EDI > People and Process
In order for an EDI plan to be effective it must be strongly aligned with the workplace culture. Culture is the character and personality of the organization, based on values, traditions, beliefs, interactions, behaviors and attitudes. A positive culture will attract talent, drive engagement and retention, impacts employee and customer satisfaction and affects employee performance.
The desired culture as identified by employees of the MHPS is described as a work environment with open communication, free from harassment, where all employees feel included, valued, respected and supported.
The MHPS will foster the desired culture through open dialogue and examination of the many factors which influence the development of workplace culture including;
- Leadership – The way leaders communicate and interact with employees, including; what they communicate and emphasize, their vision for the future, what they celebrate and recognize, what they expect, how they make decisions, the extent to which they are trusted and the beliefs and perceptions they reinforce.
- Management – How the organization is managed – its systems, procedures, structure, hierarchy, controls and goals. The degree to which managers empower employees to make decisions, support and interact with them and act consistently.
- Workplace Practices - Practices related to recruiting, selection, onboarding, compensation and benefits, rewards and recognition, training and development, advancement/promotion, performance management, wellness, and work/life balance (paid time off, leave, etc.), as well as workplace traditions.
- Policies and Philosophies - Employment policies including, but not limited to, attendance, dress code, code of conduct, and scheduling, in addition to organizational philosophies such as hiring, compensation, pay for performance, and internal transfer and promotion.
- People - The people hired — their personalities, beliefs, values, diverse skills and experiences, and everyday behaviors. The types of interactions that occur between employees (collaborative versus confrontational, supportive versus non-supportive, social versus task-oriented, etc.).
- Mission, Vision, and Values - Clarity of mission, vision, and values and whether they honestly reflect the beliefs and philosophies of the organization, how inspiring they are to employees, and the extent to which the mission, vision, and values are stable, widely communicated, and continuously emphasized.
- Work Environment - Objects, artifacts, and other physical signs in your workplace. These include what people place on their desks, what the organization hangs on its walls, how it allocates space and offices, what those offices look like (color, furniture, etc.), and how common areas are used.
- Communication - The manner in which communication occurs in your workplace. Importantly, the degree, type, and frequency of interaction and communication between leaders and employees, and managers and employees, including the extent of transparency in sharing information and making decisions.
- To increase transparency & awareness of training opportunities and budget.
- Implement course critique to share learning gained from training opportunities.
Although every accommodation is uniqute to every individual, and placement is determined based on the injuries and needs of the Service, there is a need to create consistency through a formal process.
- Consult staff to review tenure schedule for specialty units.
- Develop an exit interview for staff transferring out of a unit (DONE)
- Completion of consultation and review
- Review exit interview data.
- Evaluate current programs to determine if they are effective and if any gaps exist.
- Implement mobile application based peer support program.