<p>The purpose of this assessment was to evaluate competency levels of First-Line Nurse Managers employed at the organization's name that appears on the front cover of this report. The assessment used a multi-rater, web-based data collection method within the framework of the Nurse Manager Competency Inventory (NMCI&copy;). Both Job Performance and Importance of each competency were rated by <b>Self</b> and <b>Others</b> using a 7-point Likert Scale.</p>
<p>The graphs portrayed on the following pages summarize the results of the assessments. Further exploration is needed to assess whether there are additional First-Line Nurse Manager responsibilities specific to the organization for which assessment was made that may not have been captured using the NMCI&copy;.</p>
<p>It is recommended that competencies must be prioritized according to the organizational needs of the institution, with behavioral anchors aligned to these competencies.</p>
<p>Users must also determine whether performance gaps lend themselves to interventions related to organizational policy and procedure changes, organization development and culture change, education and training needs, or other factors that may impact performance.</p>
<p><b>Methodology</b></p>
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    <li>
    <p>The NMCI&copy; Instrument</p>
    <p>The Nurse Manager Competency Inventory (NMCI&copy;) is a research-based, validated tool that was designed using best-in-class hospital managers to create its framework. It measures eleven key dimensions of nurse manager competence and contains 93 items linked to job performance and staff retention.</p>
    <p>By completing the NMCI&copy;, nurse managers have the chance to heighten their awareness about their manager role, to explore areas for enhancing personal learning, and to identify opportunities for professional enrichment. The NMCI&copy; provides a foundation from which to establish a baseline of knowledge, skills and behaviors so that a leadership development plan can be co-created to help nurse managers meet specific development needs and enhance their leadership effectiveness.</p>
    <p>For each item on the NMCI&copy;, raters assess the Importance of each competency within the context of performing the nurse manager job, as well as their perception of each subjects&rsquo; Performance for each item.</p>
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    <li>
    <p>The Rating Process</p>
    <p>The NMCI&copy; was administered in a multi-rater process.  The subject nurse managers completed a self-assessment using the NMCI tool.  In addition, multiple raters, representing either peers, supervisors, and/or subordinates also completed NMCI assessments on the nurse managers.</p>
    <p>An e-mail invitation containing instructions was sent to each rater to initiate the rating process. A two-week time period was allowed for completion of the NMCI, although this time period was extended to four weeks.  Multiple e-mail reminders were sent over the course of the rating time period. The NMCI was administered using a web-based survey &ndash; raters were permitted to partially complete the assessment, save their work, and complete the assessment at a later time if necessary.  Once ratings were finalized and submitted for each subject, raters could review their ratings but could not change them.</p>
    </li>
</ol>