Developmental Services Human Resource Strategy

Transcription

1 released April 2012 Developmental Services Human Resource Strategy Ontario Developmental Services Make a difference every day. Developmental Services Sector Best HR Practices Committee FINAL REPORT Prepared for the Developmental Services Human Resource Strategy Steering Committee

2 TABLE OF CONTENTS Introduction 3 Background 3 The Best HR Practices Committee 4 Process- Focus Groups 5 Deliverables 6 List of Best HR Practices in Ontario 6 A Variety of Best HR Practice Tools to be Used by Agencies 19 A Plan to Disseminate and Implement Information/Best Practices Across the Sector 19 A Strategy to Address Issues Related to the Balance of Full- Time/Part-Time Positions 19 A Compilation of Leading Practices to be Utilized in the Recruitment and Selection of Future Workforce 21 Recommendations 21 Appendix A: Members of the Best HR Practices Committee 24 Appendix B: Focus Group Participation 25 COLLEGE RECOGNITION OF AGENCY-BASED TRAINING 32 2

3 INTRODUCTION Every day in Ontario, thousands of direct support professionals assist people with developmental disabilities to live more inclusive and dignified lives. The quality of these services and supports has a direct impact on the quality of life for people supported. The human resources practices in the sector impact the ability to recruit, retain and train a professional workforce which is a critical piece of the foundation of quality services and supports. This report was developed by the Best HR Practices Committee, a subcommittee of the Developmental Services Human Resource Strategy (DSHRS), to report to the DSHRS Steering Committee on their work and future recommendations based on their findings. Background Improving Training, Recruitment and Retention in Ontario s Developmental Services (DS) Sector Deloitte s Research In order to identify the latest information available and best practices to improve recruitment, training and retention in the DS sector, in 2007 the Ministry of Community and Social Services (MCSS) engaged the firm Deloitte to conduct research on these human resources issues. The study included primary research (surveys, focus groups and interviews) as well as secondary research (literature review and a jurisdictional scan). By comparing the situation in the DS sector with leading practices in talent management, a number of gaps were identified and recommendations developed and provided. Primary research was used to gather information on the state of recruitment, retention and training in the DS sector in Ontario and to identify employees expectations and training needs that will help agencies determine ways to improve their human resources practices and position developmental services as a worthwhile career choice. Two surveys, one directed at agency employers, and one directed at agency employees, were conducted. A representative sample of Ontario DS agencies was selected and surveys were sent to employers and all employees in those agencies. About 2,376 completed employee surveys which included both those in agencies with unions and those that were non-union agencies. In total, 71 completed employer surveys were received and analyzed. In order to better understand HR issues related to agency employers, agency employees and former employees, three focus groups were also held (one with each category). In addition, interviews were conducted with stakeholders from across Ontario (experts representing employers, educators, ministry employees, umbrella organization board members and past developmental services workers). As part of the secondary research about 300 publications/documents related to talent management were reviewed and the information was analyzed in order to draw conclusions. This research was used to identify main factors that influence workforce motivation and retention and to gather information on leading HR practices in general, as well as examples of innovative practices used in other jurisdictions and similar sectors. Deloitte s research included a review of the existing literature on the topic and the experiences of other jurisdictions: British Columbia, Alberta, Quebec, New Brunswick, Nova Scotia and Newfoundland, California, Georgia, Ohio and Oregon, the United Kingdom, and Australia. In addition, the report contains a review of competitive care-giving sectors and jobs in Ontario (educational assistants, home care/elderly care providers, and daycare workers). These sectors were selected for their similarity in terms of workforce composition and talent management issues. 3

4 The results of all the research conducted by Deloitte provided the foundation for recommendations on how the DS sector can improve talent management, with a particular emphasis on recruitment, retention and training. Expert Panel on Training In 2007, the MCSS also established an Expert Panel on Training to identify essential HR issues and training standards.the MCSS selected 14 participants through a nomination process. They represented a broad range of stakeholders, perspectives and regions, including employer umbrella organizations (Provincial Network on Developmental Services, Ontario Agencies Supporting Individuals with Special Needs (OASIS); Community Living Ontario (CLO); Ontario Association on Developmental Disabilities (OADD); Adult Protective Service Association of Ontario (APSAO); family networks like Family Alliance Ontario (FAO) and the Individualized Funding Coalition of Ontario (IFCO); Francophone agencies (Le Regroupement des Partnenaires Francophones); and colleges/universities offering relevant programs. Representatives from the MCSS, the Ministry of Training, Colleges, and Universities (MTCU) and the Ministry of Children and Youth Services (the MCYS) were also included. Sector representatives had expertise in a variety of areas including HR management and planning; development of training materials; administration and delivery of training programs; and supporting individuals who have a developmental disability. The panel held six meetings in 2007, facilitated by an external management consultant. The final report was received in September, same year. During these meetings, the panel identified key HR issues and needs, reviewed relevant research and developed recommendations to address and improve recruitment, training and retention in the DS sector. The recommendations cluster around several HR practices and needs including competency-based standards, education, training and development, recruitment, retention and sector collaboration. As part of the discussions, the panel commented on the dynamics created by a changing labour force and labour shortages and on the sector s relatively low profile as a career choice. The panel concluded that new human resources management practices, including recruitment and retention strategies, career pathing, and training and development strategies, are required in order for the developmental services sector to remain competitive. In addition, the work of the sector is changing as the support needs and characteristics of individuals with a developmental disability and families change and as the transformation proceeds, HR practices must reflect and respond to these changing needs as well. The related recommendations state the need to identify human resource best practices and develop a model to share and replicate these practices across the sector and the need for use of leading practices in selection of future workers. The Best HR Practices Committee Based on all the recommendations of the Expert Panel on Training and the findings of Deloitte s research, the Provincial Network on Developmental Services in partnership with the MCSS is developing an HR Strategy to improve and maintain a quality workforce in the sector for the next 10 years and beyond. The Developmental Services Human Resource Strategy (DSHRS) was launched in The use of best HR practices will be an important part of the DSHRS. As part of the strategy, the Best Human Resource (HR) Practices Committee was established. The membership of the committee included 12 representatives from DS agencies (management personnel with an HR role in an agency in the developmental services sector), the Expert Panel on Training, and the Ministry of Community and Social Services. 4

