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Royal Roads University article on innovation features COR

“These solution-seekers want to tackle problems head on. This is not your traditional way of doing business.”

When you’ve got a big question with no clear answer, it’s time to innovate.

That’s what drew Glenda Tarnowski to Royal Roads Graduate Certificate in Corporate Social Innovation program.

As the director of professional practice for the College of Licensed Practical Nurses of Alberta (CLPNA), Tarnowski provides leadership support to licenced practical nurses (LPNs) in the delivery of safe, patient-centered care.

As the healthcare landscape changes and an aging population increases, so does the need for specialized and responsive healthcare.

She, along with the leadership team at CLPNA asked themselves, “How do we best prepare LPNs to meet the care needs of the changing demographic?”

Social innovation was made for questions like these, says Colleen McCormick, who teaches in the graduate certificate program and brings the principles and practices of social innovation alive as director of Connected Communities BC in the Ministry of Citizens’ Services.

“Social innovation is about co-creating solutions with the people who are living the problems,” she says. “Bringing diverse people and sectors together to radically collaborate on addressing a complex issue at the systems level is what makes the field of social innovation so fascinating to study and play in.”

McCormick says social innovators are driven by social impact, so they don’t care much for “Band-Aid” fixes.

“These solution-seekers want to tackle problems head on. This is not your traditional way of doing business.”

The six-month program is offered through Professional and Continuing Studies and is designed for those looking to incorporate social concerns and solutions into the very fabric of their organizations—whether in government, business or the non-profit sector.

Michael Lavis is the executive director for Creative Options Regina (COR), a non-profit organization that provides supports for adults and youth experiencing disability. He registered for the program to help him identify blind spots within the organization.

“The program is helping us better understand what drives innovation and to dissect and build a strong, healthy vibrant organization that has value for stakeholders,” he says.

Lavis says COR realized the benefit of focusing not only on the people who access supports, but also on caregivers. He says COR knows a strong, vibrant care team is key to providing exceptional care.

“We intentionally shifted our focus and looked at who all of our stakeholders are and what we’re doing to nurture those relationships,” he says. “The program is really helping us frame that.”

Assoc. Prof. Robert Mittelman, one of the program designers, says organizations are increasingly looking to build social needs into their business models.

“Corporate social innovation is about looking forward. It’s about using an intervention to address a social issue, whether it’s a new product, service or a change to how your organization operates,” Mittelman says. “It’s about putting that social issue at the centre of your business strategy.”

The blended program includes three applied courses that introduce participants to the foundations of corporate social innovation, design thinking and the principles of measurement and scale.

“Students go back to their organizations the next day, after a new module is released, and build change right from the start of the program,” Mittelman says.

 

August 28, 2018

By: Lisa Weighton

Click here to view the article on the RRU website.

Two organizations prove that nice guys can finish first!

Mastermind Toys and Creative Options Regina

September 17, 2018
Your Workplace Sept-Oct 2018
While they may not seem that similar on the surface, Mastermind Toys and Creative Options Regina (COR) are two organizations proving that when you take care of your employees, your employees will take care of your clientele. One is a toy retailer and one is a non-profit providing services to people with disabilities, but both focus on creating a warm and caring atmosphere and building a culture based on shared values.

The result? These two organizations have earned exemplary reputations with the communities they serve and enjoy unusually high staff retention rates for their industries.

Mastermind Toys

Mastermind has a unique philosophy for selling children’s toys and books. By fostering an educational approach, the company enriches not only the customer experience but the employee experience as well. In fact, they enjoy an average employee tenure of close to seven years — an almost unheard-of retention rate in retail stores.

Ryan Thorson, store manager of Mastermind Toys Terra Losa in Edmonton, Alberta, believes that the company’s workplace culture promotes a fun and inviting atmosphere that lives up to their motto: “We take play seriously.”

“I wanted to find a company where I could not only pursue career advancement,” Thorson says, “but also have it be a place that shares my values… a family-like atmosphere and a track record for treating its employees with fairness and respect.”

Mastermind was originally opened in 1984 by brothers Andy and Jon Levy in Toronto to sell educational software to families excited about their new home computers. Two years later, they opened a store in the Ontario Science Centre. Now with 60 stores across the country, and growing, Mastermind’s CEO, Jon Levy, understands the impact that his company can have on the communities where the stores are located.

In 2015, the company launched a partnership with WE (formerly Free the Children), a charity that supports youth education in Canada and overseas. In 2016, Mastermind stores raised $400,000, but the initiative isn’t just about giving back to the community; it’s also about engaging employees.

“Anne [Baston, vice-president of marketing] and I started to talk about the charitable side of our business and what we could do to broaden our horizons from the standpoint of how our employees were engaged charitably,” says Levy.

After much deliberation and brainstorming, the company selected WE. Its educational mandate plays well with Mastermind’s objective to sell toys that educate.

When they launched the initiative, many of the company’s younger employees were already familiar with WE from their school days. Selecting a charity with broad appeal, and that their employees were already comfortable with, made for a smooth, easy transference of enthusiasm from the top down. To drive home the impact that they are making through their charitable efforts, Mastermind takes managers of the stores that raise the most funds to Kenya on a yearly basis.

“Behind every great manager is up to 60 employees that get that store to greatness. Two store managers went with me and my wife, Karyn, who also works in the organization, the first year. The rest of their teams back in Canada got a fantastic reward package … Even though they didn’t go on the trip, they were highly congratulated with lots of prizing.”

Levy is always on the lookout for ways to connect with his employees. He started creating videos for the staff that, in addition to educating about a product, also introduces him to all employees in a playful, easygoing manner. This, in turn, helps break down uncomfortable hierarchy in the organization.

