Our People Strategy
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Because We Are Stronger Together
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Alberta Health Services
CLEAR VISION. SHARED
PURPOSE. COMMON GOALS.
A SAFE, HEALTHY AND
INCLUSIVE WORKPLACE.
EXCELLENT LEADERS.
EMPOWERED PEOPLE.
Our People Strategy: Because We Are Stronger Together
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Table of Contents
Executive Summary ................................................................ 4
The Why of Our People Strategy.............................................. 6
The Who of Our People Strategy.............................................. 8
Our Vision and Values.......................................................... 10
The How of Our People Strategy............................................ 12
The What of Our People Strategy........................................... 14
Our People Strategy Actions.................................................. 19
Measuring Our Success......................................................... 23
High Level Action Plan........................................................... 26
Appendix.............................................................................. 31
Acknowledgements............................................................... 34
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Alberta Health Services
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Executive Summary
Our People Strategy will make our work more
meaningful to each of us and improve the health of
Albertans.
Whatever your role at Alberta Health Services, it’s important to providing quality
health care to Albertans.
Dr. Verna Yiu
The collective skill, talent and wisdom our workforce brings to Albertans’ health
form the core of Our People Strategy. Our workforce has exceptional depth and
breadth: some 131,000 employees, physicians, midwives and volunteers in
hundreds of cities, towns and rural communities across the province.
Their work is as diverse as life itself, ranging from prenatal and pregnancy care
to palliative and end of life care to immunization and public health to emergency
care and renal treatment. It includes building and running hospitals and health
centres, searching for new knowledge and adopting innovation—in every aspect
of our work.
For the past two years, AHS has explored how our workplace can become
stronger and healthier—Our People Strategy outlines how we will do that.
Todd Gilchrist
The views and experiences of some 60,000 people throughout AHS helped
shape Our People Strategy. They told us they want to be safe, respected and
empowered. They want to know where our organization is going and why. We
heard they want to understand how their contributions bring us closer to our
goals. And they want to feel respected, valued and supported at work.
With that in mind, Our People Strategy has four priorities and two goals.
Our priorities are:
• Clear vision. Shared purpose. Common goals.
• A safe healthy and inclusive workplace.
• Excellent leaders.
Dave Bilan
• Empowered people.
Our goals are:
• A safe, healthy and valued workforce and, in turn,
• Improved patient and family experiences, quality and safety.
Our People Strategy: Because We Are Stronger Together
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These goals go hand in hand. When health care workers are highly engaged in
their work, their patients’ outcomes and experiences improve.
Our People
Strategy
embodies
our vision:
Healthy
Albertans.
Healthy
Communities.
Together.
Our People Strategy is one of four foundational strategies that guide AHS’ efforts
to sustain safe, high-quality health care in Alberta. The other three are Patient
First, Information Management and Information Technology, and Clinical Health
Research, Innovation and Analytics. Our People Strategy addresses a critical
success factor for the other three strategies: an engaged workforce connected to
our collective efforts to improve Alberta’s health care system.
Our People Strategy will reach its goals through a concrete, three-year course of
action that will:
• S eek front-line leaders’ advice on issues and initiatives affecting their teams
and their communities.
• Clarify
the roles of corporate teams (such as Finance, Human Resources and
Information Technology) so front-line leaders can focus on their teams, and on
our patients and their families.
• S trengthen the support leaders need to communicate and engage more
effectively.
• Increase workplace health and safety.
Priorities
• C
lear vision.
Shared
purpose.
Common
goals.
• A safe,
healthy and
inclusive
workplace.
• Excellent
leaders.
• Empowered
people.
• Simplify how we identify, develop and assess our leaders.
• Clearly identify how decisions are made, and by whom.
These actions will give leaders more opportunities to interact, collaborate and
communicate with their teams, and our patients and their families.
On behalf of AHS’ Executive Leaders Team, we would like to thank the many
people who contributed to Our People Strategy.
Because we are stronger together, it is vital for our workforce to feel more
connected to our organization and to know how we each contribute to the health
of Albertans. Our People Strategy is a roadmap to these goals. We look forward
to the journey to make our work more meaningful to each of us and improve the
health of Albertans.
Dr. Verna Yiu
President and Chief
Executive Officer
Alberta Health
Services
Todd Gilchrist
Vice President
Human
Resources
Dave Bilan
Interim Vice President
Collaborative Practice
Nursing and Health
Professions
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Engagement:
The degree to
which people
logically and
emotionally
connect to their
work and the
organization
they work for,
and how it
affects their
performance.
The Why of Our People Strategy
Modern life moves at a dizzying pace.
Change is constant. Knowledge is doubling every 12 months—with the pace
accelerating. And workplaces are rapidly evolving.
It is a time of complex challenges and great opportunities.
Our People Strategy details how AHS will face these challenges and opportunities
in its many workplaces. Together.
Successful and effective organizations of every size embrace and establish sound
workplace practices to engage their people. For good reason. When people are
highly engaged, their performance excels. In health care, research shows the
patient experience improves and adverse patient events decrease when workers
are more engaged.
