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