Human Resources Plan - CKHA · highly skilled people. This includes strategic succession planning and leadership development activities. Working together this highly skilled workforce

Human Resources Plan 2018

Executive Summary

CKHA has developed this comprehensive Human Resources Plan to ensure strategies and processes are

developed and implemented that will attract, retain and foster a dynamic and diverse workforce of

highly skilled people. This includes strategic succession planning and leadership development

activities. Working together this highly skilled workforce will deliver excellent service and patient care

to the community of Chatham-Kent.

This Human Resources plan outlines strategies that support recruitment, retention and succession

planning. Statistical information, research and benchmarking information are used throughout the

Human Resources Plan to offer perspective as to how CKHA compares to other organizations.

The goals and objectives outlined in the Human Resources plan are tied to the CKHA Strategic Plan. Specifically the strategic human resources goals are to:

Build a culture of trust, transparency and inclusiveness;

Provide a safe and healthy workplace; Cultivate a highly skilled, engaged and diverse workforce;

Support and Enhance Leadership. All of the activities that are in place or being develop in support of these Strategic Human Resources

goals will impact recruitment, retention, succession planning, workplace health and wellbeing,

workplace safety and overall employee engagement.

The desired outcome of this Human Resources plan and an indication of success can be measured in

several ways. Improved scores in the Employee Engagement survey would be a positive indicator of

success, while scores are improving the goal would be to surpass the Ontario Community Hospitals

Provincial Average. Also increased participation on the survey would indicate increased employee

engagement.

Maintaining the current rate of turnover would be an indication of success, the current rate is below the

OHA average, and is favourable.

Improvements in the Psychological safety of staff, decrease in loss time due to injuries and decreased

incidents of workplace violence should lead to improved survey results pertaining to employee

engagement and job satisfaction.

As the organization implements strategies to support learning to ensure the organization is cultivating a

highly skilled workforce, improvements in Employee Engagement survey results should improve.

This Human Resources Plan is intended to help the CKHA to systematically improve its organizational

effectiveness and address its most important issues. It provides a long-term strategy for managing

human resources that is aligned to the CKHA’s strategic goals.

This Human Resources Plan is endorsed by the Senior Leadership Team.

Publication Information

October 2018

T A B L E of C O N T E N T S

Recruitment/Workforce Plan Background 1

What is Workforce Planning? 1

Dealing with Vacancies 1

When Staff Choose to Leave: The Exit Interview 2

Recruitment Strategy 5

Search Firms 5

Job Fairs 5 Student Placement Follow Up 5 Databases 6 Suitability Profile 7

Where Are We, Where Do We Want to Be? 6

The Future of Recruitment 7

The Impact

Millennials 8

Just Culture 12

Nursing Shortage 13

Recommendations 15

Retention Plan Background 17

Healthy Workplace and Worklife Program 18

Whistleblower Program 20

Workplace Violence and Staff

Safety 20

Employee Engagement 20

On-boarding New Employees 22

General Orientation 22

Preceptor and Mentor

Programs 23

Leadership Bootcamp 24

30- and 90-Day

Orientation 24

Employee Rounding 25

Performance Measurement and Feedback 25

Leadership 360 Degree Feedback 26

Leadership Development 26

CKHA Leadership Framework

LEADS

Framework 27

Leadership Self-Learning 28

Reward and Recognition 28

Recommendations 30

Succession Planning Background 31

What is Succession Planning? 31

Who should be Involved in the Process and What are Their Responsibilities? 32

Identifying Key Positions 33

Communication on Succession Plan 36

Recommendations 38

Appendices

Termination Summary A

Facts Sheets (Our Community, A Look at CKHA, Why Nurses Pick CKHA) B

Human Resources Plan 2018 1

Recruitment, Retention and Succession Strategies

Background A vacancy occurs when a new position is created or an employee

leaves a position. Some turnover can be anticipated and planned

for (e.g. retirements). Unanticipated turnovers can be grouped

into two categories: those due to external factors beyond the

organization's control, and those that could have been prevented.

It is the latter that must be addressed in order to support this

recruitment strategy and support the organization's retention efforts.

What is Workforce Planning? Workforce planning focuses on an organization's ability to predict the demand for different types

of staff, and to seek to match those demands. While this is not an exact science, there are a

number of steps a hospital can take to ensure its planning approach is as comprehensive as

possible.

When it comes to healthcare, workforce planning becomes more complex because of the number

of professions involved in providing quality patient care. Advances in technology, changes in

clinical practice and increasing specialization of professionals have made it more difficult to

accurately predict the future demand for skilled staff.

Dealing with Vacancies Chatham Kent Health Alliance is in Region 5 for the purposes of the OHA Benchmarking

surveys. As such our benchmark comparators are:

Erie St. Clair Local Health Integration Network (former CCAC employees)

Grey Bruce Health Services

Hotel-Dieu Grace Healthcare

Middlesex Hospital Alliance

St. Joseph's Health Care, London

St. Thomas Elgin General Hospital

Windsor Regional Hospital

Woodstock General Hospital

The 2017 OHA Benchmarking Survey shows that Chatham-Kent Health Alliance has an overall

vacancy rate of 1.84% compared to 7.17% for the remainder of our region (Region 5) which

includes both clinical and non-clinical positions. A vacancy is defined as an unfilled permanent

position, which is actively being recruited for. The recruitment can be either internal or external,

and the position is considered vacant once a decision has been made to fill the job. Includes: if a

person is permanently transferred to another department to fill an existing vacancy or to a newly

created position without having someone to replace them, a vacancy exists within the original

department if the original department is actively recruiting to replace the incumbent.

RECRUITMENT/WORKFORCE PLAN



If a person leaves the hospital then a new vacancy has been created if the hospital acts to

replace that individual on a permanent basis). For vacancies that are shared between units, the

vacancy is included under the primary department or home department to ensure a single

position is not being counted multiple times. As of August 9th 2018, 79 vacancies existed in the

organization, 36 represent nursing positions (22 RNs, 10 RPNs, 4 NPs), with the balance made

up of Allied Health (15) and Management and Support (28) positions. Time to fill positions

averages internally at 36 days and externally at 43 days. (Average number of days from when the

job requisition for a permanent internal or external position was posted until the offer was

accepted by the candidate, as reported)

I ---------------------------------I

(Time to Fill Position-as defined by OHA)

For the purpose of this Plan, hard to fill positions have been identified as those positions vacant

over 90 days. Currently these include:

Registered Nurse Registered Ultrasonographer Registered Technologist (Nuclear

Image/Diagnostic Imaging)

According to the Ontario Hospital Association (OHA) 2017 Benchmarking Survey, looking at all

occupations 1.13% of participating organizations reported a period of longer than 90 days to fill

a vacant position during the reporting period. (90 Days or Greater Vacancies / (Ending HC + 90

Days or Greater Vacancies) x 100).

In taking a more in depth look at current vacancies, it was determined 17 were the result of

terminations in the organization, 28 were the result of transfers, 2 restructured positions, 2

extensions of a current position, 10 were added positions, and 20 were the result of replacements

due to: illness, vacation, and leaves of absence. This equates to a turnover rate of 7.01%

((Resignations + Retirements + Involuntary Separations) / Average HC x 100) for the Alliance,

based on current vacancies as stated in 2017 Benchmarking Survey. Appendix A summarizes

and compares the number of terminations for fiscal year 2016/2017 and 2017/2018 by reason

(e.g. retired, resigned, etc.).

Vacancies due to retirements are inevitable, and often fall within the category of factors beyond

the organization's control, which makes the challenge of retaining highly skilled workers

interested in working fewer hours or in an environment that offers more flexible work

arrangements, even greater.

Posting

Position Acceptance



In order to take a more proactive approach to recruitment and succession planning, the number of

employees eligible to retire as they reach age 55 has been identified and is summarized in Table

#1 (below): CKHA Employees 55 years old or older.

