Health Care HR Strategy

Human Resources Strategy

Priorities and Actions

Committee The Health Care Human Resources Committee of Waterloo Wellington is a local committee that provides its members with a forum for discussing local human resources challenges and opportunities in health care.

The primary areas of discussion revolve around u

HR issues and concerns,

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Marketing Waterloo and Wellington as a health care employment destination, and

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Coordinating recruitment and training needs within the sector where possible.

This development of this report was led by the Health Care Human Resources Committee of Waterloo Wellington Dufferin, in partnership with the Workforce Planning Board of Waterloo Wellington Dufferin.

Members of the Health Care Human Resources Committee Sheona Koroman St. Mary’s General Hospital

Shelly Price Traverse Independence

Cassie Frost Homewood Health Centre

Kevin Petendra Region of Waterloo, Emergency Medical Services

Julie Hofstetter Tri-County Mennonite Homes

Kate Borthwick HealthForceOntario Marketing and Recruitment Agency

Jennifer O’Brien St. Joseph’s Health Centre Guelph Gulizar Yildirim Region of Waterloo, Seniors’ Services Lana Palmer Upper Grand Family Health Team Zena Thomas Bayshore Healthcare

Kelly Smith Waterloo Wellington Community Care Access Centre Susan Toth Cambridge Memorial Hospital Support: Charlene Hofbauer Workforce Planning Board of Waterloo Wellington Dufferin

This Employment Ontario project is funded by the Ontario government.

The views expressed in this document do not necessarily reflect those of Employment Ontario.

Health Care Human Resources Strategy - November 2014

THE Session On June 10, 2014 representatives from local health care employers, schools and employment service agencies gathered in Elora to discuss human resources challenges in health care and create some strategic priorities and actions. This event was organized by the Workforce Planning Board of Waterloo Wellington Dufferin and hosted by the Health Care Human Resources Committee of Waterloo Wellington Dufferin, a group of health care human resources professionals who represent the varying aspects of health care locally.

Contained within this report are discussion points and the results that came out of the conversation. An Action plan is contained at the end of this document with priorities for the next 2 years that will create a base for longer-term activities.

Health Care Human Resources Strategy - November 2014

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current

Overall Findings on Current Staff u

New Personal Support Workers are often entering the field without a realistic picture of what the work will entail, especially around hours, the requirement in some environments to start as casual or part-time. These new workers cannot live on the wages from casual and part-time work which leads to turnover as they seek new positions that offer more. It affects some areas of health care more than others, especially in unionized environments where new hires are often hired on a casual and/ or part-time basis. • Saint Elizabeth Health Care has done research on optimizing the personal support worker role within interdisciplinary health care teams in order to maximize their high value and lower cost contributions across the health care system and has developed a framework to define four key functions of PSWs as integral members on interdisciplinary teams. If you are interested, contact Justine Giosa at justinegiosa@saintelizabeth.com or jgiosa@uwaterloo.ca who would be happy to share learning ideas and next steps.

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Current staff is struggling with technology, which is creating an issue when undertaking hiring competitions.

In the unionized environments, promotions are often seniority-based and successful staff do not always have the technical skills for the new position. These staff need upgrading.

u

One challenge with some long-term employees is that there is a desire to switch to part-time employment as part of a transition to retirement. They do not want to leave the work environment. This trend is creating some staff retention issues as the system is not always flexible to accommodate them.

u

The sector could explore new roles to support health care system clients. These positions may be ideal for someone who is not tech savvy and wants movement or for someone who wants to transition into a parttime role. What other roles could use the skills of these professionals, advocacy being one? • Late Career Nursing Initiative supports nurses in transferring their knowledge in less physically demanding alternate roles. Employer funding for this initiative is available through HealthForceOntario.

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Health Care Human Resources Strategy - November 2014

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PRIORITY

Turnover rates for new hires need to be addressed

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Create a list of resources available to employers to assist new hires with job retention and other supports. • Include training subsidies, placements, work-related supports which give new hires, students and jobseekers opportunity to see the workplace before longer commitments made on both sides. • Detail literacy, English as a Second Language and skills workshops that are available for candidates and new hires who may need to upgrade some skills.

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Arrange employer visits with PSW classes to talk about typical entry into the industry to minimize discouragement and create a realistic picture.

u

Develop a resource listing local organizations that employers can access that may have candidates to fill positions that need to be replaced quickly.

u

Conduct a salary survey of the industry.

u

Explore the potential to develop a PSW program modeled on the Nursing New Graduate Initiative to reduce turnover costs for that position in the industry.

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PRIORITY

Potential to create, and transition staff to new roles, advocacy being one

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Develop with schools new programs that will allow current staff to transition across the sector. (Don Wildfong, Conestoga College)

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Encourage health care staff to undertake lifelong learning as a resource to reengage, advance career or try something new.

(Don Wildfong, Conestoga College)

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Discuss within the industry what positions could be created for some of these skilled workers and the purpose that would be served. (eg. What would a patient advocate role look like?)

Health Care Human Resources Strategy -November 2014

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Upgrading The Need for Current Worker Upgrading u

Diversity is happening through the hiring of internationally trained medical professions, and the Ministry of Health and Long-Term Care is requiring that staff become more diverse.

u

Nurse aggression, harassment and bullying is an issue in health care and diversity could add a new aspect to the bullying.

• The Ally program at www.mountsinai.on.ca/about_us/human-rights/ally offers great resources. (Link provided by Amy Weaver, Groves Memorial Community Hospital)

u

Promotions are often based upon seniority in unionized environments and some staff are moving into positions that require technological skills they do not have and have not had to use previously.

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Big training departments are not an option in many employers in the sector for staff training.

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The Region of Waterloo has an in-house training system to assist staff with upgrading their technical skills as they have noticed some staff are struggling with technology on the job.

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PRIORITY

Diversity training needs to be encouraged within the sector

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Create a resource list for diversity resources available currently and share publicly.

• Diversity training available including contacts and fees.

• Mentoring programs available to assist internationally trained health care professionals to enter the sector.

u

Develop diversity training in most economical format for current staff and new staff. (Sheona Koroman, St. Mary’s General Hospital and Kelly Smith, Waterloo Wellington Community Care Access Centre)

u

Develop or access French health literacy programming to assist immigrants and beginners to advance their health care literacy and move into openings in the sector (Kelly Smith, Waterloo Wellington Community Care Access Centre has seen courses at Collège Boréal in learning French and French for Healthcare)

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Health Care Human Resources Strategy - November 2014

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PRIORITY

Upgrading of current workers, especially in technology, needs to happen

u

Promote the availability of training/learning opportunities that exist for current workforce through the schools, trainers and Employment Ontario programs (especially re: health technology).

u

Review best practices around requests for proposals (RFPs) for training and share a draft RFP with all providers.

• For technology, programs need to include basics like email, MS Office.

u

Forge partnerships between employers and educators to promote training in client independent living, how to communicate with clients and working in unionized settings.

u

Encourage collaboration between health care providers and education to offer customized certification programs that address technology or essential skills deficiencies and offer customized training solutions for staff.

(Janette Thor, Everest College and Jeanette Wiegand, Medix School)

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PRIORITY

Funding options to help workers upgrade their skills

u

Create a shared space to promote opportunities.

• Healthline and LinkedIn have been suggested as spaces for agencies to share training opportunities.

u

Review best practices for partnership agreements and develop a standardized agreement for sharing staffing/resources/training across local partners which can be quickly modified to meet the specific needs of the two health care organizations (i.e. secondment, purchase services).

u

Share educators/trainers for common patient safety, occupational safety, legal, mask fitting, infection control (Sheona and Kelly on IC).

u

Develop ‘webinars’, or a shared training system that is trusted by the industry, so that health care workers can access information on trends and new knowledge. A small fee could be charged which would provide funding to develop the training modules.

Health Care Human Resources Strategy - November 2014

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Future

The Need to Address the Future Supply Situation u

In 2014, Conestoga will have a standardized communications course across all programs for full-time students.

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Only 4% of high school graduates are choosing to go into health care programs at the postsecondary level.

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1 in 10 high school grads have learning disabilities and need accommodations. How can we undertake training for these candidates if they go into health care? u

The more placements that are available in the industry mean the more interest in a field or program by students so schools and employers need to build stronger partnerships.

u

There is a trend to virtual job fairs which can attract people from other regions and areas. With the introduction of virtual job fairs to recruit people from outside the local area who may, or may not, be connected to a postsecondary institution, technical skills will be more important.

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PRIORITY

Recruitment needs to be based upon core competencies for given positions

u

Create a work group to work on a core competency model for recruitment and selection which can used also for determining gaps with current workers.

(Lyne Aubry-Yates, St. Marys Hospital)

• Create a core competency model with base competencies and then have it customizable by adding 2-3 extras specific to each organization. u

Develop core testing for recruitment.

u

Promote in the industry a “standardized� core competency test which is done with interested candidates and can be used in conjunction with the resume.

u

Develop standardized module for common training requirements along with additional customized educational/training programs to meet specific organizational priorities at the local, provincial and national levels.

(Don Wildfong, Conestoga College)

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Health Care Human Resources Strategy - November 2014

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PRIORITY

Encourage jobseekers and students to use labour market information to make career decisions and discover the jobs that are on the rise in the next 5-10 years

u

Employment service providers can offer information to job seekers and people considering careers in healthcare.

• Host and plan events for people considering careers in healthcare.