Research confirms workforce engagement is a valid objective for Our People
Strategy. It also indicates we need a comprehensive approach to improving
engagement.
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This means paying attention to the foundations of our work (such as practices,
basic needs and the work itself), as well as elements such as empowerment,
communication and productivity.
AHS gained insight into the importance of the engagement of its workforce
through surveys in 2010, 2012 and 2014.
For example, our overall engagement level remained unchanged from 2012 to
2014, at 53 per cent. By comparison, some of Canada’s leading health care
organizations have engagement levels in the range of 75 per cent. Our recent
survey reflected a balance of positive and negative movement, rather than things
staying the same. But it also clearly indicates we have room for improvement
in our workforce. As we noted earlier, when engagement increases, worker
performance excels, the patient experience improves and adverse patient events
decrease.
We gained additional insight into workforce engagement through Our People
Strategy’s consultation process.
Our People Strategy’s action plan honours and addresses our consultation and
engagement survey findings: our people want to work together to create a healthy
workforce community where everyone feels respected, valued and supported.
Potential to be Great
Through discussions, online consultations and surveys,
people told us about the importance of communication,
collaboration, change-adoption practices and our
organizational values. Time and again, they said we have
the opportunity—and potential––to work together to
make our organization a great place to work and make a
difference to Albertans.
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The Who of Our People Strategy
AHS is Canada’s first and largest province-wide,
fully integrated health system.
We focus
on safe,
high-quality,
patient- and
family-centred
care and
service. And
we serve all
four million
Albertans.
We are Alberta’s largest employer and one of the largest in Canada. Our
106,000 employees make up four per cent of Alberta’s labour force.
Together with 17,000 volunteers, more than 8,000 physicians and nearly
100 midwives, we promote wellness, prevent disease and injury, and provide
health care. We work in hospitals, health centres, classrooms and workplaces and
focus on safe, high-quality, patient- and family-centred care and services. And
we serve all four million people in the province. Our workforce is in cities, towns
and rural communities across Alberta, which covers more than 740,000 square
kilometres and an area three times the size of Great Britain.
As is the case with other workers in Alberta, our demographics are shifting. In
2015, one-third of our employees were over the age of 50. Within 10 years,
millennials (people born between 1980 and 2000) will make up 75 per cent
of our workforce and they will bring different attitudes and preferences to the
workplace.
Our People Strategy: Because We Are Stronger Together
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Front-line
• N
urses as well as more than 20 regulated health care professions including
physiotherapy, respiratory therapy, diagnostic imaging, and laboratory and
X-ray technology make up the majority of our front-line health care workforce.
Other regulated professions include audiology, occupational therapy, speechlanguage pathology, social work and some physician groups. These roles are
complemented by non-regulated professions such as health care aides.
• M
any front-line workers are in part-time positions, which can affect workforce
supply and demand.
• T his workforce is at the forefront of efforts to transform health care service and
delivery, as well as how we deploy workers.
Support
• W
orkers in a wide range of critical roles––from contract management to
communications––who support front-line health care.
• T heir skills can often transfer to other sectors and their exit rate is double
that of the clinical workforce. We must recruit and retain this workforce more
effectively.
• A
s non-clinical roles are often removed from the front line, it is sometimes
harder for these workers to feel connected to our patients and their families.
Physicians
• M
ore than 8,000 physicians, dentists, oral and maxillofacial surgeons and
podiatrists make up AHS’ medical staff. Depending on their work, they may be
directly employed by AHS or have independent practices and businesses.
• A
nother 1,600 physicians in the community work indirectly with AHS and have
an equally important role contributing to Alberta’s health care system.
• O
ur physicians have a variety of roles, settings and relationships, creating both
challenges and opportunities.
Midwives
• A
HS funds nearly 100 midwives who provide full-scope, low-risk maternity
care. The goal is to improve access to maternity services across Alberta.
• T hey are independent health care providers who work in the community and at
AHS facilities (through AHS appointments and privileges).
• M
idwives participate in AHS programs and committees and work with AHS to
grow midwifery services in Alberta, especially in rural communities and with
vulnerable populations.
Volunteers
• Nearly 17,000 volunteers complete the backbone of our organization.
• T heir skills and commitment make a huge difference to our organization,
making them a valued part of our health care team.
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Vision
Healthy
Albertans.
Healthy
Communities.
Together.
Our Vision and Values
The foundation of Our People Strategy is built on our
vision and values.
It is about creating a workplace in which we are safe, healthy, valued, and can
reach our full potential. A workplace in which we feel the strength of working
together to improve patient and family experiences, quality and safety. Our
organizational values and guiding principles are the foundation to creating such a
workplace.
Our values guide how we behave and how we make decisions. While our vision
and mission guide us towards where we are going, and the Health Plan and
Business Plan determines what we will do, our values and guiding principles set
expectations for all of us on how we do it.
Values
Our values of compassion, accountability, respect, excellence and safety guide
the decisions and actions we take to achieve our vision.
They are the lens for how we see our organization and how we interact with one
another and with our patients and their families.
Through Our People Strategy, we will embed our vision and values in many ways.
