In the know @ PHO - June 2015

More documents

Recommendations

Info

Our People Employee Engagement Profile: ENVIRONMENTAL AND OCCUPATIONAL HEALTH (EOH) EOH TEAM TAKES DEEPER DIVE INTO ENGAGEMENT SURVEY RESULTS From the moment our chief, Ray Copes, shared our department’s employee engagement survey results with us, we knew that he, and PHO senior management, were taking the results very seriously. They wanted to know more so that they could improve the experience of working at PHO for employees. Based on the survey results, the team saw that there were four priority areas of improvement on which EOH needed to focus: Career Opportunities, Learning and Development, Resources, and Managing Performance and HR Practices. There were a number of questions on the survey that aligned with each one of these priority areas. After reviewing and discussing the results under each priority at a team meeting, we decided that we needed to explore each topic further to better understand the survey results and to help inform recommended solutions for improvement. Our approach engaged each and every member of the team. We elected to form four teams of two, with each team volunteering to tackle one of the priority areas. Team members either emailed or met with every EOH team member to get more information about their thoughts on the questions. This allowed everyone to share their insights on each improvement priority. The teams summarized their respective findings and shared them during a series of team meetings. We dedicated one meeting to each topic to allow for thorough discussion. These discussions were used to help validate each team’s findings and to brainstorm recommendations. Having just recently completed this process, our findings and recommendations have been consolidated into a report. Our recommendations include teamlevel solutions, and corporate-level solutions for those things we felt were out of our control (e.g., processes and procedures, company policies). I truly appreciated how candid and forthcoming team members were throughout this process, and how our chief was enthusiastic and supportive. I know that we all look forward to being a part of the solutions that will help our team to continue to deliver our best work. BY SUSANNE BELL, EXECUTIVE ASSISTANT, ENVIRONMENTAL AND OCCUPATIONAL HEALTH 18 | Return to table of contents
Our People Employee Engagement Profile: HUMAN RESOURCES HR TEAM TAKES ACTION TO ADDRESS ENGAGEMENT SURVEY RESULTS Earlier this year, the Human Resources (HR) team met to review our departmental results from PHO’s first employee engagement survey. Following the review, we worked together to develop some action items that we wanted to focus on in the coming year. One of the top priorities that we identified was a desire to be more collaborative as a team in the work that we do. To create a more inclusive and collaborative work environment, we looked at our department’s operational initiatives for the coming year and each member was given the opportunity to identify the topics they would most like to either lead or support as a team member. A sub-committee within the HR team worked together to develop roles and responsibilities for each team member within each HR initiative and to create a project charter template which can be used by project leads. The roles the team defined to support each initiative are as follows: Project Lead - Responsible for leading the project working team to ensure the operational initiative objective is met within the identified timelines. Provides guidance and direction to the working team. Project Working Team Members (WTM) - HR staff who will provide support on the required tasks to achieve the deliverable(s) of the operational initiative. Consult Team Members (CTM) - Team members who have experience/expertise in the area related to the initiative who can be called upon for advice as required. Inform (I) - All other HR staff not directly involved who will be informed through access to the SharePoint site for Operational Initiatives. All related documents will be available to review as desired. Professional Development (PD) - Staff who are interested in being involved as a professional development opportunity. The project charter and role definitions allowed us to be more inclusive, clarify roles, and foster learning by enabling members of the team to contribute to the department’s initiatives through professional development. BY MELISSA CHEUNG, ORGANIZATIONAL IMPROVEMENT COORDINATOR AND MICHELLE KAZIMIREK, INTERIM HR MANAGER / HR BUSINESS PARTNER Return to table of contents | 19
Page 1 and 2: In the know @ PHO JUNE 2015 WE ARE
Page 3 and 4: IN THE KNOW @ PHO A quarterly, inte
Page 5 and 6: were explored in greater detail by
Page 7 and 8: In Brief ENHANCING RECRUITMENT PRAC
Page 9 and 10: SENIOR EXECUTIVES MEET ONE-TO-ONE W
Page 11 and 12: WHAT PEOPLE ARE SAYING ABOUT GOTO
Page 13 and 14: ENGAGEMENT CAFÉ GENERATES IDEAS FO
Page 15 and 16: FROM TOP: PETER DONNELLY AND GEORGE
Page 17: EVA TRUONG, ADMINISTRATIVE ASSISTAN

In the know @ PHO - June 2015

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?