5 Committee members representing the sector were selected based on their experience in human resources including consideration for having a significant number of years experience in human resources and a related certification, including the national Certified Human Resource Professional designation. The committee was representative of the geographical, philosophical, cultural, faith and linguistic diversity of the sector. In addition, they represented both unionized agencies (their employees being represented by the three main bargaining units in the sector the Ontario Public Service Employees Union (OPSEU); the Canadian Union of Public Employees (CUPE); and the Service Emplyees International Union (SEIU) and non-unionized agencies. For a complete list of committee membership see Appendix A. The mandate of the Best HR Practices Committee was to develop and recommend a plan to disseminate the best HR practices for recruitment, retention and training of professionals in the developmental services sector. The work of the committee had to consider the unique geographical characteristics and the diversity of agencies represented in Ontario s DS sector. In order to meet its mandate, the Best HR Practices Committee worked on the following deliverables: A list of best practices for recruitment, training, and retention; A variety of best HR practice tools to be used by agencies; A plan to disseminate and implement best HR practices across the sector; A strategy to address issues related to the balance of full-time/part-time positions; and A compilation of leading practices to be utilized in the recruitment and selection of future workforce. The committee was directed by the DSHRS Steering Committee to use the recent findings by the Deloitte report as the foundation for their work. Process Focus Groups To gain a better understanding of the research recommendations and to obtain examples of how the sector could respond to these recommendations, the committee conducted focus groups with the employees responsible for HR practices in Ontario s DS sector. To ensure consistency in the type of information collected: o o A focus-group guide and PowerPoint presentation was used for all sessions; and The sessions were facilitated by one of two selected committee members and notes were taken by one of two committee members. Seven focus groups were held across the province. In the North, the focus group was conducted in Thunder Bay and a number of agencies participated in person while other agencies participated via video-conference. For a list of locations where focus groups were conducted and a break down of participation based on region, number of staff and unionized/ non-unionized status, see Appendix B. Efforts were taken to contact all agencies in each region and to encourage a broad range of participation. The focus groups averaged about three-and-a-half hours in length and detailed notes were taken during the focus group discussions and shared with the members of the Best HR Practices Committee for analysis. The committee members reviewed and analysed 97 pages of notes from the focus groups for examples of where innovative HR practices were being implemented. All the information was summarized and common trends and geographical implications were identified. Where applicable, committee members contacted agencies to gather more information on their practices and to collect sample documents used by these agencies. When no examples of innovative practices were available in our sector, the committee members conducted literature reviews on the issue. 5

6 It is important to note that the information collected through focus groups supported and validated the findings of the Deloitte report. Based on all the information reviewed, the committee developed: 1. A list of best HR practices. 2. Documents presenting either: o Examples of how each practice is used by DS agencies and recommendations o for implementation, or The results of the literature review for each practice on the list that is not largely used in the sector yet. The information provided in the material developed will be used to support the completion of first two deliverables, a list of best practices for recruitment, training, and retention and a variety of best HR practice tools to be used by agencies. The documents also provided an understanding and insight that was used by the committee in developing its final recommendations. THE DELIVERABLES List of Best Practices in Ontario A best practice can be defined as a technique, method, process, activity, incentive, or reward that is believed to be more effective at delivering a particular outcome than any other technique, method, process, etc., when applied to a particular condition or circumstance. The idea is that with proper processes, checks, and testing, a desired outcome can be delivered with fewer problems and unforeseen complications. Best practices can also be defined as the most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people. Based on all the information available, the committee developed a list of 25 best HR Practices recommended to be used in Ontario s DS sector. For each practice a rationale, the current status in the sector and a few examples of related strategies are presented. The committee did note that an HR practice cannot be successful in isolation and that its success will depend on many factors in each organization. Agencies need to consider their own culture and practices when determining how to implement these practices. Consultation and collaboration with all employees is important when introducing changes. In unionized agencies consultation with the bargaining agent(s) with respect to specific best HR practices is crucial. Including employee representatives in non-union environments is important when dealing with upcoming changes. 6

