Competency Level 1 - STRUCTURAL Level 2 - STRATEGIC Level 3 - INTEGRATION Level 4 - EMERGENT

HR staff do not plan for the future or strategic plan in order to Staff within the function are participating in Strategic HR Using data analytics HR is armed with solutions for improving the The HR function is using data analytics as a strategy for
anticipate or prepare for organizational changes. Staff "react" planning. Regular communication meetings are occurring and employee lifecycle. With a focus on talent development, retention improving the patient experience. Increases in staff
to problems rather than anticipate them. The function has a all HR staff are engaged in the design of a strategic HR plan and process improvement, HR is working with client groups to satisfaction are positively correlated with patient
limited understanding on how external forces can impact the with the goal of aligning the HR strategy to the organizational affect departmental or unit level changes. Base line data metrics experience results.
internal strategy. strategy. have been collected in order to measure the impact of the HR
function as evidence of effectiveness.

Strategic Orientation
HR functions / staff often do not share information. Regular meetings are occurring and a communication model The HR function in collaboration with unit staff and leaders has The HR function as an understaning of its unique
Communication is not utilized as a strategy. Examples of this has been established within the department. established an "Interdisciplinary" Communications model after mutlidisciplinary background and how to incorporate this
include the recruitment operating independently from Labour demonstrating departmental success with its own HR into hospital experience.
Relations, or the Benefits function. Staff within the function communication model. Strategic linkages have been made with
also do not integrate or form partnerships with areas such as Information Technology, Communications and Finance in order to
communications, finance, or information technology in order further the HR data set required to assist unit/ departmental
to further its function. leaders in improving their function.

Interdisciplinary / Team
Collaboration
Individuals within the HR function have understanding of Transfer of knowledge has begun within the specialized roles The HR function is working with departmental leaders in staff in The HR function having worked with unit level/
emerging HR research and sector specific knowledge required with the aim of moving from "HR function specialist roles" to establishing clear job profiles linked to organizational outcomes. departmental staff and leaders on building skills and
to tie the HR function to organizational outcomes. more generalized HR roles. Clear job profiles with linkage to Staff have a clear line of sight of how their job roles impact the competency assessments have a unique understand of
the patient experience have been established outlining patient experience. sector specific job skills and competencies improving
experience, skills, and competencies within the function their own sector knowledge. Job Taxonomy…..
improving job clarity and providing career ladders for
succession planning. Any skills or competency gaps within the
function have been identified and a plan has been established
for improving the HR knowledge base.

Skills Development
Staff within the HR function manage day to day volumes but The HR function has begun to gather data on its function The HR function has begun to gather data on its function relating The HR function is now being "pulled" for information
do not engage in future planning or process improvement of relating to internal and organizational efficiency. Metrics have to internal and organizational efficiency. Metrics have been versus having to "push" the HR function.
the HR function. been established and clear goals for improvement have been established and clear goals for improvement have been set up at
set up at the team and individual level. HR staff are regularly the team and individual level. HR staff are regularly measured
measured against departmental / Hospital specific
competencies.

Results Orientation
Staff within the HR function lack specialized skills such as The HR function has established a "catalogue" of services for The HR function has established and rolled out a "sector" specific The HR function is providing competency based
change management and have difficulty understanding how its new customer focused model. A "Branding" and behavioral competency model that drives from the organizational assessments and sharing analysis of gaps with
to change their own service delivery or align the HR function "Communications" strategy has been established based on vision, values, mission and strategy as a bundled practice. The organizational management in order to assist in
to clients needs. Often not called upon to lead change in the feedback (survey) of perceptions of HR and needs of clients bundle incorporates recruitment (interview questions & values workforce management and development.
organization - change projects are often consulted out. from HR. HR is in tune with the perceptions of its function measurement tool) orientation, onboarding, performance
across the organization and what the organization requires management, training & development, leadership development,
from the function. succession planning and rewards & recognition.

Change Leadership
Staff demonstrate resistance to new ideas or process Resiliency training has been established as a core Resiliency training has been established as a core competency The HR function has begun to receive managerial and
improvement. Departmental infighting is often evident. competency. Problem resolution and organizational values across the organization. Problem solving sessions are held on a leadership support in the form of recognition. A sense of
training is occurring within the function. A Code of Conduct regular basis with all members of the healthcare team "cultural change" is in the air as employees sense a new
has been established and staff are held accountable to uphold participating. An organizational Code of Conduct has been rolled atmosphere of zero tolerance for incivility. A culture of
the values of the organization. out across the organization and training is ongoing. Performance respect is beginning to emerge. Staff have the tools and
appraisals are based on behavioral competency. support for dealing with change and balancing work life.

Resiliency
Staff demonstrate poor planning coordination and execution Staff are implementing quality improvement initiatives for The HR function has established user tools across the organization The HR function is providing senior executives with
in order to improve its service function and is problem streamlining of processes and removing redundancy. Time to assist others in overcoming barriers to successful execution of project status goals and updates and assisting unit
oriented versus solutions oriented. management within the function has been reviewed organizational projects. Working in conjunction with Senior teams, managers in the creation of goals translated to the front
eliminating waste and improving efficiency. a full audit of departmental projects is undertaken and a review is line that enable the organizations strategy. Unit members
conducted on projects versus yearly strategic goals. are able to report on goals and tie them into employee
performance appraisals.

