Human Resource Planning

First Nations Health Managers Conference

Nov. 23, 2011

Carol Hopkins, Executive Director

National Native Addictions Partnership Foundation

Introductions

• Tell us something about you:

– Your name

– Your role as a First Nations Health Manager

philosophy

Approach to planning

Guidance for managing personnel policies

Establishes Identity / culture of workplace

Anticipate and respond to current and future human resource needs

Human Resource Planning is....

It is not the personnel policies and procedures

Planning Framework

Health Needs & strengths

Health Strategy

Staffing Model

values

Human

Resources

Plan

Agenda

1. FNHM Competency Framework

2. HR Management Competencies

3. HR Competency Indicators

4. Developing Your HR Plan

This presentation is available on the FNHM website.

FNHM Competency for HR Planning

• Strategy for matching the size and skills of the workforce to organizational needs. Human resource planning assists organizations to recruit, retain, and optimize the deployment of the personnel needed to meet business objectives and to respond to changes in the external environment. (FNHM)

Impact of Services

• List all the ways that you know your program or services makes a difference for the health and well-being of the people you serve

• What are the key factors that create these result?

Plan for tomorrow but

LIVE for today …celebrate where are and how far we have

come

HR Management Competencies

4a) The ability to assess human resource needs of the community-based health organization.

4b) The ability to strategize and create human resource management plans.

4c) The ability to recruit and select qualified

employees.

4d) The ability to train and supervise staff and boards

to achieve organizational goals.

4e) Knowledge and abilities to mentor and coach his or her staff to promote professional development.

ASSESSING HUMAN RESOURCE NEEDS

What’s the Difference?

Leading Managing

“Leadership’s first

commandment –

Know Thyself!” Harvard Business Review

Dec. 2001

Someone Who Brought Out My Best

What did it feel like to be with her/him?

What did s/he do to make these feelings occur?

www.6seconds.org

www.self-

science.com

Transformational Leadership

Transformation leaders…

• Builds trust

• Acts with Integrity

• Inspires others

• Encourages Innovative thinking

• Coaches People

• Extra Effort to do more than expected

• Effective across the whole organization

• Satisfaction in relationship with others

• Transformational leaders created greater alignment with strategic visions & missions.

• Transformational leadership skills predict individual and group performance.

• Transformational leadership has been found to explain between 45% and 60% of organisational performance.

• Transformational leaders created greater unit cohesion, commitment, and lower turnover.

• Transformational leaders created safer work environments

How will the future be

impacted by what we do

today?

Assess your Transformational Leadership Skills

Multifactor Leadership Questionnaire

www.mindgarden.com

Another resource tool: Leadership Self Assessment

Managers

“The manager asks how and when;

the leader asks what and why.”

“How & When” questions:

• How should information be reported – in what format, by who

• How will we monitor human resources

• How will the organization use its resources for staff recruitment and retention

• How will services be designed and delivered

• When will certain types of information be needed

• When will certain actions be taken

“What” questions: • What do we hope to achieve through our role in service delivery

• What will be achieved through the resources of the organization

• What are the expectations for the organization from all stakeholders

• What are the strategies that will best meet the stakeholders expectations

• What legislation, professional certification / licensing obligations does the program / organization have to its stakeholders

• What are the things that will tell the board/organization its on the right track... That is actually making progress towards its vision

Why Questions

• Why do things one way or another

• Why is the organization achieving the results that it is

• Why is the organization not achieving the expected results

• Why does the organization choose the strategic direction it does

Ways to Assess HR Needs • Establish Indicators for monitoring HR

• Use the information you collect on the indicators to plan – Performance Appraisals – what jobs are being done

now and which ones are being done well or not done at all

– Competency Assessments – do you have the right knowledge and skills among your positions

– Community Health Assessments

– Assess the current positions against what is needed to address health needs

Indicators for monitoring Human Resources

• Staff retention

• Rate of Staff turnover

• Amount of Sick days used / preventative health care

• Staff Competency

• Staff Satisfaction

• Staff Supervision

• Emerging health needs – population health data

27

Honouring Our Strengths: Systems Model

CREATING A HUMAN RESOURCE MANAGEMENT PLAN

We seldom think of what we have,

but always think of what we miss

Challenges

Do we have the

courage to go

beyond the

challenges to

make change

where change is

possible?