• Help jobseekers become aware of essential skills and literacy needed for positions in health care.

u

Encourage health care organizations to post high needs areas or upcoming needs on web sites (eg. OR certification).

u

Conduct a survey of health providers around projected needs and provide that feedback to local schools to share with students.

u

Share information about health care employers and their needs for their workers with trainers and schools so schools can integrate that information with PSW courses for future graduates. (Sandra Rea, St. Louis Adult Learning Centre) • What are the required essential skills? In regards to tech, what program software is relevant to better prepare students for entry into the field?

u

Develop each organization’s understanding of their workforce needs for the next 5 – 10 years. (Lyne Aubry-Yates, St. Marys Hospital can assist organizations to do this.)

u

Outline an evidence-informed health human resources strategy that covers education training, forecasting, deployment, utilization (role clarity) across the region. Consider how staffing models need to change from the perspective of structure and function. (Don Wildfong, Conestoga College)

u

Develop a needs based planning model that can be used from the production perspective. It must take into account new models of care as appropriate to reduce the overuses, misuse and underuse of health human resources. (Don Wildfong, Conestoga College)

Health Care Human Resources Strategy - November 2014

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8

PRIORITY

Partnerships with high school and colleges to increase student exposure to health care as career choice

u

Encourage employer visits to schools boards and colleges to speak to students and placement coordinators.

• Educate college staff about home care nursing programs and opportunities.

• Provide information about home care opportunities to PSW and nursing students.

• Encourage the local Industry Education Councils (IECs) to engage the Health Care HR Committee and promote joining speakers list to increase health care speakers who can speak to secondary students.

u

Explore the potential to establish a co-operative education advisory group with employers, school boards and colleges.

• Ensure continuation of “real world” work placement and International Medical Graduates opportunities to a broad range of health sector “learners”/trainees • Welcome more students for placements and co-op from different levels of healthcare • Placement for PSWs – need more placements and different areas • Develop a local co-op plan

u

Establish Employer Advisory Boards where employers partner to find out what strategies/skills should be implemented into training programs.

u

Identify strategic priorities to inform the design, development and delivery of post-graduate educational and training programs to meet the needs and expectations of local service delivery organizations (Don Wildfong, Conestoga College)

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Health Care Human Resources Strategy - November 2014

Action Plan Short Term Actions within the first 12 months

Sharing Informationy u

Create a list of resources available to employers to assist new hires with job retention and other supports.

(Priority #1)

u

Develop a resource listing local organizations that employers can access that may have candidates to fill positions that need to be replaced quickly. (Priority #1)

u

Create a resource list for diversity resources available currently and share publicly. (Priority #3)

u

Develop or access French health literacy programming to assist immigrants and beginners to advance their health care literacy and move into openings in the sector. (Priority #3)

u

Promote the availability of training/ learning opportunities that exist for current workforce through the schools, trainers and Employment Ontario programs (especially re: health technology). (Priority #4)

u

Review best practices around requests for proposals (RFPs) for training and share a draft RFP with all providers.

(Priority #4)

u

Create a shared space to promote opportunities. (Priority #5)

u

Share educators/trainers for common patient safety, occupational safety, legal, mask fitting, infection control. (Priority #5)

u

Encourage health care organizations to post high needs areas or upcoming needs on web sites. (Priority #7)

Health Care Human Resources Strategy - November 2014

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Developing the Future Workforcey u

Arrange employer visits with PSW classes to talk about typical entry into the industry to minimize discouragement and create a realistic picture. (Priority #1)

u

Employment service providers can offer information to job seekers and people considering careers in healthcare. (Priority #7)

u

Encourage employer visits to schools boards and colleges to speak to students and placement coordinators. (Priority #8)

u

Explore the potential to establish a co-operative education advisory group with employers, school boards and colleges.

(Priority #8)

Supporting Human Resources Functionsy

10

u

Conduct a salary survey of the industry. (Priority #1)

u

Encourage health care staff to undertake lifelong learning as a resource to reengage, advance career or try something new. (Priority #2)

u

Create a diversity working sub-group to determine how diversity is to be defined and to oversee future diversity actions in the plan. (Priority #3)

u

Create a work group to begin work on a core competency model for recruitment and selection which can used also for determining gaps with current workers. (Priority #6)

u

Develop each organization’s understanding of their workforce needs for the next 5 – 10 years. (Priority #7)

Health Care Human Resources Strategy - November 2014

Medium Term Actions

within the first 2 years

Developing the Future Workforcey u

Forge partnerships between employers and educators to promote training in client independent living, how to communicate with clients and working in unionized settings. (Priority #4)

u

Conduct a survey of health providers around projected needs and provide that feedback to local schools to share with students. (Priority #7)

u

Share information about health care employers and their needs for their workers with trainers and schools so schools can integrate that information with PSW courses for future graduates. (Priority #7)

u

Establish Employer Advisory Boards where employers partner to find out what strategies/skills should be implemented into training programs. (Priority #8)

u

Identify strategic priorities to inform the design, development and delivery of post-graduate educational and training programs to meet the needs and expectations of local service delivery organizations. (Priority #8)

Supporting Human Resources Functionsy u

Discuss within the industry what positions could be created for some of these skilled workers and the purpose that would be served. (Priority #2)

u

Develop diversity training in most economical format for current staff and new staff.