7 In order to become an organization of choice, agencies are strongly recommended to adopt the 25 best HR practices listed below: Recruitment: 1. Develop focused workforce and recruitment plans to address critical workforce 1 segments. Research shows that leading organizations have a good understanding of present and future workforce needs and prioritize and focus their plans on strategic roles. Each DS agency should develop workforce plans, followed by recruitment plans and focus on the Supervisor and executive director positions (which are the critical roles for developmental services in Ontario). While some formal planning is done in a few agencies across the province, it appears that most of the workforce planning is occurring at the executive director level only. In addition, many agencies indicated that they are hiring as a reaction to vacancies and turnover or are constantly hiring. Related practices include succession-planning based on age and demographics. The use of technical equipment such as applicant tracking software/ system (such as HRIS) and developing a skill set database may be of assistance to some agencies. 2. Develop strategies for encouraging and supporting internal applicants. Human Resources literature indicates that leading organizations focus on filling vacancies with existing employees and have established policy and process with guidelines for employee job-postings and managing departmental transfers. Internal recruitment has the advantage of being cost-effective, ensuring that candidates fit well in an organization and helping with retention by supporting employee engagement. In the focus groups conducted by the committee most agencies did report promoting from within and filling full-time positions from part-time employees. Some strategies for building on this practice might include developing internal workshops on interviewing skills, identifying future leaders and developing leadership training plans. 1 Critical workforce segments are those that are critical for future success, are high in demand, low in supply and cannot be replaced easily. 7

8 3. Clarify the employment brand and support activities to improve awareness and recognition of DS professionals in general. The developmental services sector has a relatively low profile as a career opportunity for prospective employees. In order to compete successfully with other sectors and to attract more people to developmental services, agencies should strive to become an employer of choice. During focus groups, some agencies indicated that in communities where there is an abundance of competition for employees, compensation becomes the main attraction for recruiting employees. A few agencies are strategizing to be recognized as an employer of choice as part of their unique branding (i.e., faith-based agencies). One of the goals of the DSHRS is positioning developmental services as a career of choice in Ontario. The marketing strategy launched in October 2010 as part of the strategy will provide all agencies with easy access to professional and creative marketing tools (e.g., banners, posters, brochures). The marketing strategy will support awareness and recognition of DS professionals thereby positively affecting recruitment in the sector. The use of these tools will enable agencies to lower their advertising costs and to participate in leading-edge marketing and social media opportunities. Agencies should use all recommended tools. 4. Create specific recruitment strategies to target specific labour markets. Commenting on the dynamics created by a changing labour force, the Expert Panel on Training noted that the workforce is changing and shortages of skilled workers are being experienced in many sectors, including the developmental services sector. There is a growing sectoral competition for workers as recruitment and retention issues intensify in many labour markets. Deloitte s research also suggested that retired and soon-to-be retired Baby Boomers may be less likely to have the same family obligations as young working parents and may be attracted to part-time work, varied hours or residential positions. They may also be motivated more by intrinsic rewards such as personal satisfaction from the impact they have on people s lives. New immigrants with medical credentials may lack Ontario s formal credentials to work in the medical field and may look to other care-giving sectors for employment. They may also be beneficial in helping agencies to serve clients who are increasingly from diverse backgrounds. 2 Some agencies are beginning to target these two categories and have identified Human Resources and Skills Development Canada (HRSDC) as a good starting place to recruit diverse applicants. Most agencies indicate that they do not have formal policies or practices in place with respect to hiring, employing and supporting a diverse workforce. Regionally, there are unique labour markets to be targeted. For instance, in the North, 2 Deliotte 8

9 due to the changing forest industry, there is a large number of people pursuing secondgeneration careers. In addition to the use of HRSDC Job Bank, other organizations can be utilized to target recruitment, including multicultural associations. Job opportunities can be posted at multicultural centres or community centers that provide specific immigrant and senior orientated programs. Diversity training is recommended to be offered in diverse organizations. The Developmental Services Worker (DSW) Apprenticeship Program provides an opportunity for accelerated DSW certification, which may be particularly attractive to new Canadians who already have a related degree. 5. Carefully assess and target recruiting methods. Increase the use of technology to support recruiting. A variety of recruiting methods may be required to tap into different workforce segments. Research shows that leading organizations carefully assess the recruitment method used and understand that a variety of recruiting methods may be required to tap into different workforce segments. During focus groups discussions, DS agencies reported the use of a variety of methods for recruiting, including: job fairs, word-of-mouth, field placements, HRSDC and posting on websites. Some agencies reported using on-line applications but the potential of this strategy appeared somewhat dependent on the sophistication of their websites. Many agencies reported that they are experiencing a decline in the number of employees hired therefore minimizing some of the recruiting strategies used in the past (i.e. agency job fair). Agencies should continue using different methods found to be successful. In addition, they are encouraged to use online recruiting as a cost-effective method valued by younger generations. Agencies that do not have online capabilities should consider the use of focused employment sites (i.e., Charity Village). All agencies should be accessing and utilizing the variety of recruitment tools developed for the sector by the Awareness and Marketing Committee. 6. Use behavioural-based interview (BEI) methods to test for core competencies when hiring; ensure supervisors have a role in assessing candidates to ensure cultural fit. One of the recommendations of the Expert Panel on Training was that developmental services sector should use leading practices in the selection of future workers (e.g., BEI linked with core competencies. Agencies can then ensure that employees hired have the right competencies to perform the duties of the job offered. Linking core competencies to specific job classifications will provide the best quality service to people supported. Agencies that have piloted the core competencies for DS professionals have reported that while the behavioural-based interview method is very time consuming, it has had a positive impact on the quality of candidates selected for employment. 9

