People and Culture Strategy

Transcription

1 People and Culture Strategy SERVE S1

2 1. Executive Summary While providing a full spectrum of care from birth to end-of-life, Covenant s unique focus is on those most vulnerable. To play this distinctive and integral role in Alberta s health system, Covenant (Covenant Health, Covenant Care, and Covenant Living) employs approximately 12,000 employees, partners with over 1,800 physicians who identify Covenant as a primary practice site or who hold privileges, and has over 2,700 volunteers. Our people are vital to ensuring those we serve receive truly excellent care. As Canada s largest Catholic health care provider, we influence change by transforming and creating innovative systems, programs and practices that enable the wellbeing of our people and communities. Our people are our difference. As such, we are pleased to be recognized as one of Alberta s Top Employers and acknowledged for having one of Canada s most Admired Corporate Cultures. A proactive and responsive approach is required to create an environment where all who serve can flourish and achieve the ultimate goal of providing quality, compassionate care. This is especially important given the changing demographic composition of our workforce, increased demand for service, policy and economic trends, and evolving expectations regarding the work environment. This is an ambitious plan, but each element is important to better serve our patients, residents and clients. Every person at Covenant has a role to play in helping to make this plan a reality. Covenant s leadership recognizes their shared accountability for this initiative and is committed to its success. Through this plan, we will affirm our desire to support The Just Workplace Framework, Our Commitment to Ethical Integrity and Our Diversity and Inclusion Strategy. These documents, among other key resources, will be used to guide our strategy and provide a moral foundation to support change and ensure our mission and values are honoured. Covenant s People and Culture Strategy outlines how we will achieve the following four goals. 1. We will advance our mission by promoting a shared personal and organizational call to serve; 2. We will develop a high performing work culture where our people and teams flourish; 3. We will create a safe, healthy and inclusive environment; and 4. We will strengthen our capacity for ethical and values-based decision making. 2

3 2. Introduction Building on the 150-year history of Catholic health care in Alberta, Covenant (Covenant Health, Covenant Care, and Covenant Living) has an established legacy of serving those most in need, delivering the highest quality of care and service, and working as a valued partner in Alberta s integrated health care system. To ensure we are best able to carry out our mission and meet the health needs of Albertans, Covenant has established the following vision to guide strategic planning: Inspired by our mission of service, we will be leaders and partners in transforming health care and creating vibrant communities of health and healing. The Strategic Plan is oriented around four core strategic directions, as follows. Serve We will strengthen our mission and live our values to meet the needs of those we serve through excellence in care, an engaged team and wise use of our resources. Contribute We will leverage our legacy to maximize the strategic contribution of Catholic health care. Grow We will seek out and respond to the needs of our communities, especially vulnerable and marginalized populations. Transform We will create systems of care that enable people and communities to be healthy. Within each strategic direction are several strategic objectives that will shape our priorities and guide our actions as we move forward. Our People and Culture Strategy aligns with the strategic direction to Serve, and is focused on helping us realize the following Strategic Objective: We will attract, engage, develop and retain mission driven employees, physicians and volunteers and support them in discovering and deepening their own calling. Strategic Objective SERVE Quality care is central to our mission of service. With unwavering commitment, we care for the whole person body, mind and soul. Our workplace must reflect a culture where every member of our team staff, physicians and volunteers can thrive in their calling to serve. And we must use our resources people, dollars, information and infrastructure to their fullest potential to help us care for those in need. We know we have been successful when: Our People Strategy exceeds best practice and is guided by mission formation and our Just Workplace Framework. Our policies, procedures, plans and tools attract and retain a competent and diverse workforce. All our employees flourish in a positive, high performing work culture. Our workforce is healthy and safe body, mind and soul. We demonstrate shared ownership and engagement in assessing and achieving our mission fidelity. Our advanced ethics culture and practices surpass industry standards. 3

4 3. Purpose Our people are our difference. They make us who we are and why we consistently hear it s different here. They model Covenant s Mission, Vision and Values and ultimately create the service experience received at our facilities. Our people are our ambassadors, representing Catholic Health Care, and advocating for social justice and system improvement. Our people are vital to ensuring those we serve receive truly excellent care. As Canada s largest Catholic health care provider, we influence change by transforming and creating innovative systems, programs and practices that enable the wellbeing of our people and communities. In keeping with our value of Respect and our commitment to the principles of Diversity and Inclusion, we employ people of all faiths, cultures and traditions and strive to foster an exceptional work environment where your voice matters. We celebrate the contributions of all our employees, and enable a community of care that brings hope and healing to both caregivers and those we serve. Carrying on the 150-year legacy of our founding Sisters, our physicians, employees and volunteers, work in partnership with Alberta Health Services and the Government of Alberta, adding value to the system through our rich history, high standards of ethical conduct, breadth of programs and services, high quality and performance leadership. As such, Covenant Health is pleased to be recognized as one of Alberta s Top Employers Our Founding Sisters Living their mission of compassionate service, orders of Catholic Sisters were responsible for establishing the first hospitals, schools and social services in Alberta, including orphanages, soup kitchens, and care for the elderly. Religious missions played a key role in the founding of forty-nine towns and cities in the province. and acknowledged for having one of Canada s Most Admired Corporate Cultures. With gentle hands, open hearts and innovative minds, our resilient team of staff, physicians and volunteers provide countless hours of compassionate care and service to those who enter our facilities. People and Culture Strategy supports Covenant s commitment to living our mission and caring for the whole person body, mind and soul. People and Culture Strategy establishes priorities, plans and activities for enabling an environment where our teams can utilize their gifts to best serve Albertans and we can be effective stewards of these resources. The execution of this strategy will help ensure that Covenant remains a valued responsive partner in the delivery of high quality health care for Albertans. 4

