Halton Healthcare Services Corporation Workforce Planning at Halton Healthcare Services

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1 Workforce Planning at Halton Healthcare Services 1

2 Session Overview Session Description In this session, we will explore how Halton Healthcare Services (HHS) designed and implemented a collaborative approach to workforce planning to support the construction of a brand new hospital in Oakville. This session will review the workforce planning model and methodology, stakeholder inclusion as well as position control and reporting. Takeaways from the session How to build a workforce planning model that works for your organization Identify what information/ data points you need to move forward, as well as what systems/technology to leverage What stakeholders will impact your success How to engage your union partners in the process How to integrate workforce planning into your recruitment strategy and HR operating plan as a whole (leveraging Employee Engagement survey results to inform and design interview templates)

3 Agenda Halton Healthcare and our history NOH our biggest capital project Introducing Workforce Planning at HHS Vision, Planning and Design Stakeholder Engagement Elements informing our Model Informing our HR Practice Recruitment, Retention, Employee and Labour Relations, Union Management and Change Management Lessons learned for our future capital projects 3

4 Halton Healthcare Services Milton District Hospital - Oakville Trafalgar Hospital - Georgetown Hospital Our sites serve over 300,000 residents 4

5 About us! 2500 Overall Employee Headcount (5-Year Trend) At fiscal year end of 2014, HHS had roughly 2300 employees. On average, the hospital workforce has been expanding by 115 new employees every year, which is equivalent to an average annual growth of 8.1% / / / / /14 5

6 Gender Distribution Employee Gender Distribution 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 10% 10% 6% 10% 11% 90% 90% 94% 90% 89% 2009/ / / / /14 Male Female 6

7 Age Distribution 300 Employee Age Distribution / / / / /14 0 7

8 Turnover Data 8% 7% 6% 5% 4% 3% 2% 1% 0% 6.2% Turnover Trend (5-Year Period) 6.7% 7.4% 6.2% 6.3% 5.3% 2009/ / / / /14 Turnover Average 8

9 Potential Departures Potential Retirements based on Employee Age Distribution in 2013/14 (22% potential retirements) Under

10 Oakville Trafalgar Memorial Hospital After 65 years of operations, the current Oakville Trafalgar Memorial Hospital will close in December

11 11

12 Features and Design 12

13 Workforce Planning at HHS 13

14

15 Workforce Planning and Design Our Vision To design and operationalize a comprehensive talent strategy that will supply the organization with a stable workforce today and beyond. The aim of this strategy is fiscally aligned, driven towards clinical performance and positive patient outcomes. Our Guiding Principles Our workforce is aligned financially and to patient volumes Our workforce is designed and managed using our Model of Care/ Service Standards Our recruitment and retention efforts ensure the right talent for the right roles 15

16 Elements Informing Workforce Design Elements informing Workforce Planning Volume Mapping Approved Staffing Budgets Position Control 16

17 Elements Informing Workforce Design Volume Mapping Engaging Decision Support Volume Mapping Approved Staffing Budgets Position Control 17

18 Elements Informing Workforce Design Budgets Engaging Finance Volume Mapping Approved Staffing Budgets Position Control 18

19 Elements Informing Workforce Design Position Control Engaging Professional Practice and HR Volume Mapping Approved Staffing Budgets Position Control 19

20 Workforce Planning Report The purpose of a multi year workforce plan is to create a comprehensive document that outlines successful workforce planning practices from the past and incorporates an array of new strategies into the process of future planning. The HHS Workforce Planning Report ( ) includes: Defining and Understanding Workforce Planning Selecting Methodology/Approach for Workforce Planning Outlining the Context and Assumptions Continuous Monitoring and Improvement of the Quality of Care External Environmental Scan PEST Analysis Organizational Profile (current and future state) Program Profile s 20

21 Workforce Plan Report Program Program Overview A summary of each major program or department at HHS Workforce Growth Analysis of Current State and Trends Future State Statistics Turnover Trend Volunteer Statistics (where applicable) Achievements and Improvements Projection of Future State and Directions 21

22 Strategic Workforce Planning Model Identify key evaluation indicators both quantitative and qualitative Have assumption changed since the beginning? Outline assumptions at the beginning Environmental Scan Develop / Implement Strategies Detailed description of how we engaged client groups, internal staff, and board members in the process of planning Develop comprehensive action plans with diversity of strategies - involve other HR departments Test action plans and find out if that s the direction that the organization wants to take Engage departments in discussions and ask for their feedback throughout the process

23 Strategic Workforce Planning Model Service Delivery Map and Model of Care Input Inquiry Will your service change from current state? Will your staff model change to respond to operating requirements? What staffing skill distribution is required for you to be successful? What are you mission critical roles?

