Training Industry Magazine - March/April 2021 - 52

CASEBOOK

ORGANIZATIONAL HEALTH AS A TOOL
FOR CREATING TRANSFORMATIVE WORKFORCE
DEVELOPMENT OPPORTUNITIES
BY CHARMAINE UTZ AND JENNIFER TUCKER-TATLOW

The Academy for Professional Excellence,
a project of San Diego State University
School of Social Work, is driven by
its mission to provide exceptional
learning and workforce development
for the transformation of individuals,
organizations and communities. The
Academy provides over 80,000 learning
experiences annually to the health and
human services community in Southern
California and beyond.
Over the last quarter century, it has
become increasingly evident that, in
order to achieve sustainable change
in employee behaviors and practices,
an organization's culture must support
employee growth and well-being. As
the Academy has undergone periods
of rapid growth and change, leadership
has been intentional in developing and
implementing a framework to define
and depict the strategies and processes
present throughout the course of an
employees' journey - including recruiting,
onboarding, developing, retaining
and separating.
The I3 framework is designed to tell the
story of how the organization inquires,
inspires and impacts employees.
Agency leaders want to ensure that the
promise made to create experiences
that are transformative in heart, mind
and practice applies to both staff and
stakeholders. Therefore, leadership
invests a great deal of time and energy
into the creation of an innovative work
environment that promotes staff wellbeing and that embraces the strengths

| 52

of its diverse staff. This, in turn, enhances
the employee experience and the quality
of services being delivered.
The Academy uses the I3 framework to
ensure staff are connected to its mission,
purpose and core values and understand
how these guide interactions with
partners and co-workers. The strategies
encompassed in the I3 framework are
designed to cultivate genuine connections
among staff, beginning with a welcoming
and inclusive interview process.
THE EMPLOYEE EXPERIENCE
The employee experience begins with
strategies intentionally designed for
recruiting candidates who resonate
with the organization's mission, purpose
and values. New employees are quickly
grounded in the organization's core
ideology through a comprehensive and
personalized onboarding process. By
regularly communicating, modeling and
reinforcing the organization's mission
and core values, it is possible to attract
and retain staff who uphold them on a
daily basis.
A learning culture, in which developing
employees is prioritized, is fundamental
to the organization's operation. By
inquiring with humility, opportunities
to be involved in strategic planning
and creative problem solving are
made available to staff, enhancing
service delivery and encouraging
personal and professional growth.
Employees are engaged in a variety

of feedback mechanisms that drive
the organization's work, and steps are
taken to acknowledge ways in which
staff members' efforts contribute to
the Academy's mission, vision and
values. This has proven essential to
retaining employees.
The process of separating from the
organization is equally valuable to
the employee journey. When holding
employees accountable to the agency's
core values, some may choose to leave
the organization. At that juncture, we
work with those employees to explore
growth and development opportunities
outside of the agency. Exit interviews
are conducted to hear about the
employee's experiences, and feedback
is used to inform improvement to the
organizational culture and processes.
MEANINGFUL IMPACT
Implementation
of
strategies
is
regularly monitored and assessed for
effectiveness. An internal analysis is
routinely conducted and continues
to reveal positive results - such as
evidence of genuine connections among
staff through shared commitment to one
another and their work, increased levels
of innovation, and higher retention rates.
In addition to emergent themes, the
impact of the I3 framework can be seen
in sentiments shared by employees:
" Our team can see the parallels
between the work we do to support



