1. www.ottawahospital.on.ca | Affiliated with Affilié à HOW TOH MADE PERFORMANCE MANAGEMENT CHANGE HAPPEN PRESENTED BY GREG HEDGECOE, DIRECTOR TALENT MANAGEMENT & LEADERSHIP DEVELOPMENT APRIL 28, 2016

2. ▶ About The Ottawa Hospital ▶ Our Performance Management Journey ▶ Lessons Learned ▶ Q & A 2 WHAT WE WILL COVER

3. 1998: Civic, Ottawa General and Riverside Hospitals merged to become The Ottawa Hospital 2004: Regional Cancer Centre integrated with TOH 2005 : Rehabilitation Centre integrated with TOH Today: One of the largest teaching hospitals in Canada T HE O TTAWA H OSPITAL (TOH)

4. Civic Campus Riverside Campus General Campus

5. O UR F ACILITIES  1,127 beds  166,137 Emergency Visits  49,341 Patient Admission  8.1 days – Average Length of Stay  1,058,658 Visits to our Out-Patient Clinics  19 Sites 4,700,000 SQFT

6.  11,500 Employees, including 4,500 Nurses  1,400 Physicians  1,100 Volunteers  Many residents, fellowships and students  77% Employees are Female, 23% male  Average age of TOH employees: 43  Four unions: ONA, OPSEU, CUPE, PIPSC O UR P EOPLE

7. WHAT WE WANT… 7 To provide each patient with the world-class care, exceptional service and compassion that we would want for our loved ones Vision Core Values Respect for the Individual Compassion Commitment to Quality Working Together

8. OUR ROLE IN HR AND AS ORGANIZATIONAL LEADERS 8 Build a team of talented and engaged people who are living our desired culture and delivering on our vision Talent Engagement Culture The key enabler of behaviour change: Performance Management Among top improvement priorities - 2012 Engagement Survey

9. OUR PERFORMANCE MANAGEMENT VISION 9  Introduce annual performance reviews as a standard expectation  Year 1 target: 85% of full and part-time staff  Year 2 target: 85% of full and part-time staff  Year 3 target: 95% of full and part-time staff  On-line performance management tool and process: ePerformance (PeopleSoft)  Assess employees against our Values and Core Competencies

10. THE CHALLENGES AND CONCERNS 10 Challenges  Performance management wasn’t standard practice  Many clinical leaders have over 60 direct reports Concerns  Leaders won’t buy in  Leaders won’t have the skillset  Leaders won’t have the time  Employees will grieve/claim “harassment”

11. CHANGE LEADERSHIP PHILOSOPHY 11 Beliefs that Guided our Thinking  D x V x F > R  Leaders own the job of leading change and fostering accountability  Perfection is the enemy of good

12. CHANGE LEADERSHIP APPROACH 12 Communications Learning Accountability & Rewards Stakeholder Engagement & Alignment Manage Four Key Drivers of Change

13. CHALLENGES AND HOW WE ADDRESSED THEM Concern about whether expectation was realistic Concern about whether leaders would actually do it Varying levels of confidence and skill in providing feedback Held the line on the expectation Streamlined process and tool Provided administrative support Held the line on the expectation Streamlined process and tool Provided administrative support Accountability through leader goals Accountability through transparent reporting and pressure from above Accountability through leader goals Accountability through transparent reporting and pressure from above Provided learning sessions and tools HRBP support Provided learning sessions and tools HRBP support Increase in grievances and “code of conduct” complaints Added resources to LR team Stuck behind our leaders and process Brought unions along with us Added resources to LR team Stuck behind our leaders and process Brought unions along with us Core tool did not address specific professional practice competencies Specific templates developed for each profession

14. THE RESULTS 14  2013 - 94%  2014 - 97%  2015 - 97%  Actively managing our low performers up or out  2015 engagement survey scores on performance management went up by 6 percentage points  No longer shows up as a top area for improvement in engagement survey

15. LESSONS LEARNED – IMPLEMENTING THE CHANGE 15  Communicate “the why” – connect the dots back to something that is important to them  Apply the pressure required to change behaviour  Nothing is perfect. Get it started, then make it better over time

16. LESSONS LEARNED – MAKING THE CHANGE STICK 16  In year 3, we let up on the “pressure from above,” yet we still exceeded our target  Keep communicating “why” this is important  “Force the what and foster the how.” Empower people with some flexibility on how to achieve the goal  Keep recognizing and reinforcing the right behaviour

17. OUR JOURNEY TO EXCELLENCE 17 Questions?