CKHA has 229 staff eligible to retire in 2018, 56 of these staff just became eligible (turned 55)

in 2018. Of the 229 eligible staff 34 have already retired or given their intention to retire as of

December 31, 2018.

Table #1: CKHA Employees 55 years old or older effective Dec 31, 2018 provided through VirtuoHR as of Oct. 1 2018

*Total Employee Head Count as of Oct. 1, 2018 provided by Human Resources Department, not including casual

When Staff Choose to Leave: The Exit Interview When an employee leaves an organization, it is important to get feedback on their experience.

An exit interview can be a valuable Human Resources tool, as it can be an excellent means of

gathering honest information about the work environment including managerial styles,

workplace ethics, and employee morale.

Through exit interviews, Human Resources can:

Gain a better understanding of why an employee chooses to leave, and perhaps identify what would have made them stay

Discover unsatisfying aspects of the employee's job Weigh the importance of salary, benefits and vacation pay vs. other job factors Gather input on how the Alliance can better retain employees Gain insight about an employee's supervisor and co-workers

2018 2019 2020 Total

Head

Count*

Total %

eligible to

retire 2018

FT PT FT PT FT PT

RN 354 15.82% 43 13 57 17 70 17

RPN 154 9.1% 9 5 11 5 14 6

Allied Health (Chg Technologist; Dietician; Occupational

Therapist; ECG Technician; Nurse Educator;

Discharge Planner, Social Worker)

229 17.9% 33 8 37 8 42 11

Management (Senior Administration; Director; Manager;

Coordinator)

52 17.3% 9 0 12 0 13 0

Nurse Practitioner 12 0% 0 0 2 0 3 0

Support (Exec/Admin Assistant; Housekeeper; Materiel

Handler; Porter; Unit Aide; Ward Clerk)

239 31% 50 24 54 27 56 27

Office and Clerical

(Clerk- Scheduling, Registration, Health Records, etc; Medical Dicta Typist, Secretary,

Program Assistant, Financial Analysist)

83 31.3% 20 6 22 6 23 7

Non Union (non management) (Organizational Development, Scheduling

Resources Specialist, Project Management,

Payroll, Human Resources)

53 17% 7 2 9 2 10 3

Totals 1176 19.47% 171 58 204 65 231 71



Beginning in August 2008, Exit Check began contacting CKHA employees by telephone, on or

about their transfer or termination date, to ask a series of questions about their employment

experience, and CKHA as an organization. The exit interview process is completely confidential

and results are seen only by senior Human Resources staff. Employee responses will help us

learn about ourselves as an employer, and assist us in making changes within the workplace.

This resulted in low response rates and many times Exit Check were unable to provide us with

results due to low numbers.

In late 2015 Exit Check stopped conducting exit interviews to focus business in other areas. In

April, 2016 we commenced utilizing HR Downloads, a vendor we are a member with who offers

exit checks electronically to employees exiting or transferring within CKHA. This method has

also resulted a low response rate, as many employees choose not to participate.

The Human Resources department will track and report information to help identify trends and

areas for improvement, where positive changes will result in more successful recruitment and

retention efforts. Additionally Human Resources will look at other options for gathering exit

interview data that may result in better participation or ease of use for staff exiting the

organization.

Recruitment Strategy In FY 2009/2010 CKHA spent $33,233 on recruitment related advertising costs. This figure has

significantly dropped as we move toward a more technological society. The costs of advertising

in 2017 totaled $5,784.

In an effort to realize more effective and efficient recruitment strategies, CKHA has:

Made better use of advertising agencies Worked with the Communications and Community Relations Department to develop and

maintain a candidate friendly employment page on CKHA's website

Utilized website advertising as much a possible Showcase news and updates on social media accounts Used targeted advertising methods (e.g. direct mail campaigns, Ontario Nursing Magazine

and Online website, Canadian Hospital Pharmacy Magazine and Online website advertising)

CKHA has held annual job fair for last number of years, this has proven successful



Table #2: Hires and External Hires by Hiring Source, summarizes the success rate of each method.

Table #2: Source of new hires, years 2016, 2017, 2018

Table #3 provides a comparison summary of selected key benchmarking indicators.

Benchmark Indicator OHA Benchmarking

Region 5

CKHA

2017

External Time to Fill (in days) 47.86 43

Internal Time to Fill (in days) 28.59 36

Turnover Rate 9.57% 7.01%

FT Nurse Retention 93.95 94.79 Table #3:2017 Benchmarking Source (OHA Benchmarking) vs. CKHA Actual

NOTE: Region 5 Comparators are: Erie St. Clair Local Health Integration Network (former CCAC employees), Grey Bruce Health Services, Hotel-Dieu Grace Healthcare, Middlesex Hospital Alliance, St. Joseph's Health Care, London, St. Thomas Elgin General Hospital, Windsor Regional Hospital, Woodstock General Hospital

Search Firms Working with directors and managers, Human Resources developed criteria for when an external

recruitment firm should be engaged to help address hard to fill vacancies.

These may include:

Vacancies >90 days No external resumes or applications on file for consideration Departmental budgets include scheduled overtime shifts to cover costs due to vacancies not

being filled in a timely manner

Consistently working short staffed Unable to grant vacation requests Leadership positions

Method of Advertising January to

December 2016

January to

December 2017

January to July

2018

CKHA Website 47 55 33

Word of Mouth 27 11 5

Other Websites 4 1 8

Posting Board 7 1 4

Job Fairs 10 1 25

School 1 0 1

Other 17 11 11

Undefined 15 13 25



Job Fairs/ Partnerships with Colleges and Universities With healthcare facilities across the country vying for the same pool of candidates, a strong

presence at University and College Job Fairs is fast becoming a favoured method to make direct

contact with students pursuing careers in healthcare.

To date, CKHA's participation has centred on our immediate geographical area, specifically the

University of Windsor, the University of Western Ontario, Fanshawe College and St. Clair

College.

The 2018 CKHA Nursing Job Fair, we invested $1,188.94 into expenses such as the hall rental,

signage, prizes, decorations, giveaways, and radio advertising. With the help of CKHAs Twitter

and Facebook accounts, the 2018 Nursing job fair reached 23,467 people. A total of 210 students

attended the session and 25 candidates were successfully hired. CKHA has experienced

increasing success with personalized recruitment. One on one meet and greets with candidates

who prefer to come to our organization and tour our facility. They have the opportunity to walk

and talk with employees they many be potentially working with and are able to ask questions.

The ability to experience the culture in person has proven to have more of an impact with

candidates.

Student Placement Follow Up To take better advantage of student placements, anticipatory hiring is seen as a recruitment

strategy requiring further investigation. Throughout their placement, Alliance staff have the

opportunity to ascertain whether or not a student is interested in pursuing full-time employment

upon graduation. In working with the Communications department, a marketing package similar

to those used during Job Fairs, including an application for employment, is given to potential

new hires.

By having a clear understanding of anticipated vacancies due to retirements, expected leaves of

absence, etc., we can present opportunities for future employment to interested students before

they return to school. An annual celebration open house is held for RN students (April) and RPN

students (July) nearing the end of their placements. They will be informed of career

opportunities, have the chance to chat with nursing staff and the recruitment advisor, and enjoy

some refreshments. CKHA presents the students with information about benefits, working

conditions and share some success stories of current employees.

Databases At the Alliance, we utilize recruitment databases for an optimal outcome of applicants. Indeed,

HFO Jobs, Chatham Kent Municipality, and CKHA’s websites are constantly being updated with

our current job postings. We have had great success hiring candidates from the named websites

and will continue to maintain it as a strong resource. To date, 42 employees have been recruited

through the use of online databases in the present year.

