandated reporting responsibilities
- absence of validated complaints or incidents involving ethical violations
- use of professional development plans
- timely, individualized and well written performance evaluations
- opportunities for advancement and job growth
- provision of training opportunities for staff