Knowledge Exchange

Our Values In Action

Contact Information

Donna Chalifoux
Employee Wellness Consultant
Saskatoon Health Region
People Strategies
Health Region
Saskatoon, Saskatchewan
donna.chalifoux@saskatoonhealthregion.ca

When was your practice implemented?
October 2008

Describe the issue that prompted the implementation of your practice:
In March 2008, People Strategies partnered with internal stakeholders through a collaborative process to create the code of conduct for Saskatoon Health Region. Aligned with the 2007-2010 Strategic Plan, Our Values In Action connects directly with the Strategic Direction of Transforming the Work Experience and impacts on the other four strategic directions, specifically Transforming the Care and Service Experience.

Saskatoon Health Region's ability to attain its vision of healthiest people, healthiest communities, exceptional service is largely dependent on the collective efforts of its workforce supported by a healthy workplace. Strategic focus on actions to create a values-based culture provides the foundation to truly transform the work experience for all those working for and with Saskatoon Health Region.

Describe your practice:
Our Values In Action builds a foundation for a more stable, effective and positive work environment, grounded in our organizational values and corporate strategic plan. It is supported by existing policies and procedures as well as the Contagious Kindness program developed in response to recommendations from the Employee Opinion Survey (2005) Working Group. As supported by best practice, Our Values In Action outlines the values of the organization and articulates expectations regarding conduct for all those working for and with us.

Our Values In Action consists of:
1.Booklet: Outlines SHR core values; and expected standard of conduct
2.Companion DVD: The Renewal: Engages audience and creates a positive "emotional take-away"
3.Program: Contagious Kindness: Our Values In Action for Positive Workplaces : Strengthens understanding and application of core values
4.Toolkit: Interactive companion guide to embed & anchor core values

Describe how your practice was implemented and the resources required (e.g. people, time, money):
Planning and Implementation Process

March 2008: Literature review and scan of leading practice; draft document completed by People Strategies
March-June: Consultation series with stakeholders including CEO, People Strategies Portfolio, Professional Leaders Team, Leadership Community, HR Subcommittee of Authority, Client & Family Centred Steering Team, Community Advisory Network, Unions (SUN, HSAS, SEIU), Employees, Volunteers
July: Senior Leadership approval
September: Saskatoon Regional Health Authority full endorsement
October: Organizational Launch. All employees, physicians, affiliates, foundations and volunteers invited to join in a week of learning opportunities and celebrations; Replacement costs paid
November: Copy of booklet distributed to every employee
January 2009: Team Toolkit distributed

Collaboration of internal partners included Corporate and Public Affairs, Learning and Leadership, Respectful Workplace, Labour Relations, Employee Wellness, Volunteer Services, Payroll

Explain the impact of your practice:
The impact of Our Values In Action has been felt throughout the Region since its launch in the Fall of 2008. Saskatoon Health Region values are used as a filter in decision making at all levels, including Program/Department level, the Senior Leadership table and the Saskatoon Regional Health Authority (Board).

The Contagious Kindness program which serves as the action component to breathe life into the values and code of conduct has been very well received by staff and is now included in the Welcome Onboard Week, Phase 1 of the Onboarding program for all new hires. Open sessions are consistently full and often over capacity.

Our Values In Action has provided the impetus for the the organization and individuals to renew our shared values and lays the foundation to build a positive and supportive culture where people feel heard, respected and valued and ultimately are able to provide quality care and service to our patients, clients, residents and families.

How did it improve quality of worklife?
Establishing a code of conduct moves us toward creating a values-based organization and is the cornerstone of a healthy workplace. This foundational piece is part of a strategy to improve quality of work life for employees, which subsequently improves quality of service for our clients, patients, residents and families.

Our Values In Action played a substantial role in assiting Saskatoon Health Region to be named one of Saskatchewan's Top 15 Employers 2009, and to achieve NQI PEP Healthy Workplace, Level 1 certification in May 2009.

How do you know? (e.g. surveys to staff, a formal evaluation process, specific outcomes, feedback)
Employees were asked to complete a pre-launch survey to determine a baseline for current awareness and knowledge of the shared values and beliefs and attitudes surrounding them. A subsequent survey will be utilized one year from the launch to assess the impact of the code of conduct and supporting initiatives. Evaluation/feedback sheets are collected at Contagious Kindness workshops and analysed regularly to determine key themes from participants. SHR will look to the next Employee Opinion Survey for evidence of increased engagement.

-Launch week and education delivered to 750+ staff and managers
-Booklet distributed to every employee(12,000)
-Contagious Kindness open sessions once a week; 20-25 participants/session, and included in Onboarding program for all new hires
-3rd Set in-house facilitators trained to deliver the program (44 total)
-alignment with core values included in decision making criteria
-Values embedded into Annual Employee Review and Accountability Agreement

What lessons learned and issues to consider are you able to share with colleagues?
Because of time required for genuine collaboration and senior leadership/board approval, competing priorities challenged original timelines. Patience and flexibility to move forward when the opportunity presented was key. To keep the buzz alive, the extra time was used to build relationships and gather more feedback.

Timing of the launch and alignment with other key strategic initiatives including the Workforce Action Plan, Employee Opinion Survey Recommendations and Performance Management ensured greatest impact and sustainability of Our Values in Action.

A collaborative and transparent process required a wide range of stakeholders in sufficient numbers able to provide input and feedback. With a complex and geographically large system, a variety of solutions was needed and included focus groups, presentations during regular staff meetings, immediate and written feedback provisions, and questionnaires to employees.

Related Documents:
shr_our_values_in_action-633801655577976875.pdf