People
- Recruitment, renewal, retention and engagement of faculty (academic and clinical)
- Optimized HR and EDI principles in all areas
- Wellness for all
- Professional development at all stages
Five-year vision (December 31, 2025)
- Renewal of faculty optimized to meet the Faculty’s and institution’s goals and objectives
- The diversity of communities (population within Central and Northern Alberta) we serve are represented in our leaders, faculty, staff and students.
- Our academic and clinical faculty and staff feel valued and are engaged through increased participation in teaching and continuing faculty development
- Workplace psychological safety and resultant individual well-being have increased in research, education and clinical environments
- Effective supports to facilitate career progression are in place
Three-year picture (December 31, 2023)
- Recruitment committee ensures alignment and coordination of identified recruitment needs across departments, institutes and faculties
- Number of faculty using phased retirement process increased by 50 per cent
- Indigenous and rural representation increased, expertise incorporated within FoMD committees
- Changes in diversity examined using baseline metrics regarding recruitment and retention
- Diversity in leadership roles increased
- Opportunities for faculty development in the areas of education and research help clinical faculty feel valued and engaged
- Routine onboarding process established for new and current faculty around FoMD psychological safety, anti-racism and well-being principles
- Administrative processes (department and faculty) aligned around dealing with professionalism issues, racism and mistreatment
- Psychological safety and workplace well-being survey completed
- Regular leadership reviews established through the lens of workplace psychological safety and workforce well-being
- Structure established for growing leader skills in building psychological safety, dealing with mistreatment, anti-racism and well-being
- Environmental scan completed of widespread mentorship programs established for faculty throughout the FoMD
- Mentor training accessed by the majority of FoMD mentors
- Competencies and structure developed for growing faculty and staff leadership and maximizing career impact
- Administrative and research support-staff committees connect staff to central university resources for career progression
Possible activities to help us deliver Vision 2025
- Communicate the establishment of oversight for departