AGENDA 10:20 10:30 Ask guests to take their seats Everyone login to the L&L survey with their laptops (to be ready to enter their thoughts when we get to commentary questions) 10:30 10:35 Welcome Introduction to the day Outline agenda Introduce John Yardley, President of Metrics@Work 10:35 10:55 Brief overview of why we re here, why the issue is important, difficult, etc. Expected outcomes of the day Present some data from our database on traction 10:50 10:55 1 st Clicker Poll Action planning and evaluating progress 10:55 11:10 Written commentary and discussion around 1 st Clicker Poll Focus on understanding better practices regarding holding people accountable for executing action plans o Our client ambassadors will be available here to provide their input to the group 11:10 11:15 Metrics@Work Outlines structure of Q&A sessions Open concept / speed-dating set up where participants can move freely from one ambassador to the next 11:15 11:35 1 st Q&A Session with Metrics@Work + Client Ambassadors There will be 8 Client Ambassadors (from 5 organizations) + John and Zak from Metrics@Work acting as panelists Guests can move freely between these 7 individuals, asking questions, listening, taking notes, etc. 11:35 11:40 Back to regular seats 1
11:40 11:45 2 nd Clicker Poll What are the strongest accelerants of change? 11:45 12:00 Written commentary and Discussion around 2 nd Clicker Poll Focus on understanding how your organization activates accelerants of change 12:00 12:05 Thanks, outline what s happening after lunch 12:05 12:35 Lunch, networking, etc. 12:35 12:55 Jim Hornell Keynote 12:55 1:10 2 nd Q&A Sessions with Metrics@Work + Client Ambassadors 1:10 1:15 Back to regular seats 1:15 1:30 John Yardley ends with discussion on the focus of the next Lunch & Learn and Thank You Final clicker poll and everyone asked to complete short online survey before leaving Don t forget HRPA Program ID #! SPEAKER / AMBASSADOR BIOGRAPHIES Keynote Speaker Jim Hornell President & CEO Brant Community Healthcare System Jim became the new President & CEO of the Brant Community Healthcare System in April, 2010. Prior to being recruited to Ontario, Jim served as Chief Executive Officer of Cypress Regional Health Authority based out of Swift Current, Saskatchewan [home of medicare in Canada] where he had overall responsibility for the full continuum of care and all aspects of community and population health services in the southwestern region of the province. He was an active participant in that province s Accelerating Excellence and Quality as a Business Strategy initiatives. Jim was also Chief Operating Officer & Vice President Corporate Development with the Central Health Authority in his native Newfoundland. He has two baccalaureate degrees from Memorial University in Newfoundland and a Masters degree from the University of Ottawa. Jim is also an accreditation surveyor with Accreditation Canada. 2
In addition to health care leadership, Jim has considerable experience in the realm of corporate governance. As a volunteer, Jim has served at local, provincial, national and international levels within the sport of hockey. He is presently a Executive Vice Chair of Hockey Canada and has toured internationally with several of Canada s national teams. Jim has also created and delivered organization development, strategic planning and motivational sessions for a variety of diverse clients including established corporate players in the offshore oil & gas industry, finance, fisheries, government and government agencies from coast to coast in North America. Jim and his wife Mim have three grown sons pursuing careers or higher education. Being empty nesters, they seize opportunities and new challenges. They enjoy numerous social, sport and cultural opportunities and are avid early morning runners and swimmers. Ambassadors Lesli Smith Organizational Development Consultant Human Resources Town of Oakville Lesli Smith has been in the organizational development and human resources field for 28 years. She has worked primarily with municipal government and public sector organizations using her skills and expertise in the areas of strategic planning, change management, training and professional development, talent management and employee engagement. In her current role as organizational development consultant for the Town of Oakville, Lesli has administered three corporate employee engagement surveys for the town, and has been instrumental is in providing management and staff with a variety of toolkits, templates and techniques to support the communication, verification, action planning and implementation associated with survey s results. Gisèle Shaw, APR Manager, Corporate Communications Strategy, Policy and Communications Town of Oakville Gisèle Shaw has over 15 years of communications experience in both the public and private sectors. Throughout her career, she has used her skills and expertise to help organizations achieve their business objectives with focused strategic advice, pro-active communication plans and professional service. She has experience in marketing communications, media relations, product management, and internal communications. In her current role with the Town of 3
Oakville she lead the development and implementation of various communication strategies and materials to leverage the town s investment with staff and in the community, including an award-winning employee engagement survey communications plan. Gisèle joined the Town of Oakville as manager of Corporate Communications in 2002. Prior to that she was communications specialist with Halton Region; public affairs coordinator with the Region of Peel; and public relations coordinator with Revlon Canada. She has a Bachelor of Arts from the University of Windsor and a Public Relations Certificate from Humber College. Gisèle was accredited by the Canadian Public Relations Society in 2010. Kathy Sdao-Jarvie, Ph.D., C. Psych. Director, Clinical Standards & Development Peel Children s Centre & Nexus Youth Services Katherine Sdao-Jarvie is currently employed at Peel Children s Centre, an accredited children s mental health centre serving the Peel community. She has been with the Centre since 1999. She is the Director, Clinical Standards and Development and she provides leadership to the Centre s program evaluation, continuous quality improvement and clinical research and training activities. She has also been involved in the development of the agency s organizational development framework. Kathy received her Doctorate in Psychology with a focus on addictions from the University of Waterloo in 1988 and is a registered psychologist in Ontario. She has done clinical work in the area of substance abuse with adolescents at the Hospital for Sick Children and has also worked with adults with addictions problems at the Addiction Research Foundation (now the Centre for Addiction and Mental Health). Her teaching and research has also been focused in the area of addictions and she has numerous scientific publications in the area. Shawna O Grady Director, Organizational Development Livingston International Shawna O Grady oversees Livingston International s employee training and development, and organizational development initiatives. She works with senior and executive management to ensure that training, development and employee engagement initiatives meet the practical needs of individual business units and are aligned with the company s overall growth strategy and goals. Shawna has been with Livingston for 21 years. She joined the company in an operational role in Canadian customs brokerage. In 1997 she moved into training and development as well as organizational development, taking on progressive roles with increasing responsibilities. Shawna has been director, organizational development, since 2006. 4
One of the key initiatives Shawna manages is the Livingston employee satisfaction / engagement survey, which was started in 2004. Participation in the annual survey has grown to 82 per cent organization wide. With the guidance of Shawna and her training and development team, Livingston s management team has increased employee satisfaction significantly since the survey began. Shawna is an expert in training and development of staff from newly integrated companies. Her team has established industry-leading training in the customs and compliance arena. Shawna completed the Diploma in Adult Education from St. Francis Xavier University in Antigonish, Nova Scotia; and holds a human resources diploma from Humber College in Toronto. She is a member of the Human Resource Professionals Association (HRPA). Sandy Chadwick Program Manager Performance Appraisal & Development SickKids Sandy is a human resource professional and senior leader with over 20 year of experience leading change through the integration of strategic objectives with human performance & business results in Healthcare, Financial Services and Information Technology. She is a Registered Nurse with broad experience in Nursing leadership, Education & Clinical Systems Analysis. Jen Lockwood Sr. HR Partner, HR Operations, Human Resources SickKids Jen is a Sr. HR Partner supporting the Research Institute portfolio at SickKids. She previously held HR generalist and specialist roles in packaged goods, financial, and public sector organizations. As a Partner, she works with key clients to review engagement results and identify trends, patterns, successes, and opportunities to discuss with their teams. Jen serves as a coach or guide through the process, helping with interpretation and use of the results in a way that is appropriate and effective across unique environments, cultures, and needs. Rachel Bayley Manager, Organizational Development & Lean Transformation Niagara Health System Rachel Bayley is Manager, Organizational Development at the Niagara Health System. The NHS is a seven-site healthcare system with sites dispersed across the Niagara Region. A proud 5
graduate of Leadership Niagara, Rachel also holds certification in Organizational Development from Queens University and a Master of Education from Brock University. Her role in the Niagara Health System over the past two years has been in a seconded position to Lean process improvement. The NHS has built a new hospital, which will begin caring for patients on March 24 th! The related Lean activity has looked at processes and flows that will move to the new building, all through the engagement of front line staff. Rachel s passion is organizational development. Change management is central to this role, and working with both front-line staff and the leadership group keeps her motivated. Nancy Dillon Consultant, Organizational Development Niagara Health System Nancy Dillon is a Consultant in Organizational Development at the Niagara Health System. She holds a certificate of Public Relations with Niagara College and is currently working on a degree in Adult Education at Brock University as well as being a proud graduate of Leadership Niagara. Nancy joined the Organizational Development Team in 2010 supporting the development of people, processes, and practices to continuously improve organizational performance. She was instrumental in the implementation of the NHS s most recent employee engagement survey and development of recommendations, working with a cross section of employee representatives throughout the organization. She is thrilled by the opportunity to facilitate Crucial Conversations training to all NHS Leaders this spring. Having scratched the surface of coaching through the Royal Rhodes Excelerator Coaching Program, Nancy hopes to build on that foundation and eventually obtain her graduate certificate in executive coaching. John Yardley, Ph.D. President, Metrics@Work John could be characterized as an applied research consultant with expertise that runs the gamut from strategic to tactical, and experience extending from Board Rooms to the C Suite to the front-line. After 27 years as a professor in Applied Health Sciences at Brock University, Dr. Yardley retired in 2010 at the rank of Associate Professor to become President of Metrics@Work, which was formerly his research laboratory within Brock University. In 2007, the business component of the research laboratory became Metrics@Work, which is an incorporated applied research, survey, and consulting company. John has helped over 230 private and public sector organizations (e.g., hospitals, municipalities, education, financial 6