For example, in our:
• Performance reviews.
• Decision-making processes.
• Learning and development programs.
• Sourcing, attracting and recruiting talent.
• Policy development and renewal processes.
• Communications and community engagement.
• Approach to employee recognition and celebrations.
• Approach to making changes and ensuring sustainability.
Our People Strategy: Because We Are Stronger Together
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Guiding Principles
In creating and implementing Our People Strategy, we are committed to:
• Welcoming diversity and supporting inclusion across AHS.
• Collaborating with others in AHS, and with our partners throughout Alberta.
• G
rounding our actions and decisions in AHS’ values and standards, such as
our Code of Conduct, Just Culture and Patient- and Family-Centred Care.
AHS’ Four Foundational Strategies
Our People Strategy is one of four AHS foundational strategies to achieve AHS’
vision: Healthy Albertans. Healthy Communities. Together.
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The How of Our People Strategy
Alberta Health Services’ Our People Strategy was shaped by:
• 6
0,000 people in our workforce who responded to the Workforce
Engagement Surveys, the Patient Safety Culture Survey and the Clinical
Frontline Leaders Survey and participated in professional practice vision
consultations. We also consulted extensively with 1,000 employees,
physicians and volunteers.
• T he knowledge and expertise of corporate and clinical teams across the
organization.
• T he goals of AHS’ Health Plan and Business Plan and three other foundational
strategies.
• A
literature review of the link between workforce engagement and
organizational performance.
Our People Strategy: Because We Are Stronger Together
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Go Further
Individually and together, AHS’ workforce is passionate and heartfelt about
providing the best possible health care and experiences.
t
en
M
ore
Committed to making a difference to our patients and their families every day,
they said they wanted to go further and create a workplace where everyone feels
respected, valued and supported.
Be
tte
nt care
atie
rp
Enga
ge
m
Cycle of Engagement
engage men
t
Shared Goals
AHS’ Our People Strategy aligns to a number of existing AHS strategic directions
and goals.
The Health Plan and Business Plan’s three strategic directions focus on improving
Albertans’ experience and achieving quality and sustainability. They weave
AHS’ commitment to quality into all aspects of our work.
• Ensuring quality of care in our communities.
• Partnering for better health outcomes.
• Achieving health system sustainability.
The Patient First Strategy notes that our work must reflect a patient- and familycentred approach. It discusses four sub-themes of such care:
• Promote respect.
• Enhance communications.
• Support a team-based approach to care.
• Improve transitions in care.
Common Themes
Some of the common themes we heard when creating Our People Strategy were:
• The most important thing we can do is improve health care for Albertans.
• W
orking with knowledgeable teams keeps us motivated, energized and
engaged.
• It’s important to know and respect the skills and jobs of the people we work
with.
• We want to be treated the way we treat others: with respect and equality.
• Let’s embed our values into everything we do every day.
• Be more aware of the outside influences on our organization.
• We want to speak, be heard and have our questions answered.
• W
hen we take better care of our workers, we’re able to take better care of our
patients.
• We look to leaders to interpret our role in the bigger picture.
Illustration adapted from The Relationship between Employee Satisfaction and Hospital Patient Experiences;
Forum for People Performance Management and Measurement by J. Peltier, A. Dahl and F. Mulhern.
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The What of Our People Strategy
A clear plan to reach our goals.
Our People Strategy is organized around two goals, four outcomes and four
strategic priorities, with a detailed action plan to deliver on them.
By taking this approach, we have directly linked our workforce’s needs with our
organization’s needs.
Our People Strategy is about how we support each other. It is about creating a
workplace in which we all feel safe, healthy and valued, and can reach our full
potential. Through Our People Strategy, workforce engagement will be higher,
and patient and family experiences will improve as a result.
Our People Strategy reflects and builds on much of the good work that is already
underway in the organization.
Our People Strategy: Because We Are Stronger Together
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Our People Strategy Framework
Four Priorities and 11 Broad Actions
Clear Vision.
Shared Purpose.
Common Goals.
• C
larify our vision, mission,
goals, values, priorities
and guiding principles–and
communicate them so we
all know how our work
connects to the big picture.
• I mplement supports
for leaders to meet
their communication
and engagement
accountabilities.
• M
ake decisions and
manage change in ways
that respect those involved.
A Safe, Healthy
and Inclusive
Workplace
• Provide inclusive work
environments that protect
and support physical health
and mental well-being.
• Set and endorse
expectations for
workplace health and
safety behaviours and
performance, and provide
support to meet those
expectations.
• P
rioritize physical
safety in the design and
management of our work
environments.
Excellent
Leaders.
• C
larify the leadership
behaviours and
competencies we need
and implement a talent
development program to
support leaders in meeting
those expectations.
• E
nable leaders and their
teams with appropriate
authority and services that
support their needs.
• D
evelop an integrated
approach to workforce
planning and define
our employee value
proposition to support
leaders in recruiting and
deploying the right people.
Empowered
People.
• Clarify the behaviours and
competencies we need in
our people and implement
a talent development
program to support
them in meeting those
expectations.