10 Very few agencies in the developmental services sector are using behavioural-based interviews as part of the selection process. The province-wide implementation of core competencies will provide agencies trainthe- trainer behavioural-based interviewing training. All employees involved with interviewing should be trained in this interviewing technique. 7. Increase consistency of on-boarding 3 programs to ensure new hires are properly trained and well-connected to the agency. The Expert Panel on Training recommended formal, consistent on-boarding program for all new hires to ensure that they are properly trained and well connected to the agency. There is a lot of variety in the sector in the way on-boarding programs are structured (e.g., ad-hoc, regular) and conducted (e.g., individual or group). One strategy to support this recommended practice is to develop a system which helps new hires get up to speed quickly and ensures they have the tools to be successful in their new role (e.g., mandatory training, agency-specific training). Some agencies reported implementing a buddy or a mentor program to help new employees connect to the agency and learn their role. The use of core competencies will be valuable in developing job descriptions and training as new employees are integrated into the agency. 8. Include input from people supported and their natural support network in the recruitment process. By involving individuals supported in the recruitment/interviewing process agencies can ensure a good fit and a good connection between employees and people with a developmental disability supported. Some DS agencies across the province have found various ways to involve the people who receive support in the interview process. may include providing training and education to people who receive support to actively participate in the interview process. 3 On boarding refers to activities that an organization undertakes to welcome and orient a new employee. 10

11 Retention: 9. Deploy human resources effectively. Research suggests that although the client-staff relationship is of primary importance to employers, over time vacancies are simply filled with employees who are able to work. Successful deployment supports not only on-the job learning but consideration of employees interest. In Deloitte s employee survey only 11% of direct support respondents strongly agreed that in their agency the staffing process effectively matches employees with work that enhances their skills and helps with career development. 4 Being flexible, recognizing employees needs and rotating staff when appropriate are a few recommendations to deal with deployment of staff in a more effective manner. 10. Improve communications between staff and management through a variety of media; encourage programs to develop peer connections. Research shows that having strong communication with employees is a key retention strategy. In addition, rumors and gossip can be minimized by increasing communication between management and employees. In the employee survey, only half of survey respondents feel that management keeps them informed about matters that affect their job. 5 Focus group respondents also consider that communication is a challenge. Across the province a variety of communication methods are used including job binders containing pertinent information about people supported; when computers exist at each location; internal newsletters; calendars of events; and labour/management committees. Management should communicate on a regular basis with employees and use various methods. In addition, through established communities of practice, employees can connect at a peer level and share valuable information. 4 Deloitte 5 Deloitte 11

12 11. Develop a participative culture by involving staff in decisions and soliciting their feedback. Research shows that culture is an important factor for employees when choosing to work at a specific workplace. As in any other organization, DS employees would value the opportunity to have input into and organization s operational plan. Only 58% of survey respondents (direct support employees) feel that they are involved in decisions that affect their work and are encouraged to provide feedback for improvement. 6 In addition, it appears that culture emerges from the employees who work at a location at a given time. With strong leadership, a culture can be changed to one of excellence. Collaboration between management and employees and employee representatives increases awareness and understanding of unique perspectives. Direct support staff involvement in an agency s committee work can be extremely informative. Providing recognition and rewards to employees who exhibit the desired qualities on a consistent basis is also crucial to creating a strong culture. 12. Develop alternative career paths for employees. Clear and multiple career paths ensure that employees can see their potential for career growth in an agency (and in the DS sector in general). This supports staff engagement and improves retention. Findings of the employee survey conducted by Deloitte show that the lack of career advancement is the fourth important reason why employees leave a DS agency in Ontario. In addition, 80% of employers who responded to Deloitte s survey believe that adding more growth options for employees would be a successful strategy for improving retention. Only 16% of respondents to Deloitte s employee survey believe that there is a clear career path for them in developmental services. At present, the standard career path in the sector is from part-time to full-time status and then from direct support professional to supervisor and management. Newly developed core competencies for the major job classifications in the DS sector will provide clear, concise information for employees who have career advancement goals. Core competency training for management staff will enable them to educate and coach employees to reach their career goals. Communicating about career paths and required education/training for each job classification is a simple way to educate employees on the opportunities for growth available. For instance, providing job descriptions and specifications can be valuable to someone who is setting career goals. The DSW Apprenticeship Program introduced recently by the Ministry of Training, Colleges and Universities, and the agency-based training that is being developed as part 6 Deloitte employee survey results 12

13 of the DSHRS, will contribute substantially to the creation of new career paths in the sector and will improve employee satisfaction with opportunities offered by DS agencies. The Expert Panel on Training noted that a better profile (including training) should be developed for the specialist roles in agencies (e.g., community facilitator, family support coordinator, specialized case manager). Direct support professionals will be able to choose between a supervisory position and specialist role position when mapping out their career path. In addition, skills developed in specialist roles have relevance and add value to managerial functions. 13. Implement robust performance programs which encourage regular conversations and constructive feedback. Research shows that it is important that agencies are able to track and measure employees performance against organizational goals and competencies. The use of core competencies will be an important tool to use to target professional development in the performance appraisal process. Only 44% of respondents to Deloitte s employee survey indicated that their agency effectively manages performance (e.g., conducts appraisals, rewards performance). Information collected by the committee through focus groups indicates that there is a wide variety of performance management tools used in the sector. The use of performance appraisals also varies across Ontario. The time required to do a formal performance appraisal is a barrier for many supervisors who supervise a large number of employees and have many demands. Some employees may feel negative in regards to the performance management process as well. Performance standards and benchmarks are important for the performance management process. The core competency model that is being implemented in Ontario s DS sector identifies the core competencies and related benchmarks to include in performance appraisals. Education on these core competencies is critical to ensure that management is properly utilizing these competencies during the performance appraisal process when identifying professional development. 14. Apply formal succession-planning across the organization; link succession with workforce planning and personal learning plans. The development of succession planning in the Developmental Services Sector is critical in ensuring that agencies are retaining and training employees with the potential to become leaders in their organization. This planning is imperative considering that many EDs in the sector will be at a retirement age within 5-10 years. The focus groups conducted by the committee revealed that most organizations have not done formal succession-planning. Identification of current and future performance criteria is integral to a formal succession plan. Performance criteria should include the core competencies, knowledge, and other 13