Do we have the

courage to draw

on our collective

strengths as

Indigenous

peoples

Do we tell our

future we were

too afraid to

change

Workforce with

many needs

Reconnecting to

culture

Creating a path for

the future to

follow

Natural support

networks

Oppression &

Colonization

Ancestors who

ensured our future

Past Present Future

Managing Human Resources

Respect for the Past & understand Possibilities for the future

Excitement & Courage

Vision

Belief

Relationships & Partnerships

Change Cycle

Key components

Recruitment & Selection

• Organizational chart – map of all staff, indicates various levels of staff

• Statement about legislation / licensing compliance

• Provides guidance for: – where to post job ads

– Who might be involved in interviewing

– How to structure the screening, reference checks and interview process

COMPETENCY INDICATORS

1. Establishes a communication and feedback

system that keeps everyone informed while

maintaining confidentiality where appropriate.

2. Organizes and divides workload and tasks.

3. Develops human resource management plans.

4. Maintains awareness of Canada Labour Code, human rights

and privacy legislation, and scopes of practice.

5. Develops, updates and enforces personnel

policies and procedures.

Useful Feedback?

Future

(vs past)

Descriptive

(vs judgmental)

Essential

(vs trivial)

Purposeful

(vs general)

6. Allocates time and financial resources to

training and development opportunities for

self and employees.

7. Provides guidance and coaches employees to achieve or surpass performance standards.

8. Facilitates staff to participate in decision-making.

9. Conducts performance appraisals of staff at

least annually.

Retention Strategies

• Its all about how to maintain relationships!

– Giving feedback through performance appraisal

– Investing in growth and development

– Ways to address issues

– Priorities for training

– Policies and incentives that go beyond the personnel policies and procedures ... These are actually ways of demonstrating your philosophy, values and commitment to the workforce

Leadership

• Your leadership ripples outward…. Include others. Leadership is about influencing others and supporting the discovery of their strengths. Engaging people to do their job and go beyond takes practice… and even the practice has considerable impact.

• Define workloads and divide tasks… seems like a luxury!

Employee Engagement • Employee Engagement is facilitated by 6

characteristics

• Employee engagement will impact on the outcomes for your clients/community

curiosity

Trust

integrity

compassion

engagement

Client success

courage

commitment

Engagement

0%

20%

40%

60%

26%

51%

23%

Marcus Buckingham, First Break All the Rules

“We don't see

things

as they are,

we see things

as we are.” - Anais Nin (1903 - 1977)

Like a stream, our organizations are

only healthy when life is flowing…not

overflowing and not stagnant.

Likewise, we must be aware of what

drains our organizations…what

human resource issues takes away our

optimism and energy?

Great Managers / Supervisors create Engagement by....

• Select employees for talent vs. Skills / experience

• They set clear expectations

• They set the right outcomes vs. The right steps

• They motivate people – building on people’s strengths rather than trying to fix their weaknesses

• They develop people (First Break All the Rules by Marcus Buckingham)

What creates employee satisfaction?

Most managers would say its money & research says its not!

It’s all about communication

When employee frustration has built and lasted over time it usually gets channeled through demands for increased salary and change to work hours

Addressing salary and work hours is equal to dealing with symptoms rather than the root cause

Satisfaction

HR Critical Success Indicators

Staff Turnover: 11% Average length of employment was 7.8 years Avg. use of sick days: 61 % or 7 days

Differences from Satisfaction Survey

• Perception issues changed by providing concrete information

• Policy changed to address worker stress related to use of sick time

• Shift schedule changed to improve work life balance

• Resulted in the creation of a holistic health assessment tool developed by the staff

0% 50% 100%

Management

Support/Admin

Treatment

PerceivedSupport forProfessionalDevelopment

ActualExpenditure

Employee Satisfaction with Support for

Professional Development

0 2 4 6

Responsiveness

System

Competency

Client /

Community Focus

Worklife

5

4.9

5.1

5

5.7

5.7

5.4

5.9 Organization

Average

National

Average

2006 Accreditation Quality Indicators

10. Applies disciplinary procedures for staff infractions as

needed.