• Promote and provide
opportunities, resources
and supports for people
to access learning and
development in support
of organizational priorities
and local actions.
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Alberta Health Services
Four Outcomes
Improved workforce
engagement.
Improved patient safety
culture.
Improved workplace health
and safety.
Improved patient care
experiences.
Two Goals
Safe, healthy and
valued people.
Leading to
Improved patient and
family experiences,
quality and safety.
Our People Strategy: Because We Are Stronger Together
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Creating tomorrow’s attributes.
Our People Strategy will guide and direct the attributes of our workplace today
to create the attributes we have in the future.
Today’s Attributes
We care deeply about providing quality health care for Albertans.
We want to be more engaged in improving AHS’ quality, results
and value.
We can struggle to keep up with change. We want to contribute to
decisions that affect us.
We want more information, direction and support from our leaders.
Our People Strategy Role
Our roadmap to how we support each other. With it, we will
create a workplace that makes all of us feel safe, healthy,
valued and able to reach our full potential.
Builds on good work already underway and our ability to work
together in everything we do.
Tomorrow’s Attributes
Albertans will have better health care experiences.
Through engagement, we perform better and understand our
contributions to AHS.
Change is well defined, manageable and positive. We have a
voice.
Our leaders have the time, skills and resources to give us
information, direction and support.
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Our People Strategy will focus on existing work to:
• Communicate
our vision, goals and values so we know how we can contribute
to the big picture.
• Support leaders, teams and individuals with workplace health and safety.
We will focus
on aligning and
strengthening
existing work.
• P rioritize physical safety in the design and management of our work
environments.
• A
lign learning and development programs to defined behaviours and
competencies.
• E
nable leaders and their teams with appropriate authority and services that
support their needs.
• P romote and provide ways for people to access the learning and development
they need.
Our People Strategy will also:
• Give teams and leaders support to communicate and engage.
• Respect the people involved in decisions and changes.
• D
o more to provide inclusive work environments that protect and support
physical health and mental well-being.
• Define and enhance our employee value proposition.
• Promote excellence in professional practice.
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Our People Strategy Actions
The four priorities of Our People Strategy respond to the themes that emerged
from the consultation process. These priorities are supported by a detailed action
plan and reflect a comprehensive approach to supporting us to reach our full
potential, in support of our organizational goals.
The action plan is complemented by comprehensive communication and
engagement tools that will help mobilize leaders and teams to leverage the
strategy and its opportunities. The strategy, action plan and communications tools
will be published on AHS’ intranet, Insite.
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Alberta Health Services
CLEAR VISION. SHARED PURPOSE. COMMON GOALS.
Research shows organizations are more successful when their people can connect
their role and work to the bigger picture.
Our Workforce Engagement Survey identified organizational vision as the top
driver of our workers’ engagement. Our People Strategy consultations suggested
that while more than half of us feel a strong sense of engagement in our
personal efforts at work—we still have a strong desire to be more connected to
our collective efforts. This strategic priority recognizes that feeling connected to
our organization and knowing how we contribute to it are fundamental to our
engagement.
Through Our People Strategy’s action plan, we will see and experience:
• Clarity on our vision, mission, values, goals and priorities.
• Leaders supported in their communication and engagement accountabilities.
• V
isibility, transparency, communication and engagement from executive and
senior leaders teams.
• D
ecision-making that is guided by our values, patient experiences and
outcomes.
• Those of us leading change will have the knowledge and skills to do it well.
A SAFE, HEALTHY AND INCLUSIVE WORKPLACE.
We heard in our consultations about the importance of workplace health and
safety and why it must be an organizational priority supported by infrastructure,
accountability and leaders. Beyond legislated obligations, we also need to feel
safe, healthy and valued at work, wherever that may be: cities, towns or rural
communities. That means a workplace that promotes and protects our physical
and mental health.
Over the past six years, investments in our workplace’s health and safety have
resulted in significant increases in safety performance. We see room for more
improvements and will use our 2014 safety results as benchmarks:
• More than 4,000 worker injuries.
• $13.4 million in direct Workers’ Compensation Board claims.
• $37.5 million in insurance premiums.
• 25,000 days lost due to injury or illness, which is equal to 100 full-time jobs.
Safety is one of our organizational values and Our People Strategy will further
embed safety within the culture across the organization.
Our People Strategy: Because We Are Stronger Together
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Work is underway to align with the 2013 National Standard of Canada for
Psychological Health and Safety in the Workplace. We are also participating
in a national study led by the Mental Health Commission of Canada on how
Canadian workplaces are implementing the standard. This work is intended to
improve psychological safety in our environments and contribute to the growing
body of national knowledge.
A safe workplace is essential to diversity and inclusion. We will become diverse
and inclusive by ensuring all of us—employees, volunteers, physicians, midwives,
patients and family members—feel safe, welcome and valued regardless of race,
religious beliefs, colour, gender, gender identity, gender expression, physical
disability, mental disability, age, ancestry, place of origin, marital status, source of
income, family status, sexual orientation, education or diversity of perspective.
