Download - Building Employee Capacity and Engagement: Innovative Approach at the Scarborough Hospital in Canada
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Rhonda Lewis, LLB, CHRP, SHRP Vice President, Human Resources & Patient Relations
Building Capacity and Enhancing Engagement
Innovative Approach at
The Scarborough Hospital
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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
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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
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“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
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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
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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
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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
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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
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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.
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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.
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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
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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
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Value Created
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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
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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
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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