Where Are We, and Where Do We Want To Be? Being able to promote a strong community, in addition to a desirable work environment, can

give CKHA an edge in our overall recruitment efforts. Steps taken to take advantage of this

position and to address our current and future staffing level issues include:



Facilitating and/or participating in job fairs, both locally and regionally, to highlight CKHA as a healthcare facility focused on patient and family-centred care with an overall patient

satisfaction rating of 92% (2018)

Undertaking awareness/partnership develop campaigns with education institutions (e.g. universities and community colleges) to help promote our professional practice environment,

including leading edge and state-of-the-art technology

Focusing recruitment initiatives to target hard-to-fill vacancies Co-ordinating joint advertising initiatives with local healthcare organizations to promote

Southwestern Ontario as a centre of excellence in such endeavours as manufacturing,

agriculture, education, electronics and skilled trades, which helps support a complete family

approach to our recruitment efforts

Purchasing web posting subscriptions to targeted healthcare websites Investigating various professional/technical search firms for national and international

recruitment initiatives

Expanding the use of Social Media sources to communication job openings, future opportunities and news/events related to CKHA.

Taking a longer-term look at recruitment opportunities, and in an effort to expose secondary

school students to the possibilities of careers in healthcare sooner, a more concentrated effort is

being made to work with guidance counsellors and youth organizations. Through presentations

and printed material, the Alliance is looking to provide the additional information needed to help

these students make course choices earlier on that support pursuing a healthcare profession.

CKHA participates in high school cooperative education programs, where complete work

placements in various areas of the hospital. CKHA also participates in ‘Take Your Kid To Work

Day’, whereby a diverse and interactive program exposes grade 9 students to various types of

healthcare careers that exist in the hospital.

Suitability Profile

CKHA has recently partnered with the Self Management Group to provide a psychometric and

cognitive assessment testing, which has become a valuable tool during the recruitment process

for leadership positions. All shortlisted manager-level or above candidates will complete the

Management POP (Predictor of Potential) assessment. The test is customized for each position as

it provides insight to the candidates’ leadership and communication style, motivation skills,

emotional intelligence, and more. It is administered online and completed prior to an interview to

ensure there is no delay in the recruitment process. It also includes a telephone debriefing period

with our Self Management consultant to review and discuss the results with the hiring Director

and Human Resources.

For other non union positions, there is the option of using the Fluid Cognitive Assessment, which

examines the applicant’s ability to understand new situations and solve problems without the use

of existing knowledge and experience.



The Future of Recruitment CKHA plans to adopt the OHA Behaviour-Based Interview Model/Framework. This framework

developed by the OHA follows significant research into best practice in Healthcare

recruitment. The interview and assessment content is based on core competencies but requires

candidates to demonstrate their level of competency through an experience based behavioural

interview. This framework will ensure more consistent recruitment as well as the recruitment of

candidates that are the best possible fit for the organization and role.

A series of literature searches and reviews, giving particular attention to selecting and retaining

the right staff were conducted.

Many organizations boast that staff are their most important assets, yet many organizations have

not paid sufficient attention to their recruitment practices (i.e. recruiting the right people for the

right jobs).

In an issue of Healthcare Financial Management, Quint Studer identified four steps that not only

help the initial recruitment process, but should also result in a significant decrease in new

employee turnovers.

Use pre-screening to select for organizational fit. Ensure candidates are willing to support and model the organization's values. Skills can be taught, but attitudes can be hard to change.

Use behavioural-based interviews to ensure job and skill set fit. Using behavioural questions during the interview to address job and skill set increases the likelihood of hiring someone

who is a great fit within the organization.

Use peer interviews to ensure cultural fit. Involving employees in the selection process increases "ownership" of the new hire. Employees are more likely to support a new hire if

they were involved in making the recommendation.

Hold 30 day and 90 day conversations (see Appendix B) to improve new employee retention. Statistics show more than 25% of employees that leave an organization do so during the first

90 days. By asking structured questions (e.g. What's going well? Which employees have

been helpful?), organizations can reduce new employee turnover by as much as 66%.

The Impact of Millennials

The Human Resources Professionals Association created a White Paper entitled “HR &

Millennials: Insights Into Your New Capital”.

The White Paper indicates that Millennials, are individuals who were born between 1980 and

1995. They have very specific needs and wants and as such are often and perhaps unfairly

described disloyal, highly self-interested and even as lazy.

Understanding the needs of Millennials is extremely important in order to not only recruit

successfully but to retain talent. Millennials have a great deal to contribute but are motivated by

different things then their co-workers from another generational category. Looking at Canadian

millennials specifically Deloitte found that 61% of Millennials said they would leave their

current employer within the next four years. This weak attachment to the employers or job may



be seen as disloyalty, but should be more accurately viewed as choice to move to an employer

who better meets their need and expectations.

Millennials are the largest generation in Canada and are approaching key lifestage milestones.

Yet they’re still intertwined and influenced by the generations before them.

Millennials are also a demanding generation that wants a more balanced, healthy lifestyle, and

they want to be more informed about companies, their products/services and their business

practices.

In 2018, 35% of Canadian Millennials live with their parents, See below for some more

interesting Millennial facts.

2014 Stats Canada Study Shows Percentage of Total Population (Millennial, Gen X, Boomers)

Source: Virtuo HR, Oct. 2018

Boomers (1946-1964)

Gen X (1965-1979)

Millennials (1980-1995)

CKHA Generations as % Total Workforce

36.1%

23.7%

38.9 %



Millennials are expected to exceed 11,000,000 by the year 2040. Now more than ever employers

need to be ready to meet the needs of Millennial staff. This reality if even more apparent where

employers had positions that have traditionally been very difficult recruit. The chart below

outlines that the average age of new hire employees into our most difficult to recruit positions

are Millennials, therefore there is a strong need to present a work experience that will entice

them to work and here, and convince them to stay.

Average Age of New Hires at CKHA (3 Most Difficult to Recruit Positions)

2015/2016 2016/2017 2017/2018

RN 31.95 34.07 33.69

Reg. Tech (DI, Nuc.) 27 33.6 n/a

Ultrasonographer 25 30 35.67 Source: Virtuo HR



Millennial Facts



According to David Colleto of Abicus data, research has shown that the top 5 ways Employers

need to think about work as it pertains to the needs of Millennials:

1) The fundamentals still matter to Millennials; need to ask:

i) Is the employer or organization one that I can be proud of?

ii) Can I perform at my best?

iii) Is my work fulfilling and enjoyable?

iv) Am I and those around me treated well?

2) Millennials need the tools to succeed. Millennials want training and development

opportunities to be successful. Also Millennials need technological tools, they have grown

up with technology and have a strong desire to be utilizing modern technology. Millennials

need to see a clear path for advancement.

3) Communicate Openly and Frequently, feedback is wanted regularly even weekly, which is

more than twice the need of any other generational group. They are looking for a coach, not

a boss.

4) Collaboration and Variety. Millennials are attracted to less hierarchial organizations, with

less management structure and more team structure. Millennials want to have some control

over decisions that affect them.

5) Employers should tell their story, let Millennials know who you are and what you stand for.



The information above outlines the extent to which most organizations have been responsive

to the needs and values of Millennial staff and the extent to which they are ready for the

challenge of recruiting Millennial staff. CKHA fits with

the trend outlined above. CKHA will move forward

with ensuring education occurs with all of Leadership

within the organization to ensure a stronger understanding

of the Millennial generation and the needs/wants that will

that allow CKHA to better satisfy them and retain them.

According to the HRPA only 20% of Millennials want

a promotion even if it would negatively impact their

personal lives. So essentially 80% of Millennials would

not be interested in a promotion if it impacted their

personal life. This will be a significant challenge ahead

for employers that are hoping to promote from within the

organization into Leadership roles. Engagement of staff

who are now Millennials into future Leadership roles may

prove quite challenging, unless the organization can adapt to the needs of Millennials.

‘Just Culture’ at CKHA

CKHA supports a ‘Just Culture’ approach to healthcare management.