We will embed this commitment in all aspects of our work. We are already taking
positive steps. Aboriginal awareness learning is available for all staff through
MyLearningLink. In addition, our Transgender Guidelines provide guidance for
supporting employees through gender transitions. Both are examples of how we
are already proactively creating a supportive and inclusive workplace.
Through Our People Strategy’s action plan, we will see:
• Reduced
health and safety risks through infrastructure planning and improved
security at clinical sites.
• Contributions acknowledged, recognized and celebrated.
• A
renewed commitment to diversity, inclusion, cultural competency and
sensitivity.
• Greater support for workers facing chronic and serious stressors in their jobs.
• A clearer approach to communicable disease management.
• Leaders better equipped to deal with workplace health and safety.
EXCELLENT LEADERS
People told us everything we’re trying to achieve begins with leaders. Our success
depends on strong, effective and values-based leaders at every level.
We know leaders play an important role in helping us feel respected, valued
and supported at work. They are also pivotal in empowering workers to make
appropriate decisions in their jobs.
This strategic priority recognizes our success begins with strong and effective
leaders and management that reflects our values and principles.
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Through Our People Strategy’s action plan, we will see:
• A
n integrated approach to develop and support leaders that includes:
– Leadership development programs.
– Coaching, mentoring and career pathways.
– Performance review resources and processes.
– Succession management.
– Hiring practices.
• Leaders equipped with the knowledge and skills to better manage and lead
change.
• Front-line leaders more focused on employee and patient needs through
reduced administrative workload.
• Easily understood authority and decision-making to manage costs and people
resources.
• Clarity around the services provided by corporate departments such as Human
Resources, Finance and IT.
• Leaders able to identify and act on engagement and health and safety.
EMPOWERED PEOPLE
Through our consultations, people said resources and professional development
are empowering.
When it comes to making decisions that affect us, we must strike a balance
between organizational consistency, community needs and our ability to act. We
look to leaders to ensure workloads are reasonable, roles and expectations are
clear, and that we understand how we contribute to our organization’s goals.
We can do more to create learning environments that encourage problem-solving
and innovation.
Therefore, this strategic priority recognizes our value and the importance of
empowering us to be effective in our roles.
Through Our People Strategy’s action plan, we will see:
• N
ew development programs and performance review approaches to support
us.
• A
ccess to MyLearningLink from home, as well as enhanced on-site access
to learning.
• Professional practice support for our people to guide excellence.
Our People Strategy: Because We Are Stronger Together
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Measuring Our Success
The ability to clearly track progress is critical to
measuring our success.
This includes carefully selecting appropriate measures so we can evaluate
progress and celebrate successes, as well as change course should the need
arise.
Research shows us how difficult it is to demonstrate a clear cause and effect
between action and outcomes when it comes to people. While elements such as
turnover, sick time and injury rates can be accurately quantified, concepts such as
motivation, satisfaction and engagement are harder to pinpoint and assess.
With this in mind, we have identified three ways to measure the success of Our
People Strategy:
• Long-term high performance targets.
• Success measures.
• Action plan activity measures.
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Long-Term High Performance Targets
Our long-term high performance targets use Canadian health care best practices
to demonstrate progress against our goals and outcomes.
Two Goals
Safe, healthy and
valued people.
Leading to
Improved patient and
family experiences,
quality and safety.
High Performance Targets
By 2018/19
• Recognized as one of Alberta’s top employers.
By 2020/21
• Recognized as one of Canada’s top 100 employers.
• In top 25 per cent of Canadian health care employers for workforce
engagement.
• At or above national average for patient safety.
• In top 10 per cent of Canadian health care employers for lowest lost-time
injury rate.
Our People Strategy: Because We Are Stronger Together
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Success Measures
Our success measures use internal or best-practice targets to demonstrate
progress against Our People Strategy’s Strategic Priorities. Targets for each of
these measures will be established and maintained alongside development of
AHS’ Balanced Scorecard. Definitions for these success measures are provided in
the Appendix on page 31.
CLEAR VISION.
SHARED PURPOSE.
COMMON GOALS.
Increase engagement survey scores
related to organizational vision and
values.
Demonstrate improvements in the
Patient Satisfaction Survey.
Reduce the Disabling Injury Rate.
A SAFE, HEALTHY
AND INCLUSIVE
WORK PLACE.
EXCELLENT
LEADERSHIP.
Exhibit continuous improvement in
the Workforce Influenza Immunization
Rate.
Develop a workforce that
appropriately reflects the diversity of
the communities in which we operate.
Increase engagement and patient
safety culture survey scores related to
leadership.
Increase the internal talent pool of
prepared leaders.
Build leadership competency
assessed against LEADS.
EMPOWERED
PEOPLE.
Increase engagement and patient
safety culture survey scores related to
professional development, learning
culture and workload.
Increase the ratio of people
accessing employer-supported
learning opportunities.
Action Plan Activity Measures
We will regularly monitor progress on our action plan commitments, ensuring
they are completed on time and in a way reflecting the guiding principles of Our
People Strategy.
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High Level Action Plan
Four Strategic Priorities
11 Broad Actions
34 Deliverables
What we will focus on
What we will do
How we will do it
Key Statistics
• New work: nine of 34 deliverables are new (see New below). The rest call
for us to do more of existing work or adjust our approach to activities already
underway.
