PHC People Strategy Update Expanded Leadership Forum June 14th, 2013 AGENDA Strategy Aims, Objectives and Drivers Major Projects - overview Performance Link Respect & Civility at Work Leadership Development Strategy Leadership Support Project Key Accomplishments Measurement More information on the People Strategy 2 3 4 Strategy Aims, Objectives and Drivers People Strategy Driver Diagram 6 People Strategies: 3 AIMS Categories of Key Organizational Work Externally Mandated Work Strategic Work Additional Clinical Priorities Work on Hold (2012-2015 Providence Plan) 6 Aim 1: Aim 2: Aim 3: A workplace where all people are highly engaged in contributing to PHC’s success Exceptional leaders who create environments where people do their best Teamwork that produces amazing results 7 Aim 1: What does “ENGAGEMENT” mean within the Providence Plan? OBJECTIVES • Civility and respect foundational • Workload allocation matched to capacity The WORK • PerformanceLink • Respect at Work • Clarity of roles & accountability • Transparency in decision-making • Learning opportunities 8 PerformanceLink: Performance Planning and Review SUPPORTS… •Engagement •Professional Development •Succession Planning 9 Performance linked to Strategic & Operational Priorities AND Individual Development Strategic Directions & Operational Priorities Competencies 10 Respect and Civility at Work Rooted in our Mission and Values Supports engagement, wellness, effective teams Sets out expectations, responsibilities and accountability Applies to all PHC staff, physicians, students, volunteers, contractors. . . Patients, residents, and their family Cross functional working groups in place to ensure policies and support services are aligned. Rollout: defined process, resources in place, education 11 PHC Check-up June 2013 12 Aim 2: How do we create “Exceptional Leaders” and people at their best? OBJECTIVES • Leadership Development Strategy – defined competencies, learner groups The WORK • Leadership Development Strategy • Clinical Leadership Support Project • Redesign leadership structure to ensure capacity 13 Why Leadership Development? 14 14 Leading At Providence PURPOSE: To provide programs and opportunities for PHC leaders to grow their leadership and develop the attitudes, knowledge and skills to deliver on our strategic directions and enable exceptional care for patients, residents and their families 15 Leadership Development Strategy Strategic Directions & Personal goals, strengths Organizational and aspirations Priorities Performance Planning and Review Leadership Developmental Actions Plans Self Assessments Leadership Development Pathways Core Experienced Senior Foundational 16 Pathways Pathway Criteria Nos/ year Lengt h Content Senior •Experienced Director •desire to deepen leadership skills and practice •preparation for advancement 5 2–5 years Transforming LINX including executive coach Experienced •Experienced Leader/ New Director •desire to deepen leadership skills and practice •preparation for advancement 8 - 10 2–3 years Experienced LINX, stretch project, PHC coach, participation in BCHLDC mentoring, Potential additional program Core •Front line leadership/ supervisory who has been in the position for one year •desire to gain land deepen leadership skills •preparation for advancement 6 –24 1–2 (2 – 8 cohorts of 3) (intakes in Sept & April) Core LINX, peer coaching with PHC coach support, stretch projects •Management track •Mix of F2F & online 17 self study Leadership Support Project Mandate: To support PHC’s clinical leaders, especially OLs by: Identifying gaps between role expectations (JD) and capacity Identifying barriers to “leaders doing their best” Address the gaps, barriers Co-Ownership Co-Creation 18 Top 3 Challenges to Effective Leadership – identified by OLs 1. Workload allocation (skill to task match) 2. Managing data: gathering, synthesizing and utilizing metrics for effective and productive operations 3. Managing people: recruitment, attendance, performance reviews 19 Leadership Support Project Key developments • Survey development + data collection, completed November 2012 • Validation of results through focus groups, completed April 2013 • Planning – underway with OL working groups to design the “fixes” • Dedicated funding for administrative support for SPH Operations Leaders 20 The SYNERGY of PEOPLE STRATEGIES Sweet Spot TEAMS ENGAGEMENT LEADERSHIP 21 Key Accomplishments • PerformanceLink – Phase 1 launch • Respect & Civility Project – working groups in place; project mapped • Leadership Support Project – projects identified, relationships forming, co-creation in process • Leadership Development Strategy – drafted • First cohorts of Mid-level and Senior leaders “in training” • New Employee Orientation – evaluated, in design 22 Measuring our Success Measurement • Engagement, Safety & Connection: > PHC Check-up > Sick Time > Retention Rates > On-boarding experience (new hires) • Leadership Development: > Special reports on advancement > Performance Link (development plans in place) 24 Information on the People Strategic Direction • Visit the People page on the Strategic Plan site: > Phcnews.ca > Strategic Plan > Strategic Directions > People > Driver Diagram > ELF Presentation > Poster (coming October 2013) > Q & A (coming October 2013) 25 Questions?