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Medical and Health Services Managers

SOC 11-9111.00Job Zone 4 · Considerable Preparationv.26.05

Context coveredThis framework covers Medical and Health Services Managers working across hospitals, outpatient clinics, long-term care facilities, and health systems, from entry-level departmental roles through executive leadership positions.

Sources:O*NET v30.2O*NET Resource Center — Occupational Information Network, v30.2 (Sept 2025). Opens in new tab.SkillsCrosswalkSkillsCrosswalk — O*NET enrichment + adjacency index. Opens in new tab.
Emerging
Entry / Apprentice
  1. Staff schedules and shift assignments — review and distribute under supervisor guidance within a single clinical department.
  2. Computerized record management systems — enter and retrieve personnel activity data under direct oversight in a health care facility.
  3. Health care regulations and policy updates — identify and summarize relevant changes to present to a supervising manager.
  4. Medical and administrative staff communications — relay instructions and document outcomes using established protocols in a hospital or clinic setting.
  5. Budget reports and expenditure logs — compile routine financial data under direction to support departmental fiscal reporting.
  6. Compliance software and document management tools — operate with guidance to maintain accurate patient and personnel records.
  7. Recruitment postings and applicant screening materials — prepare according to HR templates under supervision in a health services organization.
  8. Resource utilization data — collect and organize staffing, bed, and equipment usage figures for review by senior management.
  9. Meeting agendas and written correspondence — draft clearly using standard formats to support departmental administrative operations.
  10. Advances in medical technology and health insurance policy — monitor assigned information sources and flag relevant developments to department leadership.
Developing
Mid-level / Established
  1. Clinical and clerical personnel — supervise day-to-day work activities with reduced oversight across an assigned unit or department.
  2. Staff scheduling systems — configure and maintain shift assignments based on workload, space, and equipment availability in a multi-unit facility.
  3. Departmental budget cycles — coordinate routine planning, track authorized expenditures, and prepare periodic financial reports for administrator review.
  4. Personnel onboarding and training programs — implement established curricula and evaluate staff performance outcomes within a health care setting.
  5. Computerized record management systems — maintain and troubleshoot database entries to ensure data integrity for personnel and operational reporting.
  6. Resource utilization metrics — monitor inpatient bed occupancy, diagnostic service volumes, and staffing ratios to flag inefficiencies to leadership.
  7. Interdepartmental coordination — facilitate communication between nursing, technical, and support staff to sustain smooth daily operations in a clinical environment.
  8. Health care compliance requirements — apply current government regulations and accreditation standards to departmental workflows and documentation practices.
  9. Candidate interviews and hiring decisions — conduct structured evaluations and recommend selections in collaboration with HR and senior management.
  10. Operational problem-solving — assess recurring service delivery issues and implement corrective actions within scope of authority in a hospital or outpatient setting.
Proficient
Senior / Expert IC
  1. Multi-disciplinary health care teams — direct, evaluate, and optimize performance of medical, nursing, technical, and support personnel across an entire facility or service line.
  2. Comprehensive health services programs — plan, implement, and administer clinical and administrative initiatives aligned with organizational quality and patient care goals.
  3. Fiscal operations — conduct full-cycle budget development, authorize expenditures, establish service rates, and oversee financial reporting for a health care organization.
  4. Complex staffing decisions — resolve non-routine personnel challenges including performance management, conflict resolution, and workforce restructuring in high-stakes clinical environments.
  5. Enterprise record management infrastructure — design and oversee computerized data systems that support personnel, operational, and regulatory reporting requirements.
  6. Strategic resource allocation — analyze capacity data for beds, equipment, and staff to drive evidence-based decisions on capital investment and service expansion.
  7. Regulatory and policy compliance — interpret evolving government mandates, payer policy changes, and accreditation standards and embed them into organizational procedures.
  8. Organizational recruitment and talent development — lead end-to-end hiring processes and design training frameworks that build long-term workforce capability.
  9. Cross-functional negotiation and persuasion — broker agreements between clinical departments, vendors, insurers, and administrative stakeholders to advance facility objectives.
  10. Technology adoption — evaluate and champion implementation of medical software, compliance platforms, and data management systems to improve operational efficiency.
Advanced
Lead / Principal / Executive
  1. Organizational vision and strategic direction — set multi-year health services priorities and align departmental goals with system-wide mission across a large health care enterprise.
  2. Senior leadership teams — develop, mentor, and evaluate manager-level personnel to build institutional bench strength and succession pipelines.
  3. System-wide fiscal strategy — establish budgetary frameworks, approve major capital expenditures, and guide financial performance across multiple facilities or business units.
  4. Governance and regulatory relationships — represent the organization before boards, accreditation bodies, and government agencies to shape policy compliance at an enterprise level.
  5. Transformational workforce programs — architect enterprise recruitment, retention, and leadership development strategies that address system-level talent gaps in health care markets.
  6. Cross-organizational partnerships — negotiate high-stakes contracts, mergers, and service agreements with payers, academic institutions, and community health entities.
  7. Innovation and technology strategy — sponsor adoption of emerging medical technology, analytics platforms, and digital health solutions to position the organization competitively.
  8. Organizational culture and performance standards — instill values of quality, safety, and equity throughout clinical and administrative operations at an executive level.
  9. Crisis and adaptive leadership — lead institution-wide responses to public health emergencies, regulatory investigations, or major operational disruptions with decisive judgment.
  10. Health care systems thinking — synthesize advances in medicine, economics, law, and data science to drive evidence-informed policy decisions that improve population health outcomes.