• Quick wins: eight of the deliverables begin to immediately address feedback
gathered through the Our People Strategy consultation (see «).
• S
trategic alignment: 20 deliverables link with one or more of the AHS’ other
enabling strategies, including Patient First Strategy, AHS’ Strategy for Clinical
Health Research, Innovation and Analytics, and the Information Management/
Information Technology Strategic Plan.
Our People Strategy: Because We Are Stronger Together
Strategic Priority Broad Action
Deliverables
Clarify AHS’
Clear Vision.
Shared Purpose. vision, mission,
Common Goals. goals, priorities,
values and
guiding principles;
communicate them
so that we all know
how our work
connects to the big
picture.
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Implementation Timing
2016/17 – 2018/19*
« New Establish a long-term vision for AHS.
Review and refresh AHS’ values,
incorporating the recommendation to include
empathy. Include accountabilities for safety.
Embed principles to guide behaviours.
Develop and implement a community
engagement and communication plan
aligning our vision, mission, goals, priorities,
values, and guiding principles.
Implement
supports for
leaders in
meeting their
communication
and engagement
accountabilities.
« Provide all leaders, particularly executive
Make decisions
and manage
change in a way
that respects those
who are involved.
Adjust the policy development and revision
process to incorporate criteria related to our
values and guiding principles, diversity, and
appropriate local decision making.
and senior leaders, with supports for their
communication accountabilities.
Use the Workforce Engagement Survey
and PulseChecks as the foundation for
an engagement program that supports
all leaders and particularly executive and
senior leaders with their engagement
accountabilities.
« New On a phased basis, incorporate an
approach to values based decision making
that considers the impact on our people.
« Incorporate front-line and, if appropriate,
patient input into the operational planning
processes.
« Establish a front-line leader advisory
council to advise on key issues and initiatives
affecting our people.
Identify the different roles required for
successful change adoption (including the
sponsor) and equip leaders with the ability
to manage and lead change utilizing our
chosen methodology Prosci.
*
Least activity
Most activity
28 )
Alberta Health Services
Strategic Priority Broad Action
Deliverables
A Safe, Healthy
and Inclusive
Workplace
Provide inclusive
work environments
that protect and
support physical
health and mental
wellbeing for all.
Implementation Timing
2016/17 – 2018/19*
Assess and take steps to close the gap
between our approach to psychological
safety and the Canadian Standards
Association Standard.
Develop and implement a recognition and
celebration approach reflecting our values
and patient- and family-centred care.
Develop and implement programs to
support people in demonstrating cultural
competency and sensitivity.
« New Engage the Canadian Centre for
Diversity & Inclusion and administer its
Diversity Census Tool.
Adjust, develop and implement programs
and policies that support people exposed
to chronic and serious stressors in the
workplace.
Set and endorse
expectations
for workplace
health and safety
behaviours and
performance, and
provide support
to meet those
expectations.
« New Include workplace health and
safety performance improvement (including
physical safety of work environments) in
operational planning processes.
Prioritize physical
safety in the design
and management
our work
environments.
Wherever possible, incorporate worker
health and safety risks into infrastructure
investments and all phases of
infrastructure projects.
« New Develop and implement a
mandatory communicable disease
assessment policy and process.
« New All leaders complete introductory
workplace health and safety leadership
training.
« New Complete a provincial review of
security in clinical settings and address
situations where people may feel
physically unsafe.
*
Least activity
Most activity
Our People Strategy: Because We Are Stronger Together
Strategic Priority Broad Action
Deliverables
Excellent
Leaders
Clarify the
leadership
behaviours and
competencies we
need and implement
a talent development
program to support
leaders meeting
those expectations.
Identify and endorse a single set of
leadership behaviours and competencies.
Enable leaders
and their teams
with appropriate
authority and
services that
support their
needs.
« New Communicate the services of
corporate departments and how to access
them.
Develop an
integrated
approach to
workforce planning
and define our
employee value
proposition to
support leaders
in recruiting and
deploying the right
people.
« New Define and enhance the AHS
employee value proposition.
) 29
Implementation Timing
2016/17 – 2018/19*
Develop and implement an integrated
talent development program for leaders
based on established behaviours and
competencies.
Review, refresh and facilitate the adoption
of delegation of authority frameworks.
« Implement and continually evaluate
improvements to corporate services and
processes.
On a phased basis, develop and
implement an integrated strategic
workforce planning approach for our
clinical, non-clinical and medical
workforce.
*
Least activity
Most activity
30 )
Alberta Health Services
Strategic Priority Broad Action
Deliverables
Empowered
People
Clarify the
behaviours and
competencies we
need in our people
and implement a
talent development
program to support
them in meeting
those expectations.
Establish an integrated set of expected
behaviours and competencies for
employees, physicians and volunteers.
Promote
and provide
opportunities,
resources, and
support for people
to access learning
and development
in support of
organizational
priorities and local
actions.
« Provide employees with access to
MyLearningLink from home computers.