According to the ANA’s (American Nursing Association) position statement on Just Culture,

traditional healthcare culture has held individuals accountable for all errors or mishaps that befall

patients under their care.

By contrast, a Just Culture recognizes that individual practitioners should not be held

accountable for system failings over which they have no control. A Just Culture also recognizes

many individual or “active” errors represent predictable interactions between human operators

and the systems in which they work. However, in contrast to a culture that touts “no blame” as its

governing principle, a Just Culture does not tolerate conscious disregard of clear risks to patients

or gross misconduct (e.g., falsifying a record, performing professional duties while intoxicated).

In testimony before the United States congress, Lucian Leape, MD, member of the Quality of

Health Care in America Committee at the Institute of Medicine and adjunct professor of the

Harvard School of Public Health, noted that “Approaches that focus on punishing individuals

instead of changing systems provide strong incentives for people to report only those errors they

cannot hide. Thus, a punitive approach shuts off the information that is needed to identify faulty

systems and create safer ones. In a punitive system, no one learns from their mistakes” (Leape,

2000).

As an alternative to a punitive system, application of the Just Culture model, which has been

widely used in the aviation industry, seeks to create an environment that encourages individuals



to report mistakes so that the precursors to errors can be better understood in order to fix the

system issues.

When errors occur at CKHA whether in nursing/clinical or in any area of the Hospital, CKHA

will apply the concept of Just Culture in determining how to move forward. A strong Just

Culture in an organization will lead to more errors being reported, which can result in better

patient outcomes, process improvements and a workforce that is less fearful of making errors and

feel more supported. Leadership and frontline staff will be provided increase education

regarding ‘Just Culture’ in order to increase awareness and imbed the culture into the workplace.

Nursing Shortage

If no policy interventions are implemented, Canada will be short almost 60,000 full-time

equivalent RNs in 2022, according to the Canadian Nurses Association.

The total nursing workforce is Canada is now more than 348,000. Unfortunately, the rate of RN

growth is still lagging.

Source: CNO

http://cna-aiic.ca/



Source: CNO

Table # 4 summarizes Recruitment and Workforce Planning recommendations. (page 15,16)



Recommendation Actions/Status Resources Timeline

1 Further develop marketing/branding specific

to recruitment to send a strong, consistent

message of what it's like to work at CKHA,

what differentiates CKHA from other

healthcare providers in Ontario

Continue promoting CKHA's strong affiliations with U of Windsor, UWO, St. Clair College

Updated three Fact Sheets – "Our Community", "A Look at CKHA", and "Why Nurses Pick CKHA" – as needed

Human Resources

Communications

Ongoing

2 Develop a proactive recruitment strategy

around regular part time schedules

Implement part time master rotations Investigate opportunity for composite positions internally

or with external partners

Human Resources,

Clinical Managers,

Unions

3 Adopt a competency-based a/o behavioural-

based selection methodology to support

corporate model and increase validity of the

selection process

Implement OHA Behavioural Based Framework , in

collaboration with managers to determine core competencies

and interview questions

Human Resources

Managers

April 1, 2019

4 Ensure selection committee is comprised of

appropriate cross section

Adhere to amended policy regarding the structure of the interview panel, references for interview leaders, familial

relationship policy

Look for opportunities to include patient advisors on more interview panels than stipulated in policy above

Human Resources

5 Develop new programs through best practice

research into recruitment incentives to help:

- compete with other healthcare

organizations for a shrinking pool of

candidates

- optimize the use of limited recruitment $'s

- attract candidates from outside the

immediate geographical area

Maintain an HRIS with applicant tracking Review possible upgrades to E-Recruit systems to improve

user experience of the applicant system.

Increase use of social media Use of employee referral program as needed Engage student placements through the use of meeting to

educate them on future employment opportunities, benefits,

working conditions and CKHA

Human Resources-

consider reintroduction

of Recruitment

Incentives for

Registered Ultrasound

Technologists,

Registered

Technologist (Nuclear

and DI) & Registered

Nurse

Done

6 Just culture implementation Provide training to staff and Leadership on Just Culture and

put processes in place to embed the Just Culture concept

into workplace practice.

Human Resources/OD

7 Develop, foster and maintain partnerships

with learning institutions

Continue to work closely with established collaborative programs between St. Clair College, U of Windsor,

Lambton College

Org Dev/Human

Resources/Professional

Practice




Promote single point of contact and access for students to ensure students and staff have a clear understanding of

each other's role in the education process

8 Implement strategy to attract and retain

Millennial staff - provide for opportunities to create better work life

balance

- provide more flexible work arrangements where possible

- provide Leadership with Generational Training, so they have a better understanding of all

- generations, but in particular Millennials, so they can better respond to their needs.

- provide opportunities for collaboration and teamwork as much as possible.

- focus on training and development of all staff, including Millennials

- provide up to date technology for Millennials to complete their work.

- focus on avenues to ensure Millennial staff will have feedback at regular and consistent

intervals.

Human Resources/OD Ongoing

Table #4: Recruitment/Workforce Plan Recommendations



Background

The 2007 Hospital Sector Nursing Plan Report was developed with the support of a grant from

the Ministry of Health and Long-term Care and reflects the 2006/07 Fiscal Year. The report was

designed "to provide senior nurse leaders and their colleagues with a valuable source of

information depicting the current state of nursing within their organizations".

The 2007 Plan goes beyond nursing human resources (e.g. FTEs, head counts) and includes

"nursing leadership infrastructure, access to advanced practice nursing roles, manager span of

control and strategies to address the orientation and education needs of current and future nursing

staff".

In reviewing data submitted, four main areas for further discussion emerged. This summary is

taken directly from the 2007 Hospital Sector Nursing Plan Report.

1. Nursing Human Resource Planning: The impending retirement of not only those nurses at

the point of care, but also nurses who are currently in administrative roles is clearly evident in

the Nursing Plan data presented here. Strategies for leadership succession planning are required

along with recruitment and retention strategies at the point of care.

2. Manager Span of Control: Manager span of control was frequently identified by nursing

leaders during the consultation process as being a key area for ongoing monitoring. Currently,

approximately 35% of managers are accountable for direct reports at more than one site.

Analysis revealed statistically significant correlations between the number of manager direct

reports and areas such as RN overtime, sick time. These will be key areas for investigation and

dialogue as we consider strategies to address recruitment of nurses in administrative roles.

3. Casual, Overtime and Agency Hours: The amount of nursing hours provided through agency,

overtime and casual categories remains quite significant, although there are significant decreases

in the amount of agency and casual hours reported. These areas would benefit from an in-depth

root cause analysis of this significant utilization issue, within organizations and provincially, in

order to determine the best strategies to address optimal use of nursing human resources.

Published by the Advisory Board Company, the Health Care Advisory Board's most recent

report on Hardwiring Right Retention (2001) suggests the following strategies can be effective in

retaining a high-performance workforce:

Standardized Behavioural Screening: It is very important to hire someone that fits the

department, organization and community to minimize early turnover due to mismatched

expectations.

On-boarding: Providing employees with many different opportunities to establish

professional and personal relationships helps to develop ties that weather the transition

into the new role, organization and community.

RETENTION PLAN



Root Cause Analysis of Turnover: Tracking and analyzing turnover rates at the

department level can help identify necessary action plans to improve retention.

Educating frontline supervisors and managers on identifying flight risks and providing

assistance with retaining high-risk employees is important.

Healthy Workplace, Worklife, and Wellness Programs Providing a healthy workplace plays a key role in recruitment and retention. According to the

Canadian Centre for Occupational Health and Safety (CCOHS), "workplace health is a

comprehensive and integrated approach to health which focuses on the general population at a

workplace and the organization as a whole. It addresses a broad range of health issues including

physical and psychosocial, environment, health practices, personal resources, etc. through

programs, policies and practices".