14 required skills and abilities. Completing an assessment of current and future leadership potential within the organization is another key aspect of a formal succession plan. 15. Total rewards must be competitive with market pay for the job; agencies need to assess their staff s preferences for total rewards and reflect this in the total reward package; total rewards (not just wages) need to be communicated to employees. Total rewards combine total financial compensation and benefits with less tangible items that can be used to compensate staff (e.g., training opportunities, work environment). A more competitive total rewards package supports retention and reduces employee turnover costs. A better total rewards package/benefits is the third most common reason for DS employees to leave an agency for another (as identified by Deloitte s employee survey). About 76% of respondent employers in Deloitte s survey believe that changing the benefits package would be successful for recruiting and retaining staff. There is a large range of benefits offered to employees. Most agencies provide benefits only to their full-time employees. Very few agencies communicate rewards besides wages to their employees. The focus groups and research demonstrate that developing the concept of total rewards and communicating the total reward package is very challenging. A robust benefits package would help recruitment and improve retention substantially. Some suggestions and related approaches are referenced in the appended documents. It is important that all the information related to total rewards be communicated regularly to all employees. 16. Re-focus activity on smaller more immediate recognition which is highly valued by employees. Positively reinforce great behaviour immediately. Deloitte s employee survey indicated that the most valued reward is considered to be verbal appreciation and that this is used less than the typical service award that many agencies are using. The most used reward (service award) is only valued by 11% of employees who responded to Deloitte s employee survey. The most valued reward (verbal appreciation) is used by less than 30% of agencies that were surveyed. Focus groups revealed that in our sector, management/supervisor personality has a great influence on rewards and recognition. Supervisors should be encouraged to provide recognition. There are many other methods of recognizing employees including the use of newsletters, letters of appreciation, and celebrations. Some worksites provide supervisors with recognition and reward toolkits to make it simpler to recognize employees. 14

15 It is beneficial to include people who are supported, peers and families in the recognition of superior performance. 17. Regularly measure employee satisfaction; communicate results and implement changes based on results. Research shows that leading organizations measure employee satisfaction regularly and make changes based on the results, ensuring increased employee satisfaction and engagement. Few organizations in the DS sector measure employee satisfaction. There are many types of employee satisfaction surveys available that can be used by agencies. Many can be distributed using a computerized process which makes the dissemination and collection of data more time- and human-resources efficient. Providing all levels of the organization with the results of the survey is essential as organizations need to be transparent. Once results are known, an action plan must be established. Soliciting input from staff when creating an action plan can be a collaborative approach to addressing issues relating to employee satisfaction. 18. Consider flexible retirement options for critical workforce segments. As the Baby Boomer generation is approaching retirement, in addition to developing succession plans, agencies are encouraged to consider managing retirement by developing strategies that support delayed or phased retirement. Most DS organizations have not considered how an aging population and retirement may create potential gaps. Less than 25% of employers who responded to Deloitte s survey have either taken initiatives to postpone retirement or plan to do so in the future. Organizations must first identify which employees are approaching retirement and determine any skill shortage due to the retirement that will be difficult to replace. Organizations must also consider whether phased retirement for a specific position can be accommodated while meeting business objectives. By providing mentoring and teaching opportunities, agencies can ensure that the transfer of learning is complete prior to retirement. 19. Increase the proportion of full-time positions. Full time positions are valued and important to both employees and employers. International research supports this best practice. Agencies across the sector have a full-time and part-time position ratio that fits with their unique operational requirements. 15

16 Training: For strategies on dealing with the balance of full-time positions within your agency, please see section of this report called A Strategy to Address Issues Related to the Balance of Full-time/Part-time Positions. 20. Develop formal learning strategies which make best use of limited funds by focusing efforts on organizational priorities, critical workforce segments, and alternative to formal training. A qualified, properly-trained workforce in the sector ensures that the people with developmental disabilities receive the best support possible. Many organizations in the DS sector offer only legislated and required training such as First Aid/CPR, non-violent crisis prevention and Workplace Hazardous Materials Information System (WHMIS). Participants in Deloitte s survey noted there was a gap in soft skills training such as dealing with families.. The agency-based training that is being developed for Ontario s developmental services as part of the DSHRS will address the issue. In addition, as noted by the Expert Panel on Training, DS employees should be offered the opportunity to also pursue other vehicles to build towards the core competencies (e.g., DSW Apprenticeship Program, relevant college programs). On-the-job informal learning is an excellent and low-cost alternative to formal training. Examples of on-the-job learning include job shadowing or job rotation, providing direct support staff the ability to step into supervisory positions for a specified time period and providing mentoring programs. 21. Integrate personal learning plans with the annual performance management process; begin with critical workforce segments. In leading organizations, personal learning plans are developed annually, as part of the performance management plan and outline courses that employees would like to take in order to grow professionally. Few DS employees have personal learning plans and very few agencies use formal learning plans as part of the appraisal process. The assessment of core competencies possessed by DS employees will help identify learning needs in the non-technical aspects of the work in the DS sector. The completion of Competency Assessment Questionnaires (CAQs) will assist in identifying areas of development for employees. Once personal learning plans are completed for all employees, organizational training can be offered in a prioritized manner. When training opportunities become available elsewhere, data from personal learning plans can be compiled and used to connect interested staff with the agency that offers training. HR staff should ensure that all training opportunities are widely communicated throughout the organization and that training is properly tracked for each employee. 16