Implementation Timing
2016/17 – 2018/19*
Develop and implement an integrated
talent development program for our
people based on established behaviours
and competencies.
Support, communicate and implement
excellence in professional practice.
Review provincial access to clinical
educators and professional practice
leaders and recommend opportunities to
link with them.
Incorporate on-site learning needs into the
assessment of potential infrastructure and
IT investments.
Implement a systematic approach to
learning at AHS.
*
Least activity
Most activity
Our People Strategy: Because We Are Stronger Together
(
) 31
Appendix
Success Measure Definitions
The success measures identified on page 25 will be reported on using the
following definitions. Targets for each of these measures will be established and
maintained alongside the development of AHS’ Balanced Scorecard.
Workforce Engagement
Research points to a strong relationship between engaged people and
organizational success.
Within health care, evidence shows the patient experience improves and adverse
patient events go down when health care workers are more engaged.
Currently, our workforce engagement scores measure the percentage of
employees, physicians and volunteers (three measures) who completed the
workforce engagement surveys and agree or strongly agree with statements
expressing favourable engagement. AHS compares its results internally and with
the external survey provider.
In 2014, 51 per cent of employees, 39 per cent of physicians and 84 per cent
of volunteers agreed or strongly agreed with survey statements that express
favourable engagement.
Patient Safety Culture Survey
As the psychological safety of our work environments improves, and as people
feel more valued, respected and supported, patient safety benefits.
Strong patient safety occurs when everyone feels safe, encouraged and enabled to
discuss quality and safety concerns.
The Patient Safety Culture Survey is compared against other Canadian health care
organizations and internally against past surveys.
The high performance target identified for Our People Strategy reflects an average
of two summary questions about perceived patient safety on the unit and in the
organization.
The 2014 Patient Safety Culture Survey was completed by more than 22,000
people—more than double the 2010 survey response rate.
Influenza Immunization
Our own health, and the health of our patients, matters.
Getting the influenza vaccine is the single best way of protecting ourselves, our
patients and their families from influenza.
This rate measures the percentage of the workforce immunized each year.
In 2015, 64 per cent of AHS staff, volunteers and physicians were immunized.
32 )
Alberta Health Services
Disabling Injury Rate (DIR)
A focus on workforce health and safety should result in a reduction in the number
of disabling injuries.
A disabling injury is any claim resulting in lost time or modified work.
The DIR is the count of disabling injury claims per 100 employees.
Through Workers’ Compensation Board reports, AHS compares its results across
the organization and to peer organizations in Canadian health care.
In 2014/15, 3.56 disabling injury claims were made per 100 employees.
Patient Satisfaction Survey
Within health care, evidence shows the patient experience improves and adverse
patient events go down when the workforce is more engaged.
As our workforce becomes more engaged, we can expect to see patient care
experiences improve.
This measure reflects the percentage of adult patients who rate their overall care
in hospital as 8, 9 or 10 (with 0 being the lowest satisfaction and 10 being the
highest).
AHS compares its results to previous surveys.
In 2012, overall patient satisfaction was 64 per cent, compared to 62 per cent
the previous year. In 2013/14 and 2014/15, patient satisfaction with hospital
care was 82 per cent.
Diversity
AHS strives to build a workplace that highly values diversity and welcomes and
respects people’s participation.
Diversity includes dimensions such as race, religious beliefs, colour, gender,
gender identity, gender expression, physical disability, mental disability, age,
ancestry, place of origin, marital status, source of income, family status, sexual
orientation, education or diversity of perspective.
AHS will develop the tools and capacity to measure diversity.
Prepared Leaders
Organizations with strong learning cultures tend to have strong leader
development.
This measure reflects AHS’ work to build leaders from within the organization
through succession planning, leader development, mentoring and other formal
and informal efforts.
AHS will compare its results internally and, where possible, externally against peer
organizations.
Our People Strategy: Because We Are Stronger Together
) 33
Leader Competency
Our leadership development and learning initiatives are underpinned by the
LEADS in a Caring Environment framework.
The framework is a hallmark of health leaders and health care excellence across
Canada.
It defines the key skills, abilities, knowledge and attitudes required to lead at
all levels; contributes to an effective and efficient health system; and creates
meaningful health system change.
The framework features five domains: lead self, engage others, achieve results,
develop coalitions and systems transformation. Each of these five domains
consists of four core measurable capabilities.
AHS will compare its results internally and, where possible, externally against peer
organizations.
Accessing Employer-Supported Learning
Organizations with strong learning cultures invest more in their people’s learning
and development-—and realize strong returns.
AHS will monitor the number of employees accessing employer-supported
learning, compare its results internally and, where possible, externally against peer
organizations.