(Priority #3)

u

Review best practices for partnership agreements and develop a standardized agreement for sharing staffing/resources/training across local partners which can be quickly modified to meet the specific needs of the two health care organizations (i.e. secondment, purchase services). (Priority #5)

u

Outline an evidence-informed health human resources strategy that covers education training, forecasting, deployment, utilization (role clarity) across the region. Consider how staffing models need to change from the perspective of structure and function.

(Priority #7)

Health Care Human Resources Strategy - November 2014

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Long Term Actions

beyond 2 years

Developing the Future Workforcey u

Explore the potential to develop a PSW program modeled on the Nursing New Graduate Initiative to reduce turnover costs for that position in the industry. (Priority #1)

u

Develop with schools new programs that will allow current staff to transition across the sector. (Priority #2)

u

Encourage collaboration between health care providers and education to offer customized certification programs that address technology or essential skills deficiencies and offer customized training solutions for staff. (Priority #4)

u

Develop ‘webinars’, or a shared training system that is trusted by the industry, so that health care workers can access information on trends and new knowledge. A small fee could be charged to belong which would provide funding to develop the training modules. (Priority #5)

u

Develop standardized module for common training requirements along with additional customized educational/training programs to meet specific organizational priorities at the local, provincial and national levels. (Priority #6)

Supporting Human Resources Functionsy

12

u

Develop core testing for recruitment. (Priority #6)

u

Promote in the industry a “standardized” core competency test which is done with interested candidates and can be used in conjunction with the resume. (Priority #6)

u

Develop a needs based planning model that can be used from the production perspective. It must take into account new models of care as appropriate to reduce the overuses, misuse and underuse of health human resources. (Priority #7)

Health Care Human Resources Strategy - November 2014

Strategy Session

Attendees Lyne Aubry Human Resources Director, St. Mary’s General Hospital

Janet Redman Executive Director, Guelph Independent Living

Sharon Chapman Assistant Executive Director, Revera Retirement, Stone Lodge

Helene Richard Administrator, Chartwell Elmira Long Term Care Residence

Jacobi Elliott PhD. Candidate, University of Waterloo

Julie Robinson Human Resources Generalist, Red Cross Care Partners

Justine Giosa Ph.D. Candidate, University of Waterloo

Cheryl Roth Administrative Supervisor, Medix College

Julie Hofstetter Human Resources Coordinator, Tri-County Mennonite Homes

Kelly Smith Director, HR and Organizational Development, Waterloo Wellington Community Care Access Centre

Maureen Hooks-Hunter Personal Support Worker Instructor, St. Louis Adult Learning and Continuing Education Centre

Denise Squire Executive Director, Woolwich Community Health Centre

Alicia Kincaid Job Developer, YMCA Employment Services

Michelle Storm County Program Manager, Second Chance Employment Counselling

Sheona Koroman Senior Human Resources Generalist, St. Mary’s General Hospital

Lisa Sui Job Developer/ Career Counsellor, YMCA Employment Services

Francine LaFontaine YMCA Employment Services

Carmen Taylor Employment Counsellor, Anishnabeg Outreach

Jenn Metzloff Executive Director, Centre for Family Medicine Family Health Team

Janette Thor Director, Career Services, Everest College

Katrina Michielsen Employment Consultant, Lutherwood

Dr. Peter Tiidus Program Coordinator, Health Sciences Program, Wilfrid Laurier University

Jennifer O’Brien Vice President, HR Support Services, St. Joseph’s Health Centre Guelph

Amy Weaver Human Resources Advisor, Groves Memorial Community Hospital, North Wellington Health Care Corp.

Lana Palmer Executive Director, Upper Grand Family Health Team

Jeanette Wiegand Placement Coordinator, Medix College

Sarah Palubeski Manager, Human Resources, Red Cross Care Partners

Don Wildfong Chair, Continuing Education and Specialty Programs, Conestoga College

Shelly Price Human Resources Manager, Traverse Independence Sandra Rea Personal Support Worker Program Manager, St. Louis Adult Learning and Continuing Education Centre

Gulizar Yildirim Recruiter, Region of Waterloo, Seniors’ Services

Health Care Human Resources Strategy - November 2014

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This strategy is supported by