Work-life strategies can include, but are not limited to: alternative work arrangements, flexible

or self-scheduling, telecommuting, compressed work week, flu shot programs, emergency

childcare or on-site childcare services, job sharing, and employee counselling services.

Depending on the nature of the work, some strategies may not be feasible.

In Graham Lowe's article, Are you ready to tap older workers' talents?, published in the

February 2006 issue of HR Reporter, he noted encouraging older nurses to delay retirement by

even six to 12 months, or to return to work part-time after retiring, could help manage the

anticipated nursing shortage; however, "the quality of working conditions will be a deciding

factor" for a nurse to delay retirement or to come back part-time. Late career initiatives are

important to not only help offset the surge in retiring baby boomers, but also to help integrate

new grads and offer assistance as preceptors and mentors.

Through NRCC, conducted at CKHA in FY 2016/17, staff were asked to rate their work and

family/personal life. Responses to this question from the Overall Report (Chatham and

Wallaceburg sites combined) are listed here.

Source: NRCC Survey - 2016- 2018

11.3 % Poor

25.2% Fair

37.4% Good

20.1% Very Good

6.1% Excellent



While it is encouraging to see 63.6% responded positively to this question, this response rate,

indicates some improvement may be required.

The mechanisms and strategies implemented at the Alliance to support a positive worklife

culture and promote worklife balance include healthy workplace strategies, addressing fatigue

and stress levels and providing a confidential way for staff to raise issues. Examples include:

Stress Reduction/Mental Health: Employee Assistant Plan (EAP); conflict management training; bullying awareness and reporting procedures; Domestic Violence Awareness; Safe

Rooms; on-site fitness facility; meditation sessions; serenity room; CKHA reads bookclub

Healthy Eating: Nutritious lunch offered through Café Grand; Weight Watchers; healthy eating contests and challenges; weight management challenges; on site farmers market

Friday’s; healthy eating demonstration

Smoking Cessation: Smoke-free property; National Non-Smoking Week campaign and events; Occupation Health and Safety directs interested staff to community resources for support in

becoming smoke free.

Physical activity: On-site fitness facility; secured bike lock up to promote cycling to work; yoga class; walking Wednesday group;

Comprehensive or Other: Healthy Lifestyles webpage; Annual Health and Wellness Fair; Annual Breast Health Campaign; Pastoral Care services; wellness resources in the on-site

Library; Blood Pressure Clinics

Healthy Workplace Measures and Monitoring: Absenteeism; overtime; staff satisfaction

surveys; injury statistics; EAP usage; on site confidential counselling- Single sessions;

medication usage;

General: Healthy Workplace Policy; opportunities to work from home; job share, master

rotations for part time employees, late career initiative for nursing; modified work programs

through Occupational Health and Safety; comprehensive Attendance Support Program; annual

and quarterly recognition of perfect attendance

CKHA adopted The National Standard of Canada for Psychological Health and Safety in the

Workplace (the Standard) – the first of its kind in the world, is a set of voluntary guidelines, tools

and resources intended to guide organizations in promoting mental health and preventing

psychological harm at work.

Launched in January 2013, it has garnered uptake from coast to coast to coast, internationally

and across organizations of all sectors and sizes.

By following the National Standards outline, organizations get a uniform method to sustain a

psychologically safe and healthy workplace. By identifying and eliminating hazards that could

potentially put a worker at psychological risk, we foster a culture that promotes psychological

health and safety. At CKHA we are implementing more wellness programs to encourage a lively

work life.



Whistleblower

In 2017, CKHA launched an anonymous whistleblower hotline, operated by a third party

company. The service is available online and by phone 24/7; written submission can also be

made. This new service provides a vehicle for staff to report unethical, unlawful, or inappropriate

behavior. Like a “Neighbourhood Watch” system, the whistleblower hotline ensures a safe and

secure workplace. The use of a third party hotline is a leading practice and is meant to

complement, not replace other established reporting mechanisms. The hotline is intended to

apply to situations where standard hospital reporting mechanisms are not appropriate or where

reporting methods do not result in an outcome that is acceptable to the reporting individual.

Workplace Violence and Staff Safety CKHA holds the heath safety of staff is a high priority, this includes endeavoring to achieve a

workplace free from Workplace Violence and Harassment. CKHA has a Workplace Violence

Committee that meets quarterly to discuss matters of workplace violence prevention, provide

feedback on matters that relate to workplace violence prevention. The committee is comprise of

staff, management, union representation and the CEO.

A significant number of advancements have been made in recent months to improve the safety of

staff at CKHA such as:

-Patient Flagging and Patient Identifier for patients with history of acting out behaviour (AOB)

- Senior Leadership Team has given approval to move forward with Personal Alarm systems

-Signage will be added to patient areas outlining CKHA commitment to ‘Zero Tolerance’ for

verbal or physical abuse.

-Security presence has been increased in the ED department, a security staff present on the unit

24 hours per day. Additionally increase of access controls to area of ED to allow staff access

only.

-If a staff member is the victim of a violent event, they are contacted by the CEO.

-A Mock Code Silver drill was completed within the hospital with the cooperation of Chatham

Police Service. Also table top Mock Code Silver drill were held throughout the hospital on the

units.

-E-Learning module to refresh staff on the CPI/Non-Violent Crisis Intervention tips for de-

escalation.

-CKHA has adopted and will implement the National Standard for Psychological Safety and

Health in the Workplace.

Employee Engagement National Research Council Canada (NRCC). It was implemented in 2016 to revitalize the culture

and identify the areas we need to focus on to improve relationships, teamwork, and

communication. The goal is to measure engagement in order to gauge the overall work

experience at CKHA. To date, levels of employee engagement at CKHA have remained fairly

constant with a response rate that is consistently above the Ontario average



Five specific questions are used in the survey to determine employee engagement levels. At a

time when employee retention is as much a concern as recruiting the right talent in the first place,

it was somewhat reassuring to see that 60% of staff are “proud to tell others I’m part of CKHA”

It is important to note that CKHA results improved in all but one of the five categories.

A comparison of 2016 and 2018 results against the Average of Ontario Community Hospitals is

provided in Table # 5.

Engagement Questions 2016 2018

ON Community

Hospital Average

Proud to tell others I am part of

the organization

59.1% 62.6% 70.4%

Values Similar to the

organizations

56.9% 61.1% 66.1%

Organization inspires the best job

performance

34.4% 43.8% 50.0%

Look forward to going to work 53.8% 57.1% 66.9%

Satisfaction with current job 61.1% 60.0% 72.6% Table # 5: NRCC CKHA Scorecard, 2016 vs. 2018 vs ON Community Hospital Average

CKHA- OVERALL RATING- “Rate This Hospital As A Place To Work”

Overall, staff have a personal sense of accomplishment and are willing to put in effort beyond

the normal expectation to help CKHA succeed; however, there are clearly other areas that must

be addressed in terms of retaining our workers. CKHA average over the three quarters following

the initial survey is 66.77%.



Overall Rating of Employee Engagement (2016 through 3 waves of NRCC Surveys)

Against The Ontario Community Average.

As the above NRCC Survey results have shown CKHA has a strong level of employee

engagement which has improved over the last several waves. Against the Ontario Community

Hospital Average, it is also evident that there is room to continue this growth.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Engagement Theme

2016 Wave 1 Wave 2 Wave 3 ON Emp Community Hosp Avg



On-boarding New Employees

General Orientation Successful learning transfer during general orientation can enhance staff retention. However,

there is also the potential for information overload given recommended and/or mandatory

training.

Organizational Development continues to redevelop the general orientation program to better

meet the needs of staff, volunteers and physicians coming to the Alliance.