34 )
Alberta Health Services
(
Acknowledgements
Executive Sponsors
Todd Gilchrist
Authors and
Core Project Team
Elaine Watson
Our People Strategy
Steering Committee
Members
Todd Gilchrist
Vice President, Human Resources
Executive Director, HR Business
Partnerships (Central & Southern Alberta)
Project Lead
Vice President, HR (Co-Chair)
Linda Dempster
Former Vice President,
Health Professions Strategy & Practice
(HPSP) (Co-Chair)
Tom Briggs
Senior Program Officer,
Planning & Performance,
Corporate Services
Jeanette Deere
Project Lead
Ambulatory SCM,
Alberta Children’s Hospital,
Former Chair of the
Alberta Clinician Council
Dave Bilan
Interim Vice President
Collaborative Practice Nursing and Health Professions
Peggy Mann McKeown
Manager,
Workforce Projects, HR
Project Manager
Deb Gordon
Vice President &
Chief Health Operations Officer,
Northern Alberta
Carolyn Hoffman
Senior Program Officer,
Quality & Healthcare Improvement,
Quality
Brenda Huband
Vice President &
Chief Health Operations Officer,
Central & Southern Alberta
Dianne MacGregor
Associate Chief Nursing Officer,
Inter-Professional Practice & Education,
HPSP
Amanda Proctor
Patient & Family Advisor
Tracey West
Manager
HR Strategy Office, HR
Deborah Rhodes
Vice President, Corporate Services
& Chief Financial Officer
Michele Rondot
Volunteer Services Manager,
Calgary Zone
Dr. Clayne Steed
Associate Medical Director,
Rural, South Zone
Colleen Turner
Interim Vice President
Community Engagement &
Communications (CE&C)
Dr. Verna Yiu
Vice President, Quality
& Chief Medical Officer
Our People Strategy: Because We Are Stronger Together
Our People Strategy
Advisory Committee
Members
Nadia Andersen
Manager,
Internal Communications, CE&C
Judy Bloom
Executive Director,
Clinical Workforce Planning, HPSP
Dr. Ann Colbourne
Senior Medical Director,
Culture, Transformation & Innovation
(CoACT), Quality
Jamie Davenport
Director,
Home Care Development,
Senior’s Health
Gert Erasmus
Senior Program Director,
Workplace Health & Safety (WHS), HR
Elaine Finseth
Associate Chief Allied Health Officer,
Inter-professional Practice & Education,
HPSP
Karmen Fittes
Director, Organizational Effectiveness,
Talent Management Strategies, HR
Our People Strategy
Action Plan
Working Group
Members
Paula Beard
Executive Director,
Patient Safety, Quality
Donna Carter
Program Manager,
Recognition, Diversity & Values,
Talent Management Strategies, HR
Marguerite de Freitas
Executive Director,
Internal Communications, CE&C
Brad Dorohoy
Senior Program Director,
Talent Management Strategies, HR
Peter Froese
Executive Director,
Diagnostic Imaging, Edmonton Zone
Barbara Brady Fryer
Karleen Gilker
Site and Seniors Manager,
Redwater
Larry Gratton
Site Manager,
Sundre
Richard Heron
Director,
Non-Clinical Workforce Planning, HR
Laura Hill
Manager,
HR Workforce Analytics, HR
Sandra Jardine
Director,
Talent Acquisition, Talent Management
Strategies, HR
Mark Kent
Executive Director,
Negotiations and Labour Relations, HR
Neil Neary
Senior Consultant,
Engagement & Patient Experience,
Quality
Dr. Lana Hawkins
Senior Practice Lead,
Psychology & Spiritual Care,
Inter-professional Practice, HPSP
Holly Knight
Clinical Director,
CoACT, Quality
Marc Leduc
Executive Director,
Innovation & Research Operations, RI&A
Glen Shortt
Director,
Centres of Expertise,
Information Technology
Colleen Mitchell
Senior Advisor,
Employee Relations, HR
Senior Provincial Director,
Knowledge Management,
Research Innovation & Analytics (RI&A)
Report Production
and Review
Terry Bullick
Publisher and Editor,
Apple Magazine
Danielle Chapman
Administrative Assistant, Internal
Communications
Kass Rafih
Executive Director,
Web Communications
Kathryn Ward
Executive Director,
Community Enfgagement
) 35
Daphne Quigley
Patient Care Manager,
Neurosciences,
University of Alberta Hospital
Jamie Rice
Executive Director,
Provincial Medical Affairs,
Office of the Chief Medical Officer
Kerry Roberts
Nursing Unit Manager,
Cardston Health Centre
Cynthia Stulp
Radiation Therapy Manager,
Cancer Control
Debbie Whitesell
Director,
Talent Development & Learning Services,
Talent Management Strategies, HR
Norma Wood
Executive Director,
WHS, HR
Marni Panas
Consultant,
Engagement & Patient Experience,
Quality
Connie Shea
Executive Director,
HR Business Partnerships
& Ability Management
Jennifer Yelland
Senior Advisor,
Occupational Health & Employee
Wellness, WHS, HR
Sandra Young
Executive Director,
Quality & Patient Safety Skills
Development, Quality
Clayton Whitney
Program Director,
CoACT, Quality
Dave Veitch
Director, Print, Video and Proactive
Media
Layout by Sherry Mumford
and Tina Houston
With thanks to our Health Advisory Councils, Provincial Advisory Councils, Patient and Family Group and Wisdom Council.
Our People Strategy
Because We Are Stronger Together
June 2016