5 4. Current State Analysis Organizational Context While providing a full spectrum of care from birth to end-of-life, Covenant s unique focus is on those most vulnerable: Seniors, Mental Health and Addictions, Palliative End-of-Life and Rural care as well as playing a significant role in acute care, and supportive and independent living. To play this distinctive and integral role in Alberta s health system, Covenant employs approximately 12,000 employees, partners with over 1,800 physicians who identify Covenant as a primary practice site or who hold privileges, and has over 2,700 volunteers. Serving all Albertans, Covenant consistently demonstrates a high standard of quality care and service as well as being a top employer for the province. Covenant Health has an annual operating budget of over $860 million, of which approximately 75 per cent is comprised of human resource related costs. Policy Context In the spring of 2015, Alberta underwent a major shift in our political landscape. With this came a shift in policy direction. Current priorities include funding for health care and increasing Alberta s minimum wage. Even with the promise of increased funding, there is still the need for efficiency and strong stewardship of resources. This may mean utilizing new technology, supporting learning new competencies, or shifting current processes. Moreover, the increased minimum wage exerts upward pressure on the wage structure across all positions in the organization. Economic Factors The Alberta economy has also shifted, with a very notable decline in the energy sector. The unemployment rate in Alberta has increased from 4.4 per cent to 5.3 per cent over the course of one year. While this may have a positive effect on our ability to recruit to certain positions, it also may have the reverse effect while families employed in the energy sector seek work elsewhere in the country. Demographics The population of Alberta increased by 75,000 people in 2015 driving increased demand for service. At the same time, the population we serve and the staff we recruit are increasingly diverse culturally and linguistically. This continued demographic shift underscores the importance of deepening our cultural competence, and being widely known as an employer of choice truly committed to the principles of diversity and inclusion. This will be reflected in all our recruitment initiatives. The composition of our workforce is changing as well. Projections for the next 10 years show that 75 per cent of the workforce will be made up of millennials the largest group to emerge since baby boomers. As this group grows significantly as a proportion of the workforce, Covenant will need to heighten our focus on values-based work, as well as provide the technology and flexible work arrangements they are looking for. Although there are some indications that baby boomers will continue to work past retirement age, there is a great deal of knowledge and experience that may still be lost as the retirement rate rises. Our employment practices need to be responsive to capitalize on this depth of experience by provide mentoring opportunities, flexible work arrangements, and creative succession opportunities. Work Environment Motivating, engaging, and retaining people will never cease to be high priorities, and were ranked the top Human Capital Trends of 2015/2016. This requires continued focus on maintaining a positive work culture, building a learning environment, and developing our 5

6 leaders. The ever-changing composition of our workforce increases the focus on technology, retention, succession planning, learning and development. Many organizations state that people are our greatest asset, but in a service-based organization such as health care, they truly are. Developing our people involves ensuring that we engage our employees and our leaders, create a positive work culture, and support individuals and teams to achieve their potential. A systematic approach is needed to support individuals to deliver on their commitments and expectations of service, and create a collaborative environment where teams can be successful. We will help create the tools to sustain a culture where all employees can flourish. In recognition of the desire for more work-life harmony, our People and Culture Strategy will provide the wellness supports to help individuals take care of themselves body, mind and soul. A safe and healthy workplace means more than just warding off colds and the flu. It takes into consideration the physical, spiritual, environmental, emotional, occupational and mental health of employees. Wellness promotion personally benefits individual employees, and helps contribute to a productive workplace that retains its employees and recognizes their contributions to those we serve. The increased use of technology, the complexity of our work systems, and the pace of change is shifting the role of the human resource professional. As such our People and Culture Strategy focuses on strengthening our capabilities and partnering with our leaders and unions to ensure our work environment continues to be positive and responsive to change. 5. Strategic Alignment The People and Culture Strategy is how we will achieve Strategic Objective One of our Strategic Plan: We will attract, engage, develop and retain Mission driven employees, physicians and volunteer and support them in discovering and deepening their own calling. Foundational documents such as The Just Workplace Framework and Our Commitment to Ethical Integrity will guide our practices and decisions to ensure our mission and values are honoured. Our Diversity and Inclusion Strategy builds upon Covenant s commitment to serving people of all faiths, cultures, and circumstances, according to our values, and upon our commitment to workplace diversity. 6

