 |
|
Investing in People
The City’s organization
needed to address the changing environment. |
|
Background . . .
The City of Lethbridge is the third largest city in
Alberta, employing approximately 1000, primarily long-term (15+ years), employees and
operating within eight collective agreements.
As with most organizations today the environment around
them is changing rapidly, including such issues as deregulation and changing customer
demands, and the City has embarked on a variety of training initiatives including LifePath
to help position the organization and employees for success.
|
|
LifePath
The LifePath program has been offered to City employees
– both in and out-of-scope – since September of 1999. The desired outcomes of
the program were as follows:
- Move people to a level of personal responsibility for their
careers and their own development.
- Assist in corporate succession planning.
- Create opportunities for discussions with other staff
regarding aspirations.
- Support the change in the "employment" contract
(from paternalistic to adult-to-adult).
- Assist people who’s needs are not being met in their
current role.
- Support people who want to move up, down, side-ways or out.
Interim results of the LifePath program
Interim success measures are showing that the investment in
LifePath is meeting, and in many cases exceeding the original success criteria. The most
marked change has occurred in the Public Oper-ations area, where the highest percentage of
the employee population has taken part in the LifePath training. There are also changes
noted in other departments of the organization. These changes include:
- Increased individual and team
contribution to business unit success
- Increased success in filling
internal postings with the ‘right’ person.
- Increased satisfaction with
work ‘assignments’ due to better matching of talents
and work to be done.
- Increased personal initiative
in identifying and completing work.
- Increased self-confidence
and certainty as it relates to personal and organizational
contribution.
|
Conclusion
Tapping into organizational
potential. |
|
In the future, as more employees continue to attend the
workshop, follow-up will continue. The success of the program is now moving to different
areas of the organization, and both the organization and employees believe it to be
"one the best investments they have ever made". |
For more information, please feel free to contact: |
|
Bryan Horrocks,
City Manager
(403) 320-3901
Warren Andrews,
Manager of Public Operations
(403) 320-4957
Kathy Hopkins,
Director of Corporate Services
(403) 320-3015
Jody Meli,
Human Resources Coordinator
(403) 329-7365
Phil Mittertreiner,
Potentials Unlimited Inc.
(403) 830-4442 |