General Orientation includes an introduction to the President and CEO, Vice Presidents, and the

Alliance's Code of Conduct, Mission, Vision and Values. A review of emergency codes,

infection prevention and control, ethical decision making, patient privacy and confidentiality,

accessibility at CKHA, occupational health and safety, patient and family-centred care/service

excellence, and just culture and patient safety. In addition, orientees tour the hospital and learn

about the Alliance’s Violence in the Workplace and Code White procedures, Outlook, Intranet

and Internet training, eLearning and the eZone, on-site Library resources, proper lifting

techniques, and healthy workplace initiatives.

Preceptor and Mentor Programs Implementation of both mentors and preceptors contribute to a healthier work environment,

which is a key factor in retention and recruitment.

CKHA has had a mentoring/preceptorship program for a number of years,

With the development of the Interprofessional Education, we now have formal mentors

identified in each of the clinical programs. Mentorship arrangements are an important way to

give nurses, especially new nurses, knowledge and skills that promote professionalism and create

a healthy workplace.

In 2007, CKHA engaged the services of the Registered Nurses Association of Ontario Centre for

Interprofessional Excellence in order to provide training to enhance preceptorship skills of our

nursing staff.

Preceptors have received education on leadership best practices with emphasis on the

competencies and behaviours that support employees in their role as preceptors. At CKHA we

have implemented the Best Practices Spotlight Organization (BPSO) initiative. It provides the

opportunity to positively impact patient care through the guidelines of the Registered Nurses’

Association of Ontario (RNAO).

It is believed that new employees in mentoring and preceptoring relationships feel more

comfortable with their ability to handle their work. We have strong commitment to the nursing

department and many other jobs have benefited from mentoring and shadow programs. Our

current student placement opportunities consist of:

Laboratory – Medical lab technologist, medical lab assistant Mental Health – social work (bachelor’s and master programs)



Therapy Services – OT, PT, OTA, PTA Diagnostic Imaging – MRT, Ultrasound Respiratory Therapy Ortho Technicians Pharmacy (pharmacists, pharmacy technicians) Biomed technology Paramedic and Advanced Paramedic Peri-operative Nursing Office Administration – Health Services Registered Nurse (RN) Registered Practical Nurse (RPN) Medical students Medical residents

In addition, mentors and preceptors have an opportunity to gain confidence in their leadership

abilities.

Leadership Bootcamp A recent change to our leadership on-boarding has been initiated. The former process had new

leadership staff receive a toolkit with an outline of various departments that they should book

meetings with during their first few weeks with the organization. It was found that since this was

a self-guided process, it was not as consistent as it might be. We decided to trial a facilitated

program that takes place in the classroom in half day sessions over the period of approximately

five weeks. In the session the new leaders are trained by the subject matters experts in areas of:

Occupational Health & Safety, Human Resources Processes/Responsibilities/Labour Relations,

Organizational Development, Quality & Inter-professional Practice, IT Support, Communication

& Community Engagement, Payroll & Staff Right, Finance/Decision Support, Supply Chain

Management, Utilization/Bed Management, Security & Emergency Planning, and Space &

Environment. The feedback from the group of 6 new managers has been extremely positive,

they indicated that “they do not know how they would be doing their jobs without it”. Our

existing management staff were also invited to attend any session they felt they would benefit

from, and a number of the sessions were very well attended by our existing managers as a

refresher. This trial was very successful and we have implemented this format into all of our

new leader onboarding. Upon successful completion of Leadership Bootcamp, participants

receive a Certificate of Completion from the CEO.

30 and 90 Day Conversations with New Hires Quint Studer*, named one of the "Top 100 Most Powerful People" by Modern Healthcare

Magazine, introduced the "Honeymoon Quiz" in 2004 and updated in 2016. The quiz consists of

four questions managers should ask of new hires within the first 30 days. Studer states that by

engaging new hires in several one-on-one conversations during the "honeymoon phase" of their

employment, managers can see a reduction in staff turnover of up to 66%.

Somewhere within the first 90 days of employment, the "honeymoon" ends and reality starts to

set in. This is when managers need to do more than pass their new staff in the hall with a casual,

"how are things going".



By holding conversations, managers have the opportunity to let new hires now you are glad they

are a part of your team, and that you value their input and perspective. A template for asking the

five questions identified by Studer is available in Appendix B.

"Getting people on board during the first 90 days is critical to their long-term tenure with your

organization", says Studer. The five questions contained in the "Honeymoon Quiz" are

"designed to ask specific and relevant questions" that will help managers identify what is

working well so those actions and behaviours can be duplicated across the organization. It also

provides an opportunity to identify shortcomings, so they can be remedied.

Studer adds, "not only do the meetings go a long way toward securing long-term relationships

with your hard-won new talent, they can also serve as a vehicle for gaining insight into your

organization".

*Note: Quint Studer is a former hospital president and has over 20 years in healthcare.

Employee Rounding In Hardwiring Excellence Quint Studer notes "most employees don't leave an organization

because of pay or benefits – or even because they want to leave the healthcare industry. The

number one reason they leave – 39% of employees – is because they have a poor relationship

with their supervisor. What staff want in a leader is approachability; to work 'shoulder to

shoulder'; tools and equipment to do their jobs well; appreciation; efficient systems; and

opportunities for professional development".

With experience in coaching more than 400 healthcare organizations, the Studer Group has

found "Rounding for Outcomes is the single best way to raise employee satisfaction, loyalty, and

ultimately attract and retain high performing employees. It's a practice that helps employees feel

they have purpose, are doing worthwhile work, and are making a difference. It increases

employee retention by providing that which is important to them".

Simply stated Rounding for Outcomes is "the consistent practice of asking specific questions to

obtain actionable information". Such as –

To build relationships – How's your family? Did your daughter graduate last week? To learn what is going well – What is going well today? To reward and recognize colleagues – Are there any staff or physicians I need to recognize

today? Can I recognize someone today for being helpful?

To identify process improvement areas – What systems can be working better? To repair and monitor systems – Do you have the tools and equipment to do your job? How

long did it take you to find an IV pump today?



Performance Measurement and Feedback

Personal Excellence Program- PEP

All staff of CKHA receive formal feedback on their performance through an appraisal and goal

setting document called the Personal Excellence Program (PEP) appraisal tool. The tool features

a self-appraisal process and a parallel appraisal by the staff’s manager. The general areas that

are covered in the appraisal are:

i) Accountability & Ethics

ii) Patient and Family-Centred Care

iii) Knowledge, Knowledge Application and Continuing Competence

iv) Leadership and Relationships

v) Health Promotion/Health Education

The PEP tool provides an overall rating for the staff member by the Manager following deep

discussion in regard to the categories above, as well as discussion of the staff member’s self

appraisal of the items.

In addition the PEP tool features a process for Goal Development/Learning Plan Development.

This allows a robust discussion and development of goals for learning and development, how

goal achievement can be evidenced, and what the change in practice is expected. Additionally a

commitment to timelines for completion of goal and for check-ins along the way are established.

The PEP is completed bi-annually, in cases of outcomes that are unacceptable the PEP shall be

done annually to ensure that additional attention is given to support and monitor performance

and development.

Leadership 360 Degree Feedback Review

All staff within the organization that are considered ‘formal leaders’ in the organization (VP’s,

Directors, Managers) participated in a Leadership 360 degree review, whereby they were given

feedback from their Superior, Direct Reports and Peers. The design of the 360 Degree Review

followed the key elements of the LEADS Framework. The process also included a Self-

Appraisal by the Leader. The Leadership 360 Feedback Review along with the PEP provided the

context for the development of goal setting, both personal and professional.

Leadership Development

At CKHA there is strong focus on leadership development, both with formal and informal

leaders in the organization. Some of the training includes:

-Managing in a unionized environment – Dan Pearlman

-Mental Health First Aide certification

-Indigenous Culture Safety Training Certification

-How to conduct effective performance appraisals

-Bluewater Health Innovative Management course

-Learn2: The Leadership team at CKHA underwent several sessions of Leadership Development

facilitated by Learn2, the major topics covered were:



- How to interact with one another and our staff to find creative solutions to our issues - How to communicate to find and acknowledge the “gold” in what other people are saying - How to build a communications strategy for your department in lead up to major workplace

changes.