11. Develops an organizational wellness plan.

12. Encourages First Nations people to seek

health careers.

13. Ensures orientation to the organization and

its partners.

High Trust Low Trust

List 1 or 2 people List 1 or 2 people

List characteristics for these people / how would you describe them

List characteristics for these people: how would you describe them

How do you behave around these people

How do you behave around these people

Relationships

“No pessimist ever

discovered the secrets of

the stars, or sailed to an

uncharted land, or

opened a new heaven to

the human spirit.”

Helen Keller (1880 – 1968)

What would happen if you started treating the low trust people with your high trust behaviors

Building Trust

Can we embrace differences…

Workforce Growth

Qualifications & Belief in a Purpose

Education Partnerships Certification Inclusion

• 50% more likely to have lower turnover

• 56% more likely to have higher-than-

average customer loyalty

• 38% more likely to have above-average

productivity

• 27% more likely to report higher

profitability. Marcus Buckingham, Fortune Magazine

Value of Caring

Op

tim

ism

50% of time

wasted is due to

lack of trust.

John O. Whitney,

Director, Deming Center for Quality Management

TIE

Optimism is about

Time

Isolation

Effort

Pessimism is illustrated here: “Those people never get along, and

they’re never going to get better, our efforts will fail, and there is nothing we

can do about it!”

It isn’t the great big pleasures that count the most, it’s making a great deal out of the little ones. Jean Webster.

5

10

15

20

Smal

l hos

pita

l

Mis

sion

/Pur

pose

Rela

tion

ship

s

Job

oppo

rtun

ity

Com

pens

atio

n

Stre

ss

Wei

ghte

d Fr

eque

ncy

Reasons given for staying and leaving

reasons for staying reasons for leaving

Retention Causes

Freedman & Wojick, Magnet Team Climate Survey, 2004

© PhotoAlto - do not duplicate

Define the strengths needed

to make your human

resource plan work for

your

organization/community.

Decide how you will help

others to engage?

Examples of Strengths

• Understanding that employee’s are the key to achieving good client outcomes so employee’s become a “partner to the organization”

• Employee’s review policies, recommend ratify changes annually

• Employee’s partner with the organization to fund employee training outside the annual plan

• Employee’s are surveyed about all organizational changes pre and post changes

“If your actions inspire

others to dream more,

learn more, do more and

become more, you are a

leader.” John Quincy Adams

Creating Courage

Future Excitement Possibilities Opportunities

Creator gave us

Tomorrow to

Make a

Difference….

If tomorrow

Cannot be any

Different than

Today…then

What do we

Need tomorrow

For?

What are you

Passionate

About?

What are your

Hopes for our

People?

What do you

Stand for?

Vision is

Not created or

Bound by

limitations

Vision includes

All possibilities

….beyond our

imagination

Timing

Risk

Unknown

Creating

Look Far…See Beyond the

Challenges…Imagine the

Possibilities

What is Quality Improvement

What does quality improvement mean to you?

Define one thing that your organization has done lately with the intention of improving quality?

What led you to believe it needed improvement?

Accreditation Canada

Like a prop drives a ship; the Goal of Human Resource Planning

is to work to create a turbine-like force that helps fuel continuous

development and improved quality of services.

“In the long run, we

shape our lives and

we shape

ourselves. The

process never ends

until we die, and

the choices that we

make are ultimately

our responsibility.” --Eleanor Roosevelt

Contact Information for copies of Holistic Performance Appraisal, Staff Satisfaction Survey, copy of

Human Resource Plan

chopkins@nnapf.org