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Workforce Priorities HOW TO ATTRACT, HIRE, AND RETAIN THE RIGHT PEOPLE FOR TODAY’S BEHAVIORAL HEALTH WORLD

Workforce Priorities - Organizational Culture final Priorities - Organizational Culture...Organizational Culture ‣Demonstrated in every aspect of organization •Service development

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  • Workforce PrioritiesHOW TO ATTRACT, HIRE, AND RETAIN THE RIGHT PEOPLE FOR TODAY’S BEHAVIORAL HEALTH WORLD

  • ORGANIZATIONAL CULTUREPRESENTERS:

    GLENN COUROUNISEDYE SCHWARTZNAOMI WEINSTEIN, ICL, Inc.

  • Strategic role of HROrganizational Culture

    Does the organization have a culture that ensures:• the right people • with the right skills • do the right things • to get the right results• and will STAY with you

    Key Question

  • Poll 1Leadership at my organization “walks the walk” regarding our mission, vision and values

    ‣ Always‣ Somewhat‣ Never

  • What is Organizational Culture‣ Defines the accepted and preferred way to behave within

    an organization. (“the way we do things here…”)•Shared beliefs and values, established by leaders,

    communicated and reinforced through policies and practices

    •Social order within an organization, often anchored in unspoken behaviors, mindsets, and social patterns

    ‣ There is no one-size-fits-all culture template that meets the needs of all organizations.

  • Function of Organizational Culture‣ Demonstrated in every aspect of organization

    • Service development and delivery• Organizational strategy and structure• Sense of identity and belonging for employees• Sets context for the way the organization treats employees,

    volunteers, clients, and the community

    ‣ Signals to employees:• What top management wants• What behavior is expected• What behavior will be rewarded

  • ‣ Environment‣ Structure‣ Stories‣ History/Rituals‣ Language used‣ Decision making‣ Symbols‣ Ethics‣ Quality ‣ Customer service‣ “Feel”

    Visible and Invisible (Internal)Organizational Culture

  • Visible Organizational Culture

    Mission, vision,

    and values

    visible culture‣ Core values form the

    foundation on which the organization conducts itself.

    ‣ Core values drive culture‣ Culture directs how staff

    behave in the workplace.

  • People orientation Task orientation

    Transparent Need to knowcommunication communication

    Hierarchical De-centralized decision-making decision-making

    Rules driven Results driven

    Risk averse Change oriented

    Values Drive Culture

  • Internal culture: “what it’s actually like to work here…”

  • Impact of Internal Culture38%

    49%

    1 in 5

    1 in 4

    $223 B

    American Workers are very satisfied with

    their current job

    Have thought about leaving their current

    organization

    Have left a job due to workplace culture

    Dread going to work, and don’t feel

    respected or valued

    Cost of turnover due to workplace culture in

    last 5 years

    SHRM, 201976%Say their manager sets the culture of their

    workplace

  • Managers may create a culture within their individual program or department that does not mirror the broader agency culture.

  • When there is a disconnect between values and culture (the visible and invisible), employee engagement, morale and retention suffer.

  • HR and Organizational CultureKey task: ensuring alignment between core values and internal culture in all departments

    ‣ Supportive management team‣ Employee engagement and morale‣ Organizational communication‣ Attract and retain talent who align with core values‣ Performance Management aligned with core values‣ Commitment to learning & development‣ Manage diversity and inclusion‣ Develop policies and procedures (including pay and benefits, work/life

    balance)

  • Leadership is the primary driver of culture.

  • A recovery focused organization is a perfect example of a strong visible culture.

  • Poll 2‣ I believe my organizational culture currently supports

    recovery and trauma informed practice•Yes, definitely•Somewhat•No

  • Service Delivery in aRecovery Focused Culture‣ Clear vision, values and mission‣ Peer leadership at all levels ‣ Diverse menu of services that promote choice

    and quality of life‣ Increased access to services‣ Fewer rules and more flexibility ‣ Focus on wellness rather than illness‣ Recovery outcomes are tracked‣ Supported by staff, rather than directed by staff

  • Is Culture Change Needed?‣ Client outcomes

    • Recovery measures• Length of stay• Client satisfaction surveys

    ‣ Staff measures• Staff retention and staff tenure• Employee satisfaction surveys• Productivity

    ‣ Reputation• Invitations to “share your work” with other organizations• Referrals to your services• Applicants waiting for jobs to open

  • Go Deeper: Explore the Right Questions‣Do we seek feedback from service participants about

    satisfaction?‣Are concerns fed back to management?‣Are direct care staff and service participants involved in

    interviewing?‣Are policies supportive of people with “lived experience” ‣ Can staff safely share personal experiences with mental

    health, substance use and trauma?

  • 3 Routes to Recovery-Focused System Change

    ‣ Additive: ‣ Add peer and recovery-based support to

    existing system‣ Selective:

    ‣ Practice and administrative alignment in selected parts of the system (i.e. pilot projects)

    ‣ Transformative:‣ Cultural values-based change drives

    practice, community, policy and fiscal changes in all parts and levels of the system.

    Ijeoma Archer Consulting, 2013

  • Establish a Recovery Focused Culture‣ Develop a vision of the ideal ‣ Ask hard questions and keep up conversations‣ Develop core values and behaviors that enable the culture‣ Communicate and integrate elements of the new culture

    into the organization‣ Evaluate practices to ensure they align with recovery focus‣ Hire and retain staff who are aligned with recovery

    approaches‣ Hold people accountable ‣ Ensure leaders are living the culture‣ Ensure consistency between words and actions

  • Resistance to Change‣ Fear of the unknown‣ Negative experiences with change‣ Lack of control over the change‣ Lack of understanding about the change‣ Not seeing any benefit to the change‣ Not believing the change will be positive, possible and

    supported by the administration

    ‣ Lack of trust in management/change agents

  • Leadership Gets Results‣ Communicates the vision‣ Persuades others of potency of vision‣ Ensures vision is shared‣ Uses vision to inspire and shape the future‣ Embodies the vision in every action‣ Relates constructively to employees‣ Creates structure and culture that empowers employees‣ Accesses and uses information to make change a constant part of

    the organization‣ Builds organization around exemplary performers

    (Anthony& Huckshorn, 2008)

  • Coming up…‣ Interviewing tools (August 13)‣ Managing performance (September 17)‣ Employee engagement (October 1)‣ Pre-employment screening tool package (October 15)

    ‣ + resources