1. Addiction and Mental Health Workforce How to use Competencies for Talent Management May 31, 2016 Toronto

2. #AMHO2016 @AMHOnt Session Objectives How to use competencies as an effective talent management strategy for the Addiction and Mental Health workforce How it was piloted and used at Montfort Renaissance 2

3. #AMHO2016 @AMHOnt Agenda Goals for Montfort Renaissance Project Overview of Competency Based Management Benefits and Use of Competencies as Talent Management Strategy Project Deliverables Project Results Questions 3

4. #AMHO2016 @AMHOnt Champlain MH&A Competency Model Project To Build Mental Health and Addiction System Capacity To Improve Quality of Care Funded by Champlain LHIN Partnering with MRI and HRSG Use competencies for Recruitment & Selection and Performance Management 4

5. #AMHO2016 @AMHOnt Champlain LHIN Expectations “All Health Service Providers will integrate one or more components of the Champlain Mental Health and Addictions Competency model for purposes of recruitment, professional development, and performance management. Components include the following: Competency based profiles Competency based job descriptions Competency based Interview questions Technical and behavioural competencies (both) Competency based Performance management tools. Expectations for hospitals with Mental Health and Addiction programs will vary. 5

6. Competency Based Management 6

7. #AMHO2016 @AMHOnt Return on Investment 92% greater ability to “respond to changing economic conditions” 156% greater ability to “develop great leaders” 40% lower turnover among high performers 87% greater ability to “hire the best people” 26% higher revenue per employee »Bersin 2010 19% improvement in employee performance 12.5% increase in sales and profits »Spencer 2001 7

8. #AMHO2016 @AMHOnt Why Do Organizations Turn to Competency-based Talent Management? 8 Strategic Vision Employee Behaviours Improved Business Results For organizations that seek to align their workforce with business objectives, competency management is critical. Aberdeen Research 8

9. #AMHO2016 @AMHOnt What is Competency-Based Management? An HR management approach that standardizes and integrates all HR activities based on competencies that support organizational goals. 9

10. WOW Server 10

11. #AMHO2016 @AMHOnt Using Competencies in Talent Management Competencies are used throughout the TM process as the common criteria for:  making hiring decisions,  explaining job expectations,  measuring and managing performance  facilitating career development 11 #1 business / HR process that will drive the highest level of impact is a sound competency management program. - Bersin 2006

12. #AMHO2016 @AMHOnt Best Practices for Using Competencies 12 Communicate ideal candidate profile Select to key competencies Standardized tools and methods Assess competencies to identify gaps Learning plans to address gaps Career development tools aligned with competencies Career development tools Expected behaviors clearly defined Reinforce key competencies Hiring Performance Development Engagement Planning Hire better quality employees Greater job knowledge & competence Quick learning curve and targeted development Greater employee retention & motivation Build a high performing workforce Goals Communicate job expectations Coach to competencies Assess successors against competencies (e.g. leadership profile) Identify key competencies needed in workforce

13. #AMHO2016 @AMHOnt Identifies the observable behaviours for successful performance Not just WHAT employees do, but HOW they do it By describing the “how” and presenting the information as observable behaviours, competencies provide a more practical, accurate way to identify and develop the talent needed across an organization 13 What is a Competency?

14. 14 ADAPTABILITY AND FLEXIBILITY Willingly adjust one’s approach to meet the demands and needs of constantly changing conditions, situations and people and to work effectively in difficult or ambiguous situations. Level 1Level 2Level 3Level 4 Demonstrates recognition that other points of view and ways of doing things have value Readily shows flexibility and expresses willingness to do things differently, accepting change as normal Adjusts priorities and work goals as necessary when working under changing or unclear conditions Displays a positive attitude in the face of ambiguities and change Adapts approach to match needs of others using interactions as a series of give and takes as appropriate Asks others for input and feedback on changes that will affect the work unit Encourages peers to adapt to new initiatives Supports and adapts to major changes that challenge traditional ways of operating Effectively adjusts task priorities and work focus as needed in reaction to changing circumstances and setbacks Demonstrates a calm demeanour and self awareness, remaining effective and retaining perspective under changing, challenging or unclear conditions. Adheres to VAC Security Policies and Directives when dealing with others. Strives to develop a healthy perspective on change, adapting in an informed and professional manner to demanding and changing circumstances Accurately reads and understands emotional, interpersonal and environmental cues and adjusts behaviour to obtain the desired outcomes Adapts interpersonal style to the needs of diverse individuals and groups across a range of environments and situations. Gathers information from a variety of sources to assess changing plans and priorities and makes informed choices based on available information Prepares for change and adapts own plans and priorities accordingly Provides advice and guidance to others to assist them in adapting to difficult or changing situations Exercises flexibility in approaches while also maintaining professional integrity and organizational values Revises organizational or project plans to meet new demands and priorities Recognizes and responds quickly to shifting opportunities and risks Adapts behaviour to perform effectively amidst continuous change, ambiguity and, at times, apparent chaos Through own behaviour, creates an environment of energy and enthusiasm, despite high demands or difficult workloads Competently manages risk and uncertainty Provides support systems (e.g., retraining programs) to deal with the unanticipated and challenging results of change activities

