During my co-op semester, I worked with Fraser Health, the largest of British Columbia’s five regional health authorities. Fraser Health works together with the Ministry of Health to deliver hospital and community-based health services to over 1.9 million people across 20 diverse communities from Burnaby to Fraser Canyon. Guided by its vision of "Better health. Best in health care," Fraser Health's strategy for success, defined by "We Culture," "Connected Care," "Partners in Health," and "New Solutions," drives the organization to deliver exceptional results. Emphasizing the enhancement of both patient and provider experience, Fraser Health's commitment to the well-being of those under its care forms the bedrock of its strategic priorities.
During my Co-op term, I worked as a Business and Process Improvement Analyst within the Organization Development Culture and Engagement Team (ODCE). This team supports the organization by engaging leaders and teams in assessing how organizational structure, work processes, and human dynamics impact the achievement of organizational goals. Additionally, the team provides leadership development services focusing on nurturing the organization’s workforce and promoting employee well-being. Furthermore, the team conducts system-wide consultations and action planning initiatives to foster the growth of Fraser Health's "We Culture," actively engaging stakeholders across all organizational levels to improve the workplace experience.
In my role, I was involved in a multitude of projects, such as the strategic program development of the Engagement Radicals (E-Rads) Program, a grass-roots network of Fraser Health employees focused on frontline engagement in healthcare. Additionally, I contributed as a thought partner in addressing the needs of clinical managers, conducting research to identify best practices for their inclusion. My research into culture and engagement practices was instrumental in shaping content development and constructing growth pathways for the clients we served. Moreover, I played a key role in leading change and supporting system (culture) transformation. Central to my responsibilities were engagement strategies, which involved soliciting input, driving decision-making processes, conducting consultations, and fostering collaborations.
From the co-op experience, I have learned that enacting change is a complex and gradual process. The process is intricately tied to the organizational framework and operates across multiple levels within the system.
I’ve also come to understand the significant interconnection between policy and organizational development, particularly in how organizational ‘rules’ – akin to policies – impact the employee experience. These rules, ranging from HR processes to codes of conduct and diversity initiatives, have a profound effect on the workplace environment. However, when these policies lack robust consultation and organizational support, they may inadvertently worsen the very issues they seek to address.
- Natasha Mhuriro