Training Industry Magazine - March/April 2021

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2021

Training Industry Magazine - March/April 2021
L&D's Role in Building an Equitable Workplace
Table of Contents
Race, Gender and Age: Social Conscience of Learning
Mitigating Bias: The Role of AI in D&I
The Opportunities Embedded in the Pursuit of Equity
The Real Unsung Hero: The Training Manger's Role in Building an Equitable and Inclusive Workplace
Training's Role in Driving Leadership Diversity
Perpective-taking in VR
The Leadership Problem of Inequity
Practicing Inclusive Leadership: How Leaders Can Take Action to Improve Diversity in the Workplace
Raising the Bar on Diversity Training
Create Community in Your Organization Through the Power of Meaningful Conversations
Leading with Authenticity in a Hybrid World
Organizational Health as a Tool for Creating Transformative Workforce Development Opportunities
How L&D Can Avoid Naïve Interventions to Create an Equitable Workforce
Learning Silver Lining: How the Pandemic Might Teach Us to Balance Temperamental Needs
Normalizing Mental Health Conversations in the Workplace
Making Employment Access More Equitable with English Language Training: Voxy EnGen Announces Series A Investment
Company News
Training Industry Magazine - March/April 2021 - Intro
Training Industry Magazine - March/April 2021 - Training Industry Magazine - March/April 2021
Training Industry Magazine - March/April 2021 - 2
Training Industry Magazine - March/April 2021 - CT1
Training Industry Magazine - March/April 2021 - CT2
Training Industry Magazine - March/April 2021 - L&D's Role in Building an Equitable Workplace
Training Industry Magazine - March/April 2021 - 4
Training Industry Magazine - March/April 2021 - 5
Training Industry Magazine - March/April 2021 - Table of Contents
Training Industry Magazine - March/April 2021 - 7
Training Industry Magazine - March/April 2021 - 8
Training Industry Magazine - March/April 2021 - 9
Training Industry Magazine - March/April 2021 - 10
Training Industry Magazine - March/April 2021 - Race, Gender and Age: Social Conscience of Learning
Training Industry Magazine - March/April 2021 - 12
Training Industry Magazine - March/April 2021 - Mitigating Bias: The Role of AI in D&I
Training Industry Magazine - March/April 2021 - 14
Training Industry Magazine - March/April 2021 - The Opportunities Embedded in the Pursuit of Equity
Training Industry Magazine - March/April 2021 - 16
Training Industry Magazine - March/April 2021 - The Real Unsung Hero: The Training Manger's Role in Building an Equitable and Inclusive Workplace
Training Industry Magazine - March/April 2021 - Training's Role in Driving Leadership Diversity
Training Industry Magazine - March/April 2021 - 19
Training Industry Magazine - March/April 2021 - 20
Training Industry Magazine - March/April 2021 - 21
Training Industry Magazine - March/April 2021 - Perpective-taking in VR
Training Industry Magazine - March/April 2021 - 23
Training Industry Magazine - March/April 2021 - 24
Training Industry Magazine - March/April 2021 - 25
Training Industry Magazine - March/April 2021 - The Leadership Problem of Inequity
Training Industry Magazine - March/April 2021 - 27
Training Industry Magazine - March/April 2021 - 28
Training Industry Magazine - March/April 2021 - 29
Training Industry Magazine - March/April 2021 - 30
Training Industry Magazine - March/April 2021 - 31
Training Industry Magazine - March/April 2021 - 32
Training Industry Magazine - March/April 2021 - 33
Training Industry Magazine - March/April 2021 - 34
Training Industry Magazine - March/April 2021 - 35
Training Industry Magazine - March/April 2021 - 36
Training Industry Magazine - March/April 2021 - 37
Training Industry Magazine - March/April 2021 - Practicing Inclusive Leadership: How Leaders Can Take Action to Improve Diversity in the Workplace
Training Industry Magazine - March/April 2021 - 39
Training Industry Magazine - March/April 2021 - 40
Training Industry Magazine - March/April 2021 - 41
Training Industry Magazine - March/April 2021 - Raising the Bar on Diversity Training
Training Industry Magazine - March/April 2021 - 43
Training Industry Magazine - March/April 2021 - Create Community in Your Organization Through the Power of Meaningful Conversations
Training Industry Magazine - March/April 2021 - 45
Training Industry Magazine - March/April 2021 - 46
Training Industry Magazine - March/April 2021 - 47
Training Industry Magazine - March/April 2021 - Leading with Authenticity in a Hybrid World
Training Industry Magazine - March/April 2021 - 49
Training Industry Magazine - March/April 2021 - 50
Training Industry Magazine - March/April 2021 - 51
Training Industry Magazine - March/April 2021 - Organizational Health as a Tool for Creating Transformative Workforce Development Opportunities
Training Industry Magazine - March/April 2021 - 53
Training Industry Magazine - March/April 2021 - 54
Training Industry Magazine - March/April 2021 - How L&D Can Avoid Naïve Interventions to Create an Equitable Workforce
Training Industry Magazine - March/April 2021 - 56
Training Industry Magazine - March/April 2021 - Learning Silver Lining: How the Pandemic Might Teach Us to Balance Temperamental Needs
Training Industry Magazine - March/April 2021 - 58
Training Industry Magazine - March/April 2021 - Normalizing Mental Health Conversations in the Workplace
Training Industry Magazine - March/April 2021 - Making Employment Access More Equitable with English Language Training: Voxy EnGen Announces Series A Investment
Training Industry Magazine - March/April 2021 - Company News
Training Industry Magazine - March/April 2021 - 62
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