HUMAN Capital - Fall 2015 - (Page 22)

ARTICLE Leadership development and the Leads in a Caring environment Capabilities Framework bY JameS mCaNDreW, ba, meD, aND STeVIe ColVIN, ma, CeC The creation of a new organization is often the catalyst for re-thinking how we work together. This was the case when alberta Health Services (aHS) was created. In order to frame what skills, attitudes, and attributes would be required by employees, Hr set out to create a well-crafted framework - a common organizational understanding of performance excellence in aHS. would provide a unified language about leadership for aHS constituents and their national colleagues. the essence of design Hr's initial steps included the development of a formal strategy and learning assets to support leadership development. Through this approach our strategies have evolved and our resources have matured. Given the nature of change in aHS, Hr determined it was important to identify the leadership capabilities required to support the organization in achieving its goals. Choosing a leadership capabilities framework was integral to this. a variety of leadership capability models already existed from the former health regions. The decision for aHS was to go with a single tool that would assist leaders to talk about the skills, attributes and attitudes required to be successful. Hr's Talent management Strategies team engaged with leaders at all levels, from frontline to executive, to choose an appropriate tool and identify the key leadership capabilities required to meet organizational goals. after an extensive comparative analysis, the LEaDS in a Caring Environment tool was selected. leaDS emerged as the tool of choice specifically because it had been adopted by many healthcare organizations across Canada, and as such 22 | With the adoption of the model, Talent management Strategies established leaDS as a foundational learning tool for leaders in aHS. It was used to conduct a learning needs assessment and identify key capabilities. over time we have been successful in developing a robust suite for aHS leaders. Through a series of pilots we have identified a learning structure that is both learner and role-centric. It includes a series of certificates that incorporate assessment, learning plans, formal learning and project work. each leadership certificate is offered in a variety of modalities, enhanced by extending their learning into the workplace through embedded coaching and mentoring. each certificate is one piece of the leadership development continuum that supports leadership development for all aHS members. Through the creation of the continuum Hr is supporting one of the primary premises of the leaDS in a Caring environment framework: distributed leadership. Distributed leadership acknowledges the power of the collective and recognizes all members of an organization are capable of demonstrating leadership

Table of Contents for the Digital Edition of HUMAN Capital - Fall 2015

Leadership Matters
Tech Talk
Building for Success at Alberta Health Services
Fostering Collaboration and Consultation in Developing AHS’s People Strategy
AHS HR Service Delivery Model
Transforming HR in AHS
Implementing Organizational Change Adoption
Leadership Development and the LEA DS in a Caring Environment Capabilities Framework
Blurred Lines: Human Resources and Health-Care Information
Curbing Absenteeism
HR’s Role in Creating and Maintaining a Psychologically Safe Work Environment
HR’s Response in an Emergency Natural Disaster
Legal Source
Policy Corner
Index of Advertisers/

HUMAN Capital - Fall 2015