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EDI People and Process

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.
Initiative: Employee Survey
Status: Spring 2022
ObjectiveSurvey employees every two years to measure the alignment of systems and processes to determine if they support progress towards development of desired culture.
Responsible: Chief of Police / Police Commission
Measurable: Survey results
Initiative: Training Portal
Status: Planned for 2022
Objective:
  • To increase transparency & awareness of training opportunities and budget.
  • Implement course critique to share learning gained from training opportunities.
Responsible: Administrative Services Inspector / Training Unit / IT Section
Measurable: Creation of a training portal.
Initiative: Expand Training Matrix
Status: Planned for 2021
Objective: Expand existing matrix to include Patrols and IMS.
Responsible: Administrative Services Inspector / Training Unit
Measurable: Completion of training matrix for all areas of the MHPS.
Initiative: Formalize Accommodation Process

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.

Status: February 2022
Objective: Create consistency in the management of temporary (30 days +) and permanent accommodations.
Responsible: Office of the Chief
Measurable: Survey of employees who required an extended accommodation in the previous 12-month period.
Initiative: Review Tenure & Transfer Process
Status: In Progress
Objective:
  • Consult staff to review tenure schedule for specialty units.
  • Develop an exit interview for staff transferring out of a unit (DONE)
Responsible: Office of Chief / Support Services Inspector create exit interview.
Measurable:
  • Completion of consultation and review
  • Review exit interview data.
Initiative: Review of Wellness Programs
Status: In Progress
Objective:
  • Evaluate current programs to determine if they are effective and if any gaps exist.
  • Implement mobile application based peer support program.
Responsible: Chief of Police
Measurable: Data on program use
Initiative: Review Competencies and Values
Status: Fall 2022
Objective: Determine if current MHPS values and competencies are still valid.
Responsible: Office of Chief
Measurable: Complete review and provide recommendations.
Initiative: Recruitment Strategy
Status In Progress
Objective: The MHPS will work closely with the Alberta Association of Chiefs of Police EDI Committee to contribute to the provincial recruitment strategy that will in turn drive the local strategy. These efforts will be inclusive of youth, auxiliary, cadet and experienced member programs.
Responsible: Administrative Services Inspector and Recruiting Team Supervisor
Measurable: Number of successful applicants and review of employee retention at various stages of career.