24 Guiding Principles Guiding Principle Element Staffing Ratio What is the appropriate distribution between full and part time staff? Skill / Experience Distribution Potential Departures Staffing Compliment Alignment Internal Transfer External time to fill 70% Full time 30% Part Time Abbreviated Recommendation Skill / Experience match patient and operational needs Continual review of Talent identification of potential retirements and leaves Roles align with: Volumes Budget Model of Care Scheduling Staffing Acceptable vacancy rate of 4% to 6.5%. 4% is the trigger to manage and negotiate release dates Roles filled externally need to be filled within 60 days (time posted to time candidate accepts) Employee and Labour Relations Wherever possible seek partnership opportunities that are in keeping with our mission and core values. Preserve employment when looking for efficiencies Achieve savings through attrition, redeployment and scheduling changes wherever possible. 24

25 Strategic Workforce Planning Model Current State, Future State and Gap Analysis Position Titles 2013/14 FTE 2015/16 FTE Sum of FTE Gap 2013/14 HC 2015/16 HC Sum of HC Demand Gap CLINICAL RESOURCE NURSE PATIENT CARE MANAGER REG PRACTICAL NURSE REGISTERED NURSE UNIT CLERK PROGRAM TOTAL

26 Sample Dashboard - Continued Turnover Trend (5-Year Period) 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% 5.4% 6.0% 8.9% 7.4% 2009/ / / / /14 6.6% 6.3% 5.1% Turnover Average Organizationwide Turnover 26

27 Strategic Workforce Planning Model Stream One: Staffing variances suggest deployment of Recruitment Strategy Action Planning Stream Two: Staffing variances suggest Retention Strategy Stream Three: Staffing variances suggest deployment of Employee and Labour Relations Strategy

28 Informing our HR Practice Recruitment Change Management Retention Union Relations Employee and Labour Relations 28

29

30 Position Control

31 Recruitment Strategy tactics and tools

32 Recruitment Continuum 32

33

34 Pharmacy Engagement What we know about engagement for Pharmacy: Culture of negativity Need professionally mature candidates with a high EI quotient Optimism is important Initiative takers Confidence Resiliency Need someone that can help give focus/direction 34

35 Pharmacy Engagement Items to consider for interview questions: Someone that can negotiate with a team Collaborative Problem solver Customer service focus Understand work environmental pressures 35

36 Pharmacy Engagement Sample Interview Questions: When was the last occasion that you had to use your negotiating skills to bring about a resolution that was in everyone s best interest? Describe the things you consider and the steps you take in assessing the sustainability of a newly implemented idea or initiative. 36

37

38 Employee and Labour Relations Strategy Plan Act Do Check 38

39 Employee and Labour Relations Strategy NOH Planning Worksheet - Human Resources Summary 60 Open Initiatives Day Priorities 0 Completed Initiative PLAN DO CHECK Schedule Task Timing Reviewed by: Priority Timeline 1 (1-3 (Critical) (High) Status Initiative Task Responsibility Union Date Target months) 2 (4-12) 3 Close (Medium) (Low) Opened Date (12+) Date Status Date NOH Projects ACTIONS EFFECTIVE? Yes No Labour Communicationto Union Other Projects 39

40 Union Management

41 Union Management Our Goal Seek partnership opportunities that are in keeping with our mission and core values. Preserve employment when looking for efficiencies. Achieve savings through attrition, redeployment and scheduling changes wherever possible. 41

42 Union Management Our Strategy Union Management Engage Early Engage Often Present the BIGGER Picture Engage in the Design and Process 42

43 43

44 Top Messages Messaging to Staff The opening of the NOH is an exciting opportunity for all staff, physicians and volunteers of OTMH and HHS at large. As we plan for the move to NOH, our guiding principle in Human Resources is to preserve employment and ensure a stable workforce to support our patients and their families. With few exceptions, the service you provide today or the patients you care for today will remain unchanged in NOH. OTMH staff for the large majority will follow their patients or the services they currently provide, just in a new geographical location. 44

45 Resources to Support Conversations Managing Change: Change Communication Checklist 45

46 Lessons Learned 5 major lessons learned: 1. Advocate for your HR Practice 2. Create relationships with supporting business areas 3. Define and declare your purpose 4. Engage unions early and regularly 5. Have a solid communication plan 46

47 What s next for HHS? 47

48 What s next for HHS? https://www.youtube.com/watch?v=lq7jmj1 PPeU 48

49 Questions?

50 To create with, and for, the community

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