The Vision…and How to Achieve It

1. Human Resource Strategy for Community Disability Services: AN ACTION PLAN FOR BUILDING PEOPLE CAPACITY Presentation by Graham S. Lowe, PhD, at HR Forum #3, sponsored by the Alberta Association of Rehabilitation Centres Edmonton, 9 March 2006

2. The Vision…and How to Achieve It By the year 2010, the Province of Alberta will have a well-trained and stable community rehabilitation workforce recognized as professionals providing valued service. The Human Resource Strategy is a provincial action framework that will enable us to achieve this Vision. 2

3. Building on momentum to achieve better results COMPLETED OR UNDERWAY: • Workforce 2010 • Fair Compensation Committee • Workforce classification system • HR Forums • HR tools (job evaluation, employer of choice self- assessment, turnover template) • Training and development • Branding and communication strategy NEXT STEPS: Human Resource Strategy funded and implemented at the provincial, regional, and agency levels RESULTS: • Strengthened people capacity • Improved Quality of Services • Sector sustainability 2006: Transition to HRS 3

4. FOUR PILLARS: Recruit Develop Engage Retain RATIONALE: This approach is based on leading-edge HR management practice. It strengthens and diffuses HR practices already used in the sector. It addresses the major HR challenges identified in Workforce 2010 and in AARC HR Forum #1. It also aligns with the Alberta government’s provincial labour market development strategy, which helps to support funding requests to the government for HR initiatives. Framework for the HR Strategy 4

5. The continuous cycle of building people capacity These linked HR activities build and maintain the people capacity that agencies need to achieve their mission. Sector’s Mission 5

6. HR Strategy guiding principles • An opportunity to revitalize the sector for the 21st century. • Contributes to a redesigned service delivery system. • Refocused mission on a core of person-centred services. • A framework that facilitates coordinated actions at the provincial and regional levels. • Provides the flexibility agencies require to take innovative steps to meet their HR needs. • Strong commitment from agency Boards and Executives. • Opportunity to strengthen governance within the sector. • Promotes continuous learning and improvement in people practices. • Closely linked to improved internal and external communication. 6

7. Dissatisfiers Low pay Perceived inequities in pay Lack of benefits Nowhere to grow and go Satisfiers and Motivators Decent wages and benefits Good quality of work life Feel valued and respected Opportunities for learning and development Challenging work that gives a sense of pride and accomplishment A total rewards approach HR practices must tip the balance away from dissatisfiers toward satisfiers and motivators. 7

8. A HIGH-QUALITY WORK ENVIRONMENT VISION: Challenging but not overworked Trust, respect, and fairness Mutual commitment Adequate job resources Job autonomy and decision input Learning and development opportunities Support for wellness and work-life balance Effective supervision Open communication Recognition for contributions ACTIONS: Make this the Vision of an exemplary workplace in the community disability sector. This defines an “employer of choice,” which is an outcome of effective HR policies and practices. Focus on positive HR goals, such as improving the quality of work life for staff. A vision and actions to improve work environments and the quality of work life 8

9. A client-service case for improved total compensation • The sector needs champions and advocates among community leaders, MLAs, and the provincial cabinet. • Sequence this to leverage other work the sector is doing to reposition, rebrand, and strengthen HR. • Link overall wage increases to increases in training and development, which ultimately benefits clients and communities. • Link this with the sector’s communication strategy, but it must be more than a communication strategy. • Learn from what has worked in other jurisdictions. • The case for increased compensation revolves around individual services and sector sustainability—not fairness. 9

10. The Professionalization Process Strive for greater professionalism within the sector: • Professionalism refers to the attitudes that employees have toward their clients, the services they provide, and their careers. Professionalism needs to be reinforced by the culture of each agency. • Professionals have work environments that support the attainment of excellent professional practice outcomes. • Professionals view their work as a calling and a career, not as a ‘job.’ • Professionals are valued and respected by their employers, clients, and the public. • Professionals provide tangible outcomes for clients, using recognized skills based on educational qualifications, certification, and experience. 10

11. Strengthening the Front-line Service Providers THE CHALLENGE: • 80% of employees are Community Support Workers. • Challenges: resources for recruitment, turnover, skills, and educational upgrading. ACTIONS: • Expand and diversify sources of recruitment. • Track these workforce characteristics and set realistic targets annually. • Support educational upgrading by subsidizing tuition. • Accommodate the needs of diverse groups. • Design a smooth transition process to the new job classifications system. • Create more opportunities for career mobility. • By 2010, aim to have more than 50% of workers in Community Support Practitioner positions. • Create corresponding pay increases. 11

12. Leadership Development • Leadership development could be an attractive investment for the corporate sector. • There is growing recognition in Alberta for the need for cooperation and partnerships to address labour market development needs, so the timing is good for pitching a corporate funding request. • Government may be prepared to co-fund this sort of initiative. 12

13. Human Resource Council: Mandate • Develop sector capacity to proactively address HR challenges by providing expertise and leadership • Promote high standards of people practices • Document and disseminate exemplary people practices • Track and report relevant labour market trends • Launch an HR Best Practices Network • Coordinate sector-wide employer branding and recruitment initiatives • Further develop partnerships with post-secondary institutions • Develop, disseminate, and support the use of HR tools • Work with agencies to help close IT skill and equipment gaps. • Launch a quarterly newsletter to document the positive outcomes of valuing employees 13

14. Implementing the HR Strategy is a shared responsibility 14

15. Integrate the HR Strategy in all initiatives • Within accreditation – strengthen the HR component and include HR practices, the quality of work life, and professional development as accreditation standards. • Develop measures for continuous improvement and accountability – e.g., build HR performance indicators into annual general reports, AARC develop and administer a staff survey • Develop and strengthen agency boards’ contribution to HR goals through a communication strategy, links between boards and partners/funders, training and collaboration among regional boards • Establish and/or strengthen community partnerships – engage the Chamber of Commerce to help find jobs for persons with disabilities, forge relationships with post-secondary institutions, build alliances with related professions and pursue 50/50 government and private sector funding for HR initiatives 15

16. Develop a Coordinated Strategy • At the agency level: • Use the HR Strategy as a framework, communicate agency’s commitment to developing and implementing an HR Action Plan • Use the HR Strategy to assess current HR practices and plans. • Identify three or four HR priority actions and integrate them into the business plans. • Coordinate agency actions with regional and provincial HR initiatives. • Engage board and staff members • At the board level: • Link agency goals and business plans to the HR Strategy • Ensure human resource and funding strategies are linked • At the regional level: • Work together, share information • Need to build trust 16

17. Discussion of HR Strategy • Comments? • Questions? • Suggestions? 17