17 22. Explore creative options to provide practical training to all staff within available resources. About 56% of respondents in Deloitte s employee survey identified hands-on as the preferred method of training. The more traditional lectures and presentations were also highly rated by participants in the survey. Most training in the sector consists of courses and workshops where the information is delivered using a PowerPoint presentation and/or manuals and hand-outs. Using a train-the-trainer concept, organizations can effectively and efficiently support training and can introduce more hands-on, practical sessions. In-house resources can provide brown-bag lunch and learn sessions on a particular topic. Guest speakers for an employee meeting are a low-cost method of providing training. With the use of computers, online training is available and can be extremely pertinent to use for factbased types of training such as WHMIS. Younger generations tend to have the highest interest in online learning. Employees need to be continually encouraged to attend training and a learning culture should be developed in each DS agency. HR staff should ensure that the training sessions are not always attended by the same group of employees. 23. Formalize and promote on-the-job learning as a highly effective development tool. Beyond formal training, employees can benefit from on-the-job, practical experience for their professional growth. This method is also very cost-effective. There are limited on-the-job learning opportunities (including mentoring programs) for employees in Ontario s developmental services sector. Only 40% of employees who responded to Deloitte s survey indicated that they are receiving enough informal learning opportunities. Mentoring programs can provide positive learning opportunities to both the mentor and their partner. Mentoring can provide skill development for current staff and also enhance socialization of new employees. International research shows that more than 70% of what people know about their jobs, they learn through everyday interactions with colleagues. Positive professional development will be enabled and facilitated through the integration of core competencies in all areas of human resources. 24. Establish leadership development programs and/or relationships with educational institutes that already provide programs for the critical supervisor and management positions; ensure these are reflected in annual learning plans, and support future talent requirements based on workforce and succession planning. Jurisdictions around the globe and across Canada are placing more and more emphasis on leadership as a key for the success in an organization. 17

18 The Expert Panel on Training recommended that the DS sector should have leadership development programs and options for individuals in preparing for specialist, supervisor and management level positions incorporated in annual learning plans and supporting future talent requirements based on workforce and succession planning. Many DS agencies promote people in leadership positions (supervisor, manager) without providing much support. Only 1/5 of respondents to Deloitte s employee survey indicate that their agency offers supervisory or management training. Organizations have to be careful to not promote employees only based on capability at their current job. The core competencies strategy clearly identifies competency requirements for major job classifications in the sector. Promotional choices should be made with the future job classification competencies in mind. Many local colleges and universities offer leadership programs such as the Ontario Management Development Program. This program offers leadership and management courses that are taught to a classroom of students usually from regional organizations. Sharing and networking with other people who are interested in career development provides added value to these types of programs. 25. Develop a strategy for evaluating training expenditures to ensure funding is concentrated on activities which have the greatest impact on performance or outcomes. Evaluate the success of a training session by tracking improved performance on the job. Traditionally, many organizations have only evaluated the trainer or participant s satisfaction with the content of the training being offered. Two methods can be used for the evaluation of training: self-assessment and direct observation. Supervisors, peers, and supported individuals can make these observations on the job, take notes and provide them to management. The HR departments should track the progress of employees and assess the effectiveness of training. Based on the assessment, funding should be allocated for training initiatives that have a real impact. Best HR Practices Link with the Developmental Services Human Resource Strategy All aspects of the DSHRS form an integrated human resources approach and must be reflected in the work of all the HR committees. Representatives from the pilot sites on this committee provided insight into how the implementation of core competencies could align with the HR practices reviewed by this committee, and no conflicting practices were noted. As the DSHRS continues, this alignment will need to be reviewed and monitored. The committee has made a recommendation (see recommendation 2 in the Recommendations section) that the HR practices are reviewed to ensure they are current and up-to-date. This includes ensuring that they reflect and are supportive of the work of the DSHRS. 18

19 A Variety of Best HR Practice Tools to be Used By Agencies The focus groups conducted by this committee explored how the best HR practices may be reflected and used in the sector. From all the information gathered, the committee compiled a list of recommendations for best HR practices to be used in Ontario s DS sector and examples of strategies recommended for each practice. The committee also provided the results of literature reviews for best HR practices that are missing examples from our sector. The committee recommends that the following best HR practices tools be used by Ontario s DS agencies including: A CD that contains all the documents developed and mentioned above. The information should be burned onto a disk and distributed provincially; The DSHRW Website. The documents should be part of the information presenting the progress of the DS HR Strategy online; and A Best HR Practices Checklist. This document should be developed and disseminated throughout the province via the CD and published on the DSHRS website. A Plan to Disseminate and Implement Information/Best Practices Across the Sector A communication plan needs to be developed to ensure that best HR practices are understood and available. The committee recommends that the best HR practices for the DS sector be launched as part of a provincial DSHRS forum. In addition, the plan to disseminate the best HR practices should include: Posting information on the best HR practices on the DSHRS website, so it is accessible to all DS agencies in Ontario; Informing all DS agencies about the list of best HR practices by and encouraging them to use the HR tools developed by the committee; Encouraging all agencies to use the best HR practices checklist. Agencies can assess themselves and track their progress with adopting best HR practices; and Including information on best HR practices ad tools developed in regular DSHRS communiqués and related conference presentations. A Strategy to Address Issues Related to the Balance of Full-time/Part-time Positions The Expert Panel on Training recommended that there be a strategy to improve sector s ability to recruit and retain staff and create a more stable workforce by increasing the proportion of fulltime positions. Deloitte also made a recommendation around job design: Decrease proportion of part-time and casual roles; move to more use of staffing blocks. Most of the international research and also Deloitte s report concluded that full-time positions are valued and important to both employees and employers: Nearly 85% of employers believe that changing the terms of employment (from part-time to full-time) would be a successful strategy for improving recruitment and retention. The results of the employee survey indicate that the most common reason for employees to leave an agency is to get a full-time job in another agency and that respondents who are employed as either temporary part-time or casual/ relief employees are less satisfied with various aspects of their work compared to employees in full-time positions. Different trends and themes emerged during focus groups conducted by the committee that provided valuable insights into the deliberation about full time/ part-time balances. 19

20 A short summary of related discussions/conclusions are presented below: A number of agencies reported that in the last few years there has been a decline in turnover, possibly due to the change in the economical climate. Most agencies reported very low percentages in turnover for full-time staff, slightly higher for part-time staff and the greatest turnover being in casual and relief positions. Agencies report varying descriptions for casual and relief employees including the amount of hours they are required to work and their qualifications and pay levels. Relief/casual employees appeared to typically not have set or guaranteed hours and work on a call-in basis that is less predictable and less guaranteed then part-time employees. It appeared that there is a decline in the number relief/casual employees hired in agencies. Some discussions indicated that this is due to the increased training requirements and the higher levels of turnover for this group of employees. Some turnover concerns are still noted for certain positions (i.e. hard-to-fill locations). Employees hired in full-time positions in residential homes where the people supported require specific support around challenging behaviours and those employed in overnight positions may choose to transfer into another less challenging full-time position in a short time frame. The definition of full-time and part-time staff is defined by each individual agency. The compensation packages for full-time and part-time positions vary greatly across agencies. There is also a great variation in pay and benefits reported for the different employee levels. For example, in one agency all employees who worked at least two hours in a two-week period were eligible for benefits. In other agencies a full-time position was considered one in which employees work between hours per week. There is a great difference in the qualification expectations for full-time versus part-time employees. At some agencies there is no difference in requirements, while at other agencies there are higher expectations from full time employees. Employers feel that full-time employees have a higher retention rate which is a benefit to an agency. A number of challenges in moving towards an increased number of full-time positions were noted such as: o The need to rely on part-time employees to fill holiday, sick and statutory holiday shifts for the full-time employees; o Resistance from employees and bargaining units when agencies moved towards transforming some part-time positions into non-traditional full time positions (floater positions and positions where people work mostly evenings or weekend hours); o The possibility for an increased cost (e.g. benefit package costs) that must be weighed against the benefit of having more engaged full-time employees; and o The need to balance full-time and part-time positions to ensure that there are enough part time employees to fill the required shift, but not too many because sometimes there are not enough working hours available to maintain the interest of part-time employees. 20

21 In conclusion a number of criteria need to be considered in addressing issues related to the balance of full-time and part-time positions: Employees desire the benefits that are associated with full-time positions including pensions, sick leave accrual, vacation time, benefit plans and the predictability of their work schedule. Employers recognize that retention of full-time employees is higher and that strong relationships between full-time employees and supported individuals are established. Many organizations create part-time positions to increase flexibility during scheduling. Regional diversity, job design, and budgetary constraints also influence the balance between full-time and part-time positions within an organization. After considerable deliberation, the committee strongly believed that specific strategies to address issues related to the balance of full-time and part-time positions should be an organizational decision. A Compilation of Leading Practices to be Utilized in the Recruitment and Selection of Future Workforce The committee believes that this deliverable is covered by the information/ material presented for the previous deliverables. RECOMMENDATIONS After reviewing the information collected and discussing what the committee learned during their term it was determined that the following recommendations should be presented to the DSHRS Steering Committee for approval: 1. All DS agencies in Ontario should become part of a regional HR Network. : Creating/formalizing and/or joining an existing HR Committee/Network that meets regularly to discuss HR-related topics and network is crucial. All agencies can benefit from the information shared during these HR meetings, especially smaller agencies that do not have a dedicated HR department and/or staff with HR-specific education and training. Process: Create at least one HR Committee/Network for each region in the province. In some areas these committees/networks already exist, and they may be able to expend to include other agencies in the region. In other areas the group of agencies that organized the focus groups would be a natural spot to initiate a HR Network, which could include all agencies in the region. The committee/ network should meet for a minimum of a half of a day, at least four times a year in a central location. All agencies should encourage one staff member who is responsible for HR-related decisions to attend regularly. 2. Designate a committee/process to ensure that the information on best HR practices is up-to-date. : The list of best HR Best practices must be reviewed regularly to ensure that HR practices are current and legislatively up-to-date. The DSHRS plan was developed for 10 years. New legislation, system transformation, societal/cultural changes and recommendations from other HR committees to be established will impact best HR practices in the sector. The learning outcomes from the Core Competencies Pilot Implementation Committee will impact specific HR best practices. Tools endorsed by this committee that will maximize the core competencies of existing and future staff 21