AI-at-Work Competency Framework

Sources:Anthropic Economic IndexAnthropic Economic Index — release_2026_03_24. Opens in new tab.Jadhav & Danve, 2026Skill Automation Feasibility Index — Jadhav & Danve, 2026 (arXiv:2604.06906). Opens in new tab.WEF Skills TaxonomyWEF Skills Taxonomy 2021 — Building a Common Language for Skills at Work. Opens in new tab.

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Sources:Pathsmith™ Durable SkillsPathsmith™ Durable Skills Framework — America Succeeds + CompTIA. Opens in new tab.O*NET v30.2O*NET Resource Center — Occupational Information Network, v30.2 (Sept 2025). Opens in new tab.
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Show O*NET source anchors70 anchors · skillscrosswalk.com

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Source anchors that ground each statement

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RAPIDS apprenticeships
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O*NET skills
SpeakingCritical ThinkingManagement of Personnel ResourcesMonitoringJudgment and Decision MakingActive ListeningWritingTime ManagementComplex Problem SolvingSocial PerceptivenessReading ComprehensionCoordinationPersuasionNegotiationInstructingActive LearningService OrientationSystems EvaluationOperations AnalysisSystems AnalysisLearning StrategiesManagement of Financial ResourcesManagement of Material Resources
Knowledge domains
Administration and ManagementEnglish LanguageCustomer and Personal ServicePersonnel and Human ResourcesEducation and TrainingComputers and ElectronicsAdministrativeMedicine and DentistryMathematicsLaw and GovernmentEconomics and AccountingPsychologyPublic Safety and Security
Abilities
Oral ComprehensionWritten ComprehensionProblem SensitivityWritten ExpressionOral ExpressionInductive ReasoningDeductive ReasoningSpeech ClaritySpeech RecognitionNear Vision
Work styles
DependabilityLeadership OrientationAttention to DetailIntegrityCooperationAdaptability
Technology
Compliance softwareCalendar and scheduling softwareDocument management softwareMedical softwareCategorization or classification softwareData base management system softwareDevelopment environment softwareTransaction security and virus protection softwareComputer aided design CAD softwareMaterials requirements planning logistics and supply chain software
Tasks · seed anchors for statements
  1. Direct, supervise and evaluate work activities of medical, nursing, technical, clerical, service, maintenance, and other personnel.
  2. Develop and maintain computerized record management systems to store and process data, such as personnel activities and information, and to produce reports.
  3. Plan, implement, and administer programs and services in a health care or medical facility, including personnel administration, training, and coordination of medical, nursing and physical plant staff.
  4. Conduct and administer fiscal operations, including accounting, planning budgets, authorizing expenditures, establishing rates for services, and coordinating financial reporting.
  5. Maintain awareness of advances in medicine, computerized diagnostic and treatment equipment, data processing technology, government regulations, health insurance changes, and financing options.
  6. Establish work schedules and assignments for staff, according to workload, space, and equipment availability.
  7. Monitor the use of diagnostic services, inpatient beds, facilities, and staff to ensure effective use of resources and assess the need for additional staff, equipment, and services.
  8. Direct or conduct recruitment, hiring, and training of personnel.
CIP education codes
01.820101.820226.050944.050351.070151.070251.070451.070651.071851.071951.072051.072151.072251.200151.200251.200751.200851.201151.220151.220851.221051.221151.221351.221451.229951.320651.329951.380251.381851.382052.020652.021052.021452.0216

Sources: O*NET v30.2 (CC BY 4.0), SkillsCrosswalk.com, LER.me®, Anthropic Economic Index, SAFI (Jadhav & Danve, 2026), WEF Skills Taxonomy 2021, Pathsmith™ Durable Skills Framework. © 2026 EBSCOed.