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©2016. Southcentral Foundation. All rights reserved.

65,000 voices

Introduction to Human Resources in the SCF Nuka System of Care

Melanie Binion| Senior Improvement Advisor

Barbara Sappah | Senior Improvement Advisor

Vision A Native Community that enjoys physical, mental, emotional and spiritual wellness

MissionWorking together with the Native Community to

achieve wellness through health and related services

©2016. Southcentral Foundation. All rights reserved.

GoalsShared ResponsibilityCommitment to QualityFamily Wellness

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Customer Ownership

©2016. Southcentral Foundation. All rights reserved.

Relationships between customer-owner, family and provider must be fostered and supportedEmphasis on wellness of the whole person, family and community

(physical, mental, emotional and spiritual wellness)Locations convenient for customer-owners with minimal stops to get all their needs addressedAccess optimized and waiting times limitedTogether with the customer-owner as an active partnerI ntentional whole-system design to maximize coordination and minimize duplicationOutcome and process measures continuously evaluated and improvedNot complicated but simple and easy to useServices financially sustainable and viable Hub of the system is the familyI nterests of customer-owners drive the system to determine what we do and how we do itPopulation-based systems and servicesServices and systems build on the strengths of Alaska Native cultures

Operational Principles

©2016. Southcentral Foundation. All rights reserved.

Core Concepts:

Work together in relationship to learn and grow

Encourage understanding

L isten with an open mind

L augh and enjoy humor throughout the day

Notice the dignity and value of ourselves and others

Engage others with compassion

Share our stories and our hearts

Strive to honor and respect ourselves and others

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Explore SCF’s focus on work design and how success is driven by hiring the right people

Examine the SCF Human Resources Department’s use of the relationship-based model

Learn about the Nuka System of Care’s approach to performance management

ObjectivesShare

Recruitment and Hiring

the “Right Fit”

Would you want to work for a company like SCF?

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Would you like to live in Alaska?

Are you sure?

Focus on lifestyle first

•Who wants to live in Alaska?

Anchorage as a fit for the whole family

Fit with SCF’s Nuka system of care

• You can love Nuka, but if you don’t love Anchorage, it will not work

Recruiting

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Customer Care and Relationships

Communication and Teamwork

Improvement and Innovation

Workforce Development Skills and Abilities

Workforce Competencies

Achieve corporate goals and objectives and align with corporate core competencies

Skills and abilities every employee must possess and continuously develop

Establish criteria expected of each individual in the entire workforce

Workforce Competencies

Discovering how the interviewee acted in specific employment-related situations• Instead of asking how you would

behave, they ask how you didbehave

Demonstrate skills and

competencies and the impact your behavior had on others• Past behavior and performance

predicts future behavior and performance

Why BBI?

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What is a traditional vacancy based model?

Why did Southcentral Foundation change to a proactive continuous centralized process?

Centralized Interview Process

Career Paths

Admin Support

Supervisor

DirectorVice

PresidentCEO

Manager

Administrator

Senior Improvement Advisor

Improvement Advisor

Improvement Specialist

Program Coordinator

Align with corporate and department goals and objectives

Detail each of the goals and accountabilities

Include quantitative and qualitative data

Developed with employee input and feedback

Performance Development Plan

Mission, Vision

10-20 years

Corporate Goals (aka

Key Points)

5-10 years

Corporate Objectives

3-5 years

Initiatives

1-3 years

Work Plans

1-12 months

Performance Development

Plans

1 year

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Motivating the Right Behaviors

Linkage to SCF’s Key Points• Shared Responsibility

• Commitment to Quality

• Family Wellness

Performance Management Toolbox• Beyond corrective

actions

HR divided into teams• Multidisciplinary teams

• Each team has a customer group to maximize relationships

• Same day action on most things

Who should decide how HR

runs? HR Director or the customer?

Role of the HR Committee

Relationship Based Model in HR

Fewer questions on Performance Development Plan and evaluation is better

Core of everything is workforce competencies

Deploying workforce competencies takes significant planning and resources

Clarity on the authority of the HR Committee is important

Lessons Learned

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Develop value-added relationships with division leadership

Collaborate on outcomes aligned with corporate initiatives

Create clear expectations, processes, and deliverables

Navigate what it means to “be in relationship” in service of our customers

Team with division “sister departments” • Human Resources (and HR Committee), Organizational Development, Nuka Institute

Strategic Partnerships

Recognize, and utilize, employees as experts in their field

Peers teaching peers

“Learn with” not “teach to”

Leadership support

Collaborative, interdisciplinary work teams led by the DC

SME Model

Less questions on performance Development Plan and evaluation is better

Core of everything is workforce competencies

Deploying workforce competencies takes significant planning and resources

Clarity on the authority of the HR Committee is important

Lessons Learned

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Questions?

For More Information

Please contact:

The SCF Learning Institute

Southcentral Foundation

907-729-NUKA (6852)

SCFLearningInstitute@scf.cc

Or log onto our website at www.scfnuka.com

Thank You!

QaĝaasakungAleut

QuyanaqInupiaq

Háw'aaHaida

‘Awa'ahdahEyak

Mahsi'Gwich’in Athabascan

IgamsiqanaghhalekSiberian Yupik

Tsin'aenAhtna Athabascan

T’oyaxsmTsimshian

GunalchéeshTlingit

QuyanaYup’ik

Chin’anDena’inaAthabascan

QuyanaaAlutiiq