7 6. Strategy Goals and Measures This section identifies the principal goals to be pursued under People and Culture Strategy, along with the key milestones that will indicate progress towards each. The overarching aim of this strategy is to provide a work environment where we can leverage the strengths and expertise of our dedicated leaders, health care professionals and support staff who work together to provide exceptional care. By having talented and experienced team members that are dedicated to our mission, Covenant is uniquely positioned to provide holistic care, attending to the body, mind, and soul. The strategy will be directed toward achieving the following goals. 1. We will advance our mission by promoting a shared personal and organizational call to serve; 2. We will develop a high performing work culture where our people and teams flourish; 3. We will create a safe, healthy and inclusive environment; and 4. We will strengthen our capacity for ethical and values-based decision making. Goal Action Measures 1. We will advance our mission by promoting a shared personal and organizational call to serve. 2. We will develop a high performing work culture where our people and teams flourish. 3. We will create a safe, healthy and inclusive environment. 4. We will strengthen our capacity for ethical and values-based decision making. 7

8 7. Guiding Principles The key principles that will guide the planning and implementation of Our People Strategy are as follows: We will reflect the mission and values of Covenant in all phases of planning and implementation; The focus will be on providing the environment to enable quality patient, client and resident care; The strategy will align and be guided by The Just Workplace Framework, Our Commitment to Ethical Integrity, and Our Diversity and Inclusion Strategy; The strategy will be implemented with transparency and respect; We will promote an engaging workplace where all people can flourish and work collaboratively; We will foster a work environment where diversity is valued, and individuals are encouraged to use their professional gifts and skills to work to their full potential; We will support research in effective workplaces, employee engagement, and organizational culture; The strategy will support effective stewardship of financial and human resources; The strategy will be responsive to the changing environment; and The strategy will demonstrate our commitment to our partners; to work together to enable effective service delivery and quality care. 8

9 8. Risk Quality health care relies on doctors, nurses and other key health professionals to deliver services. Alberta s workforce recruitment and retention strategy has, in the past, focused on physicians and nurses. A modern health system requires multi-disciplinary teams and increased flexibility, and as a result the skills and training of health providers have been expanded in recent years. In addition, the growth of other industries in the province can have a strong impact on our ability to retain corporate support professionals, who are highly mobile and not necessarily health care industry specific. Failure to execute Our People Strategy will result in an inability to attract and retain staff, significantly impact our engagement levels, and cause reduced morale and increased turnover. Rising health care costs, wage growth, and access to funding to keep up with comparative compensation packages and proper allocation of resources for enhanced service delivery are ongoing issues. The expansion of services and growth of new facilities is a huge risk to maintaining our organizational culture while continuing to provide service. How we approach new opportunities and more complex organizational structures will heighten the importance of maintaining and enhancing our culture through effective people practices as we grow. It will also amplify our ability to effectively manage and sustain change. Appropriately utilizing technology and health care advancements will be a requirement not only for service sustainability, but also for workforce engagement and development. Implementing our People and Culture Strategy will ensure Covenant is well positioned to not only address these anticipated demands but be strategically advantaged when attracting and retaining employees and delivering high quality health care. 9. Conclusion Covenant s workforce is unsurpassed in providing quality, compassionate care to those we serve. We have demonstrated that we are an employer of choice in the province. Together with our physicians, volunteers and our external partners, we will continue to work collaboratively to ensure we are living up to the standards set out by our founding congregations over 150-years ago. Covenant s People and Culture Strategy will be a living document that responds and adapts to the complex environment in which we work. We will hold ourselves to a standard of excellence in delivering on the objectives of this strategy, ensuring Covenant remains a valued and responsive partner in the delivery of high quality health care. There is no question that this is an ambitious plan, but each element is important to better serve our patients, residents and clients to improve our organization and achieve our health outcome priorities. Every person at Covenant has a role to play in helping to make this plan a reality. Covenant s leadership recognizes their shared accountability for this initiative and is committed to its success. Strategic initiatives to support these priorities are underway and will continue over the next three years to ensure that our workplace is competitive in today s labour market. For more information on Covenant and Human Resources please visit CovenantCare.ca, CovenantHealth.ca or CompassionNet > HR 9

10 Notes 10

11 Notes CovenantHealth.ca 11

12 People and Culture Strategy Strategic Direction SERVE G2 & T2 S1 Strategic Objectives We will attract, engage, develop and retain mission driven employees, physicians and volunteers and support them in discovering and deepening their own calling. Why this matters Our people model Covenant s Mission, Vision and Values and ultimately create the service experience received at our facilities. Goals We will advance our mission by promoting a shared personal and organizational call to serve; We will develop a high performing work culture where our people and teams flourish; We will create a safe, healthy and inclusive environment; and We will strengthen our capacity for ethical and values-based decision making.