22 must be integrated into HR best practices. Process: A small committee (task group) made up of four HR Best Practices committee members should meet bi-annually to review the existing best HR practices, ensure that they are still relevant and make recommendations for changes if needed. 3. Ensure that the mechanism to keep the DSHRS website is working and is up- todate. : If technical difficulties arise while trying to access information online (including information related to best HR practices), users of the website will require access to a contact person for support. Process: A webmaster for the DSHRS website should be assigned. As the website is providing information on all strategy committees, the DSHRS Steering Committee should decide who should assume that role. 4. Develop benchmark standards for managing human resources in the DS sector. : Creating benchmark standards is a clear and objective way to identify the successes and areas of improvement required by organizations in the management of their human resources. The DSHRS will also benefit from data collected by benchmark standards to assess the strategy s success. Process: Agencies should calculate the organization s retention rate semi-annually; disseminate a staff satisfaction survey and analyse the data each year; create a standardized survey when recruiting to assess/monitor where and how applicants learned about DS sector career opportunities; and create specific questions to be incorporated into exit interviews to assess/monitor why staff leave and where they go. 5. Use a best practices disclaimer when disseminating information on best HR practices for Ontario s DS sector. : The membership of the Best HR Practices Committee strived to be representative of the geographical, philosophical, cultural, faith and linguistic diversity of the sector and this diversity was taken in consideration when analysing information and developing recommendations. All its members have knowledge in the HR field within the sector. It is strongly recommended by the committee that the best HR practices listed in this report be implemented in each DS agency in Ontario. However, acknowledging that each user must consider what works best for his/her own organization, the committee understands that best practices recommended may need to be fine tuned to fit in a specific organization. Process: Include this disclaimer on all tools used to disseminate information about the best HR practices (e.g., HR Strategy website, CD, checklist). 6. Conduct a survey to evaluate the implementation of best HR practices. : Some form of follow up is required to gage the adoption of the recommended best HR practices within the sector and to evaluate the success of this initiative. 22

23 Process: Design and launch an electronic survey to be completed by HR staff or staff responsible for the HR function in DS organizations, approximately six months after the information on best HR practice was disseminated. Follow-up with a similar survey one to two years after the implementation of best HR practices to provide further data as to their effectiveness. 7. Ensure ongoing communication/ promotion of best HR practices. : The committee recommends that the best HR practices for the DS sector be launched as part of a provincial DSHRS forum. In addition, the committee recommends that these practices should continue to be communicated and promoted throughout the sector after the initial launch. Process: Regional HR networks/committees, DSHRS communiqués and newsletters, and conferences could potentially be used as venues to continue consistent related messaging throughout the sector. 8. Encourage education/ training of HR professionals in the sector. : HR education and training are essential for HR professionals to remain current and knowledgeable in the field. The list of HR best practices should be part of organizational HR training and will be a great tool for those who perform HR-related duties within the sector. Process: Encourage executive directors to promote and budget for HR training and education for HR staff and those responsible for the HR function on an annual basis. 9. Increase the use of technology in all HR functional areas. : Technology can be a tool to increase communication between management and employees, target a broad audience when recruiting, capture training data, and distribute employee satisfaction surveys and also as an outlet to provide training. Process: Encourage executive directors to create a strategic plan to purchase hardware and software for use at each organizational site. The plan needs to address technological training of all staff to ensure staff optimize technological efficiencies. 23

24 APPENDIX A Members of the Best HR Practices Committee* Name/ region Task Group Agency Jill Symington (Chair) Northern Training Director of Human Resources, CL Thunder Bay Leland (Lee) Davies Central East Retention Chief HR and Quality Management Officer Kerry s Place Autism Services Michael Zronback Central East Training Manager of HR, Reena Leanne Keaney Central East Recruitment Human Resources Manager, Community Living Mississauga Sandra Toth Toronto Recruitment Manager, HRIS and Project Development, Community Living Toronto Sherry Kerr Hamilton/ Niagara Retention Executive Director, Participation House Brantford Sherri Kroll South West Retention Executive Director Middlesex Community Living Lesa Jansen South West Retention HR Manager, CL Chatham-Kent Debbie Bray Hamilton Niagara Training Coordinator of HR, CL Grimsby-Lincoln Saro Stranges Hamilton/ Niagara Training Director of Operations, CL Welland-Pelham Paul McGowan Chief Human Resources Officer, Bethesda Lucia Pintea Training Senior Policy Advisor- Forecasting and Planning Developmental Services Branch Brian Todd East Recruitment MCSS Human Resources Manager, Tamir Foundation * As at date of this report. 24

25 APPENDIX B Focus Group Participation Below is a list of the focus groups that were conducted. The last line of the chart notes that there were three agencies that participated in a HR Focus Group in more than one region. Date Region Number of Agencies 09/17 South/ Central 20 09/23 East 7 09/29 Central East 8 09/22 North/ North East 12 10/13 South East 8 11/04 Toronto 7 (1 MOH) 11/19 Hamilton Niagara 11 Total 73-3 repeats 70 The table below presents a break-down of participant agencies/ region, based on the number of staff and unionized/ non-unionized status. Nr. Of Staff Total (All staff) SC E CE N/NE SE TO HN > < Unknown Union Total SC 20 E 7 CE 8 N/NE 12 SE 8 TO 7 HN 11 Total 73 Yes No Y/N Unreported Total