15. #AMHO2016 @AMHOnt Implementing Competencies Recruitment and Staffing Competencies define selection criteria for performance success Competency-based tools and processes support valid, fair and systematic hiring decisions 15

16. #AMHO2016 @AMHOnt Implementing Competencies Performance Management and Development Competencies define the behaviours necessary for goal achievement They facilitate a developmental approach to performance management 16

17. #AMHO2016 @AMHOnt Definition: A competency architecture or structure describes the common rules for defining competencies within the organization. Competency Architecture 17

18. #AMHO2016 @AMHOnt Basic Competency Architecture 18

19. #AMHO2016 @AMHOnt Management Support Addiction Mental Health 19 MRI Job Families (7) Seniors Residence Administrative Maintenance

20. #AMHO2016 @AMHOnt TYPES OF COMPETENCIES Core Competencies Job Family Competencies Job Specific Competencies 20

21. #AMHO2016 @AMHOnt TYPES OF COMPETENCIES Core Competencies Core competencies are required by all employees to enable MRI to achieve its mandate and vision. Job Family Competencies Job Specific Competencies 21

22. #AMHO2016 @AMHOnt Diversity & Cultural Responsiveness Effective Communication Ethical Conduct & Professionalism Teamwork & Cooperation 22 Example - Core Competencies Champlain Addiction and Mental Health Workforce

23. #AMHO2016 @AMHOnt TYPES OF COMPETENCIES Core Competencies Job Family Competencies Job family competencies are shared by a ‘family’ of related jobs that have common functions. Job Specific Competencies 23

24. #AMHO2016 @AMHOnt Example – Job Family Competencies Prevention/Health Promotion Worker Adaptability/Flexibility Analytical Thinking and Decision Making Interpersonal Rapport/Savvy Client Service Orientation 24

25. #AMHO2016 @AMHOnt TYPES OF COMPETENCIES Core Competencies Job Family Competencies Job Specific Competencies Apply to individual or a subset of jobs /roles in the job family 25

26. #AMHO2016 @AMHOnt Example – Job Specific Competencies Mental Health Nursing Client Centred Change Medications Understanding Concurrent Disorders 26

27. #AMHO2016 @AMHOnt Leadership Competencies Competencies required of leaders (some or all levels) Reinforce vision, values, strategic direction and leadership accountabilities Sometimes Leaders are defined as a Job Family; sometimes layered on top of Job Families Competency Layers 27

28. What is a Competency Profile? Definition: A collection of competencies critical to successful job performance. Indicates the level of proficiency required for each competency for each role or job. 28

29. #AMHO2016 @AMHOnt CORE COMPETENCIES Diversity & Cultural Responsiveness Effective Communication Ethical Conduct & Professionalism Teamwork & Cooperation 3 2 2 3 CompetencyProficiency JOB SPECIFIC COMPETENCIES Client Referral Screening & Assessment 3 Competency Proficiency JOB FAMILY COMPETENCIES Interpersonal Rapport & Savvy Adaptability/Flexibility Analytical Thinking & Decision Making Client Service Orientation 2 3 3 2 CompetencyProficiency Required Effectiveness Level Understanding Concurrent Disorders 2 2 3 2 Understanding Continuum of Substance Use Example Profile – Navigator (Addictions) Case Management 2

30. Metholodogy 30

31. #AMHO2016 @AMHOnt Canadian Centre on Substance Abuse Competencies for Canada’s Substance Use Workforce The Research:  2007: Technical Competencies  2010: Behavioural Competencies  2014: Revised Technical Competencies 2014: Champlain Competency Profiling with Addictions & Mental Health Subject Matter Experts 31

32. #AMHO2016 @AMHOnt The Champlain Competencies Team included… Lead Organization: Montfort Renaissance (Lise Girard and team) Sandy Hill Community Health Centre (Robin McAndrew) Serenity House (Monique Brisson) Rideauwood Addiction and Family Services (Paul Welsh and team) Canadian Mental Health Association (François Drouin-Soucy & Andrew Fainer) Vesta Recovery Program for women (Jackie Rai) Dave Smith Youth Treatment Center (Mike Beauchesne & Glenn Barnes) Ottawa Addictions Access and Referral Services (Judith Peak) The Champlain Local Health Integration Network (Rod Olfert) Human Resource Systems Group (HRSG) (Christine Lamothe) 32

33. #AMHO2016 @AMHOnt Developing Competency Profiles Identified and worked with SMEs Identified Job Families and Roles Identified Core Competencies Develop 1 st draft of competency profiles for all job families with SMEs Validated the competency profiles with other SMEs 33

34. #AMHO2016 @AMHOnt Implementing Competency Profiles/ MRI Recruitment and Selection Created Interview Questions / Guides Assessed the competencies at interview and reference stage for final selection Benefits  Better fit of candidates to the job  Transparent and standardized process  Saved time and $ 34

35. #AMHO2016 @AMHOnt Implementing Competencies Performance Management Assessing employee competencies against the competency profile for their job Identifying strengths and weaknesses Identifying learning solutions to address gaps Benefits  Focus on key behaviours to address  Learning more focus  Improves performance 35

36. Questions 36