sectors, utilities/power and manufacturing) understand and act strategically on their employee engagement survey results. Zak Rochon Manager of Client Services, Metrics@Work Zak has a total of 12 years experience in Applied Research and Survey Management, and has worked with over 150 private and public sector organizations to design, implement and act on the results of employee surveys. He has a deep understanding of the barriers and better practices at all stages of the surveying process, and particularly how to drive results down to the front line level to most effectively enact change. 7
SURVEY QUESTIONS 1 st set of questions after the 1 st clicker poll 1. Describe any better practices you know of or use in your organization regarding holding people accountable for executing their action plans. 2. Describe any better practices you know of or use in your organization in terms of evaluating progress towards goals created as part of action plans. 8
2 nd set of questions after the 1 st clicker poll 1. What are the biggest barriers to getting traction (i.e., creating change based on engagement survey results) at the team level and why (briefly)? 2. What are the biggest barriers to getting traction (i.e., creating change based on engagement survey results) among groups of teams (i.e., departments, divisions, etc.) and why (briefly)? 3. What are the biggest barriers to getting traction (i.e., creating change based on engagement survey results) at the corporate level and why (briefly)? 9
4. What are the biggest accelerants of traction (i.e., creating change based on engagement survey results) at the team level and why (briefly)? Local could mean front line groups 5. What are the biggest accelerants of traction (i.e., creating change based on engagement survey results) among groups of teams (i.e., departments, divisions, etc.) and why (briefly)? 6. What are the biggest accelerants of traction (i.e., creating change based on engagement survey results) at the corporate level and why (briefly)? 10
1. Set of questions for after the 2 nd clicker poll We would like to capture the practices you or your organization employ that relate to these 8 accelerants of change. Quickly write your comments on the 3 to 5 of these 8 accelerants that you have or currently utilize. 2. 3. 4. 5. 6. 7. 8. 11
We would now like to ask you a few questions about today s event. 1. I found today s event informative Neither nor 2. I found today s event entertaining Neither nor 3. Overall, I enjoyed today s event Neither nor 4. Please provide any comments or suggestions you have about today s event. Good or bad, we want to know what you thought so that we can improve for the next one! 5. We are hosting another Lunch & Learn in a few months that will also be around 3 hours in duration. If you were going to attend, which time of day would you prefer the event start: a. 8:30am (i..e, a Breakfast & Learn!) b. 10:30am (same as this event) c. Other (please specify) 6. Providing HRPA recertification credit hours for attending is a good incentive Neither nor 12
7. Can you think of any other incentives we could offer (within reason!) that might entice people to attend our events? Please list them below. We would now like to ask you a few questions about our next Lunch & Learn which will focus on succession planning, talent management, and the benefits and pitfalls of 360 degree leadership surveys (circle y or n). 8. I am familiar with 360 degree feedback surveys (y/n) 9. I have implemented a 360 degree feedback survey in the past (y/n) 10. I have been through a 360 degree feedback survey in the past (y/n) 11. My organization will be or is considering implementing a 360 degree feedback survey in the future (y/n) 12. I have peers/friends in HR/OD whose organizations will be or are considering implementing a 360 degree feedback survey in the future (y/n) 13. I would like more information on Metrics@Work s 360 degree feedback process (y/n) 14. Now that you ve seen what these events will be like, do you have any HR/OD friends or peers from other organizations you think would be interested in hearing about our upcoming Lunch & Learns? If so, please provide their names and email addresses below. 13
15. Do you have or make use of action planning / evaluation tools relevant to today s discussions? (y/n) 16. If yes, would you be willing to share these materials with today s guests and future clients of Metrics@Work? If so, we will contact you using the information you provide below. 17. In which sector does your organization operate? Education Healthcare Social Service Municipal Other Public Organization Private Organization The information you provide here will only be used to contact you in the event you have materials you would like to share relevant to today s event. We will not use this information for marketing purposes or link your responses to your personal information. 18. Your organization: 19. Your Name and Title: 20. Your email address: HRPA Recertification Credit Hours This program (PROGAM ID 194161) has been approved for 3.75 recertification points under Section A3 of the Recertification Log of the Human Resource Professionals Association (HRPA). Be sure to note the program ID number on your recertification log. For more information about certification or recertification, visit the HRPA s website at www.hrpa.ca. 14