“Our inner kid, the way we like to play and what we think resonates with the community, really comes through in a personal way [with this] video program… so, it’s kind of fun,” he says. “When I visit stores, the newly hired staff say, ‘I know you, you’re on the video.’”

“Every store you go into, whether it’s out in B.C. or in Nova Scotia, it feels like family,” says Baston. “There’s a community feeling to all of the stores. Despite the fact that we’re growing… Mastermind does a really good job of hiring people with similar values. You can feel that when you walk into the stores, into the home office. I think that makes it very different from other retailers.”

Creative Options Regina (COR)

A culture of gentleness is woven into all aspects of the organization at COR — not just in how the individuals and families COR serves are treated, but in the people it hires and how each employee is mentored.

Michael Lavis, executive director, says that their method of “gentle teaching” is not specific to disability but rather can be applied to all people constructing supports for marginalized populations. “There are a handful of organizations — I think there are four of us now in Canada — working on this philosophy… which is really the foundation, the bedrock of the work that we do. And this is rooted in whether or not a person feels safe and valued — putting relationships at the core of care giving,” says Lavis.

The company is the seventh-largest care provider in Saskatchewan and employs 200 staff who serve 20% of the most challenging cases in the province’s service delivery system. Like other service providers, COR is contracted by the government to provide personalized support services for people with disabilities. What differentiates them from other providers, though, is the intentional shift they made to focus on their employees — the caregivers.

“By making that shift — by making sure we are nurturing our caregivers and that our employees are feeling cared for — what ends up happening is they give the utmost care to [our clients],” says Lavis. “So, it’s shifting the focus as an organization to our employees — to what the employee experience looks like, what the employee wants, what they need from us to feel supported and how we can really understand what is meaningful to our employees.”

Organizational culture is a popular topic these days, but Lavis challenges people to go one step further and work on shared values, as he feels that that has the greatest influence on culture. “What drives culture is value alignment. That’s something we’ve focused on, understanding the values of our employees … and where we see that alignment and shared common purpose,” he says.

In the Saskatchewan disability services sector the employee turnover rate was around 60% in 2015. By contrast, the turnover rate at COR has remained at a steady 9 – 14% since the company’s inception.

Creating a caring staff atmosphere is about understanding who is working for you and what is important to them. For most employees, a fair wage is critical. But for many that is only a small piece of a larger picture. There are other crucial factors, such as whether or not employees feel engaged and if their ideas and suggestions are listened to and valued. At COR, they have found that exploring employees’ passions and helping them bring those passions to life in the workplace is key.

“We have to have that conversation with our employees, because we need to know what it is that they want and need and whether that is something we are able to provide,” says Lavis.

Helping employees bring their passions into the workplace enables them to impart important life skills. For example, one COR employee who loves cooking offered to teach other employees to cook. As the average staffers’ age is 28, this is a skill that some of them may lack. COR helped the employee develop a monthly cooking class with regular attendance of 10-15 staff, who can now pass that skill onto COR clients.

Lavis says they plan to develop an art initiative next. The idea was brought to him by two employees who wanted to share their passion for art. “It’s a pivotal moment,” says Lavis. “A matter of us saying, ‘Yeah. I’d love to help you. How are we going to do this?’

“It’s easy to think of barriers of why they can’t do it. And that takes the wind out of their sails. But, by saying, ‘I love this idea. We just have to think it through a little bit more. Let’s talk.’ — Then, they are motivated and energized, and you know what? [Here we are now] developing an art studio. There were lots of barriers, but we have been able to work through [them] to be able to see it realized.”

Lavis believes that a customer-centric focus has actually harmed many companies. “People tend to focus on the customer and forget about their employees,” he says. “I think that, whether it’s a for-profit or not-for-profit business, if we want to provide the utmost care for those we are contracted to provide services to, that starts with us caring for our employees. If they feel well cared for, they are going to provide great care.”

 

Click here to view on the Your Workplace website.

 

The Dream Initiative

The Dream Initiative started as little more than an idea with wide eye aspirations. Like most ideas, once they take root in our minds they drive and push us to test the limits of possibility and reality. Sometimes it is the simplest of ideas that make the biggest difference and develop the most profound outcomes!

The Goal? To provide the folks that we serve opportunity to lead the lives that they choose. We have the ability and the means to dream big! If we want to take a holiday- we save for it. If we want to become more active and independent we can buy a car or bicycle. The truth; many of our life’s goals are achievable and attainable and in many cases, this is done so with that help of our support systems. Why should the folks we serve everyday not be afforded the same courtesy and support?!

This last August the Dream Team with the help of the Supports at Creative Options Regina, were able to fund-raise enough money to send one of our own to Edmonton for a weekend of shopping, fun, and most importantly, memory making! This was not an easy task, but through meaningful support driven initiatives and a commitment made by the recipient to save 5 dollars per week, we were able to get this idea off the ground and soaring in its first year.

As part of the Dream Team, I just want to say that I am humbled by the outburst of support from everyone at all levels of our organization, as well as external support from our many friends in our community. Thank you for every part you played; whether it was supporting one of our appreciation nights, helping out at our booth at the Cathedral Village Arts Festival, getting blasted with paintballs, or sharing your voice in one of the art initiatives!

Ben Morris,

Community Education and Outreach

 

Watch Serena’s Dream Trip come to life!

 

 

Casino Night – Support Appreciation at the Artesian

Culture of Gentleness: A Promising Practice for Supporting Vulnerable Individuals

Global Regina Click here to watch the interview on Global.

 

CTV Morning LiveClick here to watch the interview on CTV Morning Live.

 

Culture of Gentleness

2017 Educational Workshop Series

Educational Workshops 2017