Building Employee Capacity and Engagement: Innovative Approach at the Scarborough Hospital in Canada
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Transcript of Building Employee Capacity and Engagement: Innovative Approach at the Scarborough Hospital in Canada
Rhonda Lewis, LLB, CHRP, SHRP Vice President, Human Resources & Patient Relations
Building Capacity and Enhancing Engagement
Innovative Approach at
The Scarborough Hospital
Two acute care
hospital sites
Six outpatient
satellite sites
The Scarborough Hospital
• Regional centre for Dialysis
• Renowned for its Mental Health, Orthopaedic Surgery, Maternal Newborn, Paediatrics, Chronic Disease and Cancer Care programs.
• Referral centre for Vascular Surgery, Pacemakers and Cataract Surgery
• Affiliated with the University of Toronto
3200 employees; 700 physicians; 500 volunteers
Building Capacity
Why?
• To facilitate effective functioning in the workplace
• To adequately meet the labour demand to achieve organizational goals
How?
• By investing in career development opportunities for current and future
employees and creating an enhanced recruitment base.
Enhancing Engagement
What?
• Developing the skills, knowledge
and capability of current
employees (internal focus)
• Attracting qualified new
employees (external focus)
What?
• Promoting the delivery of
discretionary effort by current
employees
• Inspiring interest and instilling
passion in future employees
“Organizations that endear
are those that endure”
Rajendra Sisodia, David B. Wolfe, and Jagdish N. Sheth, Firms of Endearment: How World-Class Companies Profit
from Passion and Purpose
Literature-Based Research
A study* involving more than 28,000 employees in 10 business
sectors and 15 countries worldwide found that organizations
providing career development opportunities are:
6 times more likely to engage their employees than
organizations that do not;
Better than 4 times less likely to lose talent in the next year
than organizations that do not;
Almost 2.5 times more likely to be productive than
organizations that do not.
*by Right Management, 2010
The findings of a survey* involving 244 Canadian companies
revealed that there is a high awareness of the value and benefits of
career management programs, with:
92% of respondents agreeing that career development drives
employee engagement and retention;
83% agreeing that career management plays a critical role in
the achievement of business objectives;
80% acknowledging that a lack of career development
opportunities was the primary reason for voluntary employee
departures;
*by Knightsbridge, 2010
Three Key Areas of Focus:
Fostering an Enhanced Recruitment Base by
Inspiring Interest and Instilling Passion
Enabling Career Development by Defining
Career Pathways
Creating an Ongoing Leadership Pipeline
Approach at The Scarborough Hospital
Current Employees Future Employees
Defining Career
Pathways
Ensuring Leadership
Pipeline
Instilling Passion Inspiring Interest
TSH Talent Management Goals
Increased Employee
Engagement
Enhanced Recruitment
Base
Framework
Current Employees Future Employees
Increased Employee
Engagement
• Encourages learning of new
skills.
• Enables progression within
the organization.
• Increases employee
employment outcomes.
• Supports professional
growth.
• Provides options in times of
downsizing
Enhanced Recruitment
Base
• Educates students on
health care career choices.
• Potentially increases
student enrolment into
health care programs.
• Fosters partnerships with
educational institutions.
• Supports future workforce
planning at TSH.
Current Leadership
Goals • To have a pool of
high potential leaders
to fill leadership gaps
when required.
• Purposeful, strategic
planning for
leadership needs.
• Provides continuity in
the leadership
pipeline and
develops a deeper
capacity for
achieving results.
Process • Potential individual
successor(s) are
identified, using a
standard template.
• Group evaluation of
all leadership is
undertaken, usinga
Nine-Box Succession
Planning Grid.
• Development
opportunities for
identified potential
successors are
implemented.
Metrics • Percentage of key
leadership positions
filled internally.
• Time to fill rate for
leadership
vacancies.
• Tracking and
completion of
development plans
for identified
potential
successors.
Future Employees
Strategy • Create an ongoing
pipeline of new
employee talent by
inspiring interest.
• Provide high school
students with early
exposure to the
varied careers in the
health care field.
• Increase student
enrolment into
relevant health care
education programs.
Plan • Biannual multi-year
approach.
• High school students
will return each year
to explore career
options.
• Tours will provide
students the
opportunity to
interact with staff in
order to inspire
interest in the
various available
health care careers.
Outcome • Increased employee
engagement since
the students are
family members of
current employees.
• Greater awareness
among students of
health care career
opportunities.
• Increased possibility
of recruiting future
employees with
knowledge of TSH.
#careercruze
Future Employees / Volunteers
Strategy • Create an ongoing
pipeline of student
volunteers to support
our volunteer needs.
• Support the Code
Career Program by
instilling a passion
for health care
through volunteer
opportunities.
• Expand our student
volunteer base with a
view to enhancing
the diversity of our
volunteer corps.
Plan • Design varied short-
term assignments
that would support
the students’ career
objectives.
• Expose students to
identified health care
careers in a safe
environment.
• Students will be able
to observe the roles
of professionals ,
while learning the
values of
volunteering.
Outcome • Increased
employee
engagement since
the students are
family members of
current employees.
• Greater awareness
among students of
health care career
opportunities.
• Increased
possibility of
recruiting future
volunteers with
knowledge of TSH.
#volunteercruze
Value Created
50.9%
57.0%
63.6%
73.7% 76.4%
81.9%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
TSH 2010 Result Ontario Average TSH 2013 Result
Employee Engagement Survey Results
Overall Engagement Career Development
Validation of the TSH Model
Lessons Learned
Organizational focus on career development is a key driver
of employee attraction and engagement
Value propositions must inspire and endear in order to
attract and engage
Capacity must be built:
internally and externally
through short-term and long-term plans
on a system as well as localized basis
Actions must speak louder than words
The greatest danger for most of us lies not in
setting our aim too high and falling short;
but in setting our aim too low and achieving
our mark.
Michelangelo