- Holding effective meetings.

Our leaders learned and developed significant leadership tools to use in the future.

Code of Conduct Training

Code of Conduct training has been completed for the Leadership Team. This group was

refreshed on the Code of Conduct, their responsibilities under the Code, the reporting methods

regarding violations of the Code of Conduct, as well as completing an annual

declaration/attestation regarding their compliance with the Code of Conduct, Familial

Relationship Policy and the Conflict of Interest Policy. Education has been rolled out through

eLearning, face to face classroom session

Leading At The Frontline

An education session called “Leading At The Frontline” was held on November 7th 2017. This

session was another installment of these training session that are offered to our staff that are in

leadership roles in the organization at the Frontline level (eg. Unit Clinical Leaders, Charge

Staff, Lead Hands etc.). These sessions focus on developing their leadership and communication

skills and value the key role they provide as leaders working directly with other frontline staff.

The session was lead by Cindy Mooney from Life’s Path Coaching, this session was called the

“Fragile Climb” and covered topics such as integrity & accountability, communications &

crucial conversation, conflict, as well as others. The session was attended by 23 participants.

CKHA Leadership Framework

LEADS Framework In early 2018 CKHA formalized plans to adopt the LEADS Canada

leadership framework within the organization. The LEADS framework represents the key skills,

abilities and knowledge required to lead at all levels of an organization. It aligns and

consolidates the competency frameworks and leadership strategies that are found in the public

sector and other progressive organizations. The organization’s Senior Leadership and Director’s

group have received introductory training

with plans for the remainder of the

leadership to be trained the fall of 2018 and

full scale roll out of the Leads framework

thereafter.

Mental Health First Aid Certification- CKHA continues to provide Mental Health First Aid

Certification training to our Leadership Team, with a goal of all leaders becoming certified.

The MHFA Canada program aims to improve mental health literacy, and provide the skills and

knowledge to help people better manage potential or developing mental health problems in



themselves, a family member, a friend or a colleague.

The program does not teach people how to be therapists. It does teach people how to:

-Recognize the signs and symptoms of mental health problems.

-Provide initial help.

-Guide a person towards appropriate professional help.

Indigenous Cultural Safety Collaborative Learning Series- This education has been provided

to a number of Management and frontline staff. The National Indigenous Cultural Safety

Learning Series is an ongoing series of webinars on Indigenous cultural safety hosted in

partnership with Provincial Health Services Authority (PHSA) and Southwest Ontario

Aboriginal Health Access Centre (SOAHAC). Our goal is to facilitate opportunities for

networking; collaboration and shared learning by bringing together key stakeholders

provincially, nationally, and internationally. This training has provided a deeper understanding

of the indigenous population that CKHA serves.

Effective Performance Appraisal Training- Training was provided to Formal Leadership team

regarding effective performance appraisals, and best practices as it pertain to performance

appraisals. This education gave managers the tool they need to ensure more focused and

meaningful performance reviews with their staff.

Innovative Management Leadership Training- This course which has been provided to a

number of CKHA’s Managers is facilitated by Blue Water Health and has a curriculum that is

aligned with the LEADS capabilities. The foundational sessions provide an opportunity for

participants to learn more about themselves & their unique styles and strengths, and how these

two perspectives impact their leadership. Topics range from the nuts and bolts of Human

Resources and Finance, innovations in Lean, Occupational Health and Safety, a Leader’s role

ensuring effective Communication, and Coaching for Results and Relationships

Leadership Self- Learning

Harvard ManageMentor- In effort to provide additional leadership development for our

Formal, Informal and emerging leaders CKHA has engaged with Harvard Manage Mentor. This

is a premier on-demand learning and performance support resource for leadership and

management skills development. This on-line tool takes our leaders through on-line modules

that will support leadership performance, learning and development

and education on teaching and mentoring. This will be rolled out in

the fall of 2018 and will contain both mandatory and optional

educational modules for our leadership to access. The learning will

be underscored further through topical discussions, activities and

exercised monthly at Leadership Forum, these will be aligned

with the modules assigned for that month of the program.



Reward and Recognition Recognition involves providing ongoing informal feedback on performance, engaging in formal

performance evaluations, celebrating years of service, and celebrating new learnings and

accomplishments at the personal, unit and organizational levels. Rewards can take the form of

special assigned projects in an area of interest, on- and off-site educational events, fun events or

personal thank you notes.

When staff were asked "What makes you feel valued", and "What inspires you to do your best",

they overwhelmingly responded a manager or co-worker simply saying "thank you" for a job

well done is what makes them feel they are recognized and valued.

A Task Team was established to develop a refreshed program based on the concept of instant

recognition and the final result was a coming together of that concept and Patient and Family

Centred Care/Service Excellence. The program – You Make a Difference – builds on the

philosophy that every individual has the ability to a make a difference. Employees are able to

reward a staff member, volunteer, or physician for doing something exceptional for their peers,

patients, or visitors. By simply sending a card stating the act of kindness; the employees feel

rewarded.

In addition to the day-to-day opportunities all of us have to recognize and thank each other a

series of more formalized events has also been developed. In-house activities such as summer

BBQs, Giving Thanks Continental Breakfast. Smoothie Bars, Christmas lunch, and Perfect

Attendance Breakfast provide senior leadership with an opportunity to "be of service" to staff as

they serve, meet and greet staff. Some departments have also developed recognition activities

specific to their units.

The Alliance Awards of Excellence presents the opportunity to recognize and honour CKHA’s

staff, physicians, volunteers, and teams who exemplify excellence in our healthcare environment.

Introduced in 2004, candidates are nominated by their peers to obtain an award to honour their

efforts and dedication. Such categories consist of the Mission Award, Vision Award, Values

Award and Team Award.

Awards are also presented to staff for “Compassionate Caregiving” and “Patient Safety”.

The Alliance Awards outlined above are presented at the Annual Rewards and Recognition

Banquet. At the Banquet staff are also recognized for their length of service with the

organization with the presentation of a CKHA pin for years of service of 5years, 10 years, 15

years, 20 years, 25 years, 30 years, 35 years, 40 years, 45 years and onward. Retirees are also

recognized at the banquet for their service with the organization. The recognition program also

allows all retirees and staff celebrating 20 years of service or more to select a gift from the

recognition catalogue.

The Perfect Attendance Program, recognized staff that have been fortunate enough to achieve

perfect attendance. Quarterly prize draws occur to recognize those who have achieved perfect

attendance in the previous quarter. An annual recognition breakfast and celebration occurs for

staff that have achieved perfect attendance for the previous year.



Although not always thought of as a means of recognition, the investment the Alliance makes in

staff training and development, and now tuition reimbursement have become significant as both

a recruitment and retention tool as evidenced by the number of companies that offer this as an

employee perk under Training and Skills Development.

Table #6 summarizes Retention Planning recommendations. (Page 30)



Table #6: Retention Plan Recommendations


1 Review current workloads and assess

effectiveness of staff to patient ratios

NRT, float pools to promote worklife

balance

Review alternative scheduling options, as needed Assess potential of introducing Part Time Master Rotations

in Nursing (RN & RPN) where appropriate

Human

Resources/Clinical

Manager and Unions

2 Implement an on-boarding program Introduce 30- and 90-day interviews with new hires and transfers

Look for opportunities for the enhancement employee orientation program and leadership Bootcamp

Organizational

Development/Human

Resources

3 Perform root cause analysis of turnover and

determine strategies to help reduce potential

recurrence and identify flight risks

Exit interviews Onboarding feedback from 30 and 90 day interviews

Human Resources

4 Implement a 360° system for performance

measurement and feedback

Introducing 360 for leaders

Develop formal 360 system for leadership development using the LEADS capability framework

Revise current performance evaluation tool to enhance timely and appropriate feedback

Human Resources

5 Reaffirm/introduce staff rounding and daily

huddles are occurring organization-wide

On a daily basis, ascertain staff feedback on: - what is working well - are there individuals that should be recognized - do staff have the tools/equipment needed to do their job - is there anything as leaders, management could do better - is there anything else management should know

safety concerns

Managers

6 Develop tools to reduce sick time, and

overtime, and improve overall wellbeing of

staff

- Develop wellness strategy to improve mental health in the workplace and raise awareness/promote the benefits

of good nutrition and physical activity

Occupational

Health/WeRCKHA and

Human Resources

7 Annually review CKHA's formal reward and

recognition programs; recommend changes

as needed

Implement reward and recognition working group recommendations to build a culture of appreciation

Refresh “You Make a Difference” program

WeRCKHA



Background Statistics Canada shows the population aged 65 and over

in Ontario has continuously increased each year, starting

in 2013. The population of people aged 55 and older is

11,253,482 in Canada with nearly 4.3 million living in

Ontario. For the first time in census history, the population

age 65 and over has surpassed the population under age 15.

The detrimental effect on our healthcare system from this ever increasing number is two-fold.

An aging population means there will be more people requiring the care and services provided by

our hospitals, but many of the healthcare workers will soon be retiring. Employers will need to

adapt to these changing demographics and will need to address such aspects as "knowledge transfer,

employee retention, the health of older workers, and continuous training for employees".

According to the 2017 OHA Benchmarking Survey, 35.6% (decreasing since 2009- 47.58%) of

healthcare workers are in the 50+ and age bracket. However, workers aged 30-34 is vastly growing

with a rate of 12.77%. It presents the opportunity for employees to enhance their skills and grow

along side the hospital. These workers require the necessary training and direction to reduce

turnover and succeed within their position. This supports the importance of succession planning.

Succession planning is increasingly seen as a growing influence in determining an organization's

success. When effectively undertaken, succession planning ensures a hospital's current employees

are capable and trained for new leadership roles, and are ready to replace departing employees or to

fill new roles as an organization grows.

CKHA will use both the LEADS Canada Leadership Framework and the OHA Succession Planning

Resource Guide to help further develop current Succession Planning.

What is Succession Planning? The Human Resources Professionals Association defines succession planning as "the identification

and development of an individual, or a small pool of individuals, with the skill, attributes and

experience to fill specific roles". The OHA states "succession planning looks at an organization's

long-term needs to ensure a capable group of individuals are on board to meet the needs of the

organization". As the highest percentage of healthcare workers are in the 50-54 age bracket, and

those healthcare workers get closer to the average age of retirement, it is important to have a

retirement plan in place to replace them.

Succession planning establishes the defined process an organization uses to ensure leadership

continuity for all key positions, by developing activities that build personnel talent from within.

Succession and workforce planning are closely related. While workforce planning looks at the

workforce as a whole (e.g. size, distribution, composition) in terms of meeting future demands,

succession planning focuses on the people. "Both types of planning should occur simultaneously

and should be integrated so that consistent assumptions about the future are made."

SUCCESSION PLAN



To assist healthcare organizations, the OHA’s 2016 Benchmarking Survey has identified an active

approach to succession planning:

Focus on skills and competencies Focus on development Always be recruiting Look to youth Look to diversity Plan for the future

To accomplish these goals, the organization will need to focus on education and training, management

skills, performance, short-term and future potential, developmental needs, and mentoring. Through the

use of individual Personal Develop Plans, which form part of the Personal Excellence Program (i.e.

performance measurement and feedback system), the Alliance will be better able to identify potential

leaders from within the organization and to support their individual plans.

Who should be Involved in the Process and What are Their Responsibilities? When considering who should be involved in the succession planning process, an organization

should identify key and/or critical positions to ensure these positions are covered in case of an

unexpected vacancy. Of the hospitals that participated in the OHA's 2016 Benchmarking Survey,

and have a formal succession planning process in place, the following were involved:

CEOs Vice Presidents Chief of Staff Director/Managers of Human Resources Directors and Managers Learning Research and Professional Practices Organizational Development Departments Senior Management and Supervisors

Eighty-four percent of organizations that have a formal succession planning process in place tie that

process to the organization's strategic business plan.

The OHA suggests the following 5 steps to

Succession Planning in the Succession

Planning Resource Guidebook :

Source: OHA Succession Planning Guide



Step 1: Identify Key Positions

Talent management, and integrated succession planning, begin by assessing the value of the

position within the organization. A role with significant impact on the delivery of current or future

strategy is a key position. A key role may have multiple employees in the position.

Key positions can be found in several categories (i.e. executives, clinical, technical) and the

rationale for inclusion, which would indicate how the position makes a defined and necessary

contribution to the organization, should be considered. Generally, positions included in succession

planning are those that have significant importance in strategic and operational decisions that affect

the organization's success. Key considerations should be: Strategic Impact, Turnover Risk,

Financial Impact, Difficulty to fill.

To assist organizations in identifying the Job, Role and Function of the positions to be considered,

along with the priority and rationale, the OHA suggests using a simple table, like the one below.

Job/Role/Function Priority Rationale

Managers

Directors

Executive Leaders

Each key position can be assigned a priority (high, medium, low) to indicate the order in which

positions should be analyzed. This could provide insight into possible immediate concerns and/or

gaps that should be earmarked for immediate action.

Step 2: Identify Knowledge, Skills, Abilities (KSAs) and Competencies

Identify the KSAs and competencies required for these key positions.

Some ways to identify key capabilities:

Interview stakeholders and job incumbents.

Conduct focus groups to gather insight and feedback from key talent, and the direct managers of key positions.

Develop a leadership competency model for the hospital; gather insight from expert panels, executives and leaders.

Administer ‘360-degree’ feedback surveys to gauge agreement with proposed KSA’s and competencies, and also gather insights from the broader employee population

Step 3: Assess People

Match these KSAs and competencies to the capabilities of the existing workforce ensuring that

those identified as “high potential” are truly interested in accepting a higher position and with it the

demands and expectations of the role.

In recent years, the number of organizations driving competency-based processes has increased,

fuelled by the need to:

Have a talent management framework to facilitate mobility and development

Simplify and integrate people processes with the talent management framework to improve clarity for employees and reduce inefficiencies



Set a clear performance goal for the entire organization

Focus on the right people, retain and develop them as future leaders accentuated by: − The desire to retain top talent

− The need to identify future hospital leaders

− The need to drive functional excellence across the organization

Therefore, many organizations develop, debate and approve specific leadership competencies to

support their talent management and succession planning practices. The leadership competencies

selected are behavioural descriptions of the knowledge, skills, and personal characteristics needed

to perform key elements of a leader’s role in order to accomplish organizational objectives. A

leadership competency framework that incorporates behavioural indicators and descriptors is a key

tool to assess, select and place candidates into leadership roles; identify high-potential talent;

evaluate performance; and design leadership development experiences.

OHA member hospitals use a variety of competency frameworks such as the OHA Competency

framework, the LEADS capability framework and various other competency tools that are

available.

CKHA has adopted the LEADS framework. Leadership competencies are general descriptions of

behaviours and skills needed to successfully perform a particular job. While job descriptions

traditionally list tasks or functions, competencies list the core abilities required to carry out the tasks

or functions so they are measurable.

As a member of the LEADS Collaborative, LEADS Canada shares the mission to develop, support

and sustain LEADS-based leadership capacity for health system transformation. As the leadership development services centre of the LEADS Collaborative, LEADS

Canada recognizes that to build leadership capa

Documents

Human Resources Plan - CKHA · highly skilled people. This includes strategic succession planning and leadership development activities. Working together this highly skilled workforce