Planning, Coordination &

Execution
 Staff within the HR function demonstrate confusion as to who Staff have identified "customer" groupings moving from The HR function has established Physician partnerships to Interdisciplinary communication and team building is
their customer is. Mainly servicing management and is servicing healthcare managers only to servicing staff, understand the unique issues and needs of a Physician work group underway. Competency assessments and gap analysis
disconnected from front line workers. Staff lack specific volunteers and physicians. Healthcare specific information is that drives resource use within the organization. Principles of the are now being utilized to form teams that build on
knowledge about Hospital outcomes. The HR function being transferred from HR leadership to all HR staff improving Interdisciplinary Communications model previously established are strengths. Communication is increasing across the
operates under a HR Universal model rather than sector knowledge of Healthcare sector issues. utilized with the Physician group to improve communications. organization.
specific. Physicians are asked to engage in operational efficiency and to
assist with enhancing the HR Strategic plan. Physician workforce
planning is established and partnerships have been established
with physician groups.

Service Delivery
Staff within the HR function do not share expertise or cross Staff identified with level 3 or higher HR Maturity Principles of Talent Building are established with client groups. HR staff are providing unit managers workforce planning
train others in order to build the function of HR into a center competencies are chosen to lead client services groups as Behavioral competency assessments are done by unit to establish tools that are predictive moving staffing from reactionary
of excellence with broad HR Generalist capabilities. part of successioning and preparation for managerial focus. The data for these assessments flows from the bundled to strategic. Managers have begun to "build" talent
responsibilities. practice of the Behavioural Competency Performance Appraisal. within their own teams. The HR function has a unique
understanding of emerging job classifications and
redundant legacy jobs requiring replacement in the
future.

Builds Talent
Leadership influence is not demonstrated as there is often The HR function leads "Code of Conduct" and exemplifies the Leadership Development programs have been implemented based HR staff work closely with unit leaders to assist them in
conflict between HR staff and organizational members. Value mission and values of the organization. The HR function is on Talent Building principles. Behavioural Competency drawing causal links between staff engagement and
of the HR function is not well understood across the operationalizing its own strategy and all staff are aligned to assessments for leaders have been developed based on the patient satisfaction data. Unit managers are developing
organization. HR has a low impact in the organization. the Hr strategy. Behavioural Competency Performance Appraisal. Staff Satisfaction plans for implementing program maturity models.
Surveys analyzed alongside of Patient Experience surveys are
disseminated by unit / department to establish priority goals for
each leader.

Leadership Influence
 Level 5 - TRANSFORMATIONAL
The HR function understands and anticipates how external
forces can impact internal strategy. The HR function stays alert
to current healthcare trends in the industry and the community
at large and anticipates how these forces can impact the
Hospital's policies, processes and workforce needs and adopts
strategies in advance of potential changes.

The HR function has a well developed omnidirectional

communications strategy grounded in research that includes
staff, Physicians, Volunteers, Patients & Families, as well as
community partners. This strategy also includes an
"interdisciplinary" model that improves communications
between disciplines. The HR function understands stakeholder
analysis and facilitates mutually beneficial partnerships and
alliances with the identified internal and external stakeholders.

Leaders within the HR function have "Mastery" of the HR

function. As demonstrated in publications, research articles,
lectures or affiliations with local colleges or Universities. Staff
within the HR function are often sought after by other Hospital
professionals to assist others in building demonstrated "Best
Practice" HR functions through secondments or training revenue
opportunities.

Results of the HR function are linked to Hospital outcomes and

are reported at the "Board" level. The function has a well
developed analytical program that is predictive and anticipates
problems. The HR function sets achievable goals and meets
deadlines. The HR function regularly reviews its own function
against the organization's strategic direction.

HR function is readily sought after for organizational initiatives

involving change process including leading the organization
through the strategic planning process. The HR function has
mastery in communication of information from an external and
internal view and ensures this information is shared to those
impacted. The HR function uses research based "Change
Models" to ensure successful transition through the change
process.

The HR function has built resiliency into the core competencies

of the Hospital recruitment and performance management
process to assist staff in anticipating and adapting to the
complex and unique culture specific to Hospital settings. The HR
function is able to handle multiple priorities simultaneously with
poise while maintaining composure and is able to transfer this
model to staff members through "Resiliency Training" in order to
develop staff to adapt to challenges that arise due to the
complexity of working within the healthcare environment.

The HR function prioritizes its involvement on several

simultaneous initiatives while ensuring organizational priorities
as it relates to the HR function are well coordinated through any
available resources (staff, processes, departments, ) to complete
work efficiently. The HR function is seen as effective and able to
integrate its work through people. HR is seen as "getting things
done".
HR staff understand their contribution and impact of HR
practices on organizational success. HR Leaders understand
Hospital sector issues and have a broad scope of knowledge that
is specific to the sector. The HR function integrates evidence-
based best practices into service delivery with the objective of
improving the employee and patient experience.

HR staff are interchangeable and understand the full scope of HR

services as demonstrated through cross training. The HR
function has developed a supportive learning environment that
facilitates staff growth and development and where mistakes are
used as learning opportunities. Mentoring is cultural and
expertise is shared among others and across disciplines.

The HR function operationalizes it's vision and is seen as

inspirational. The HR function is able to translate the Hospitals
vision, mission and values into everyday goals for staff so that
they have a clear understanding of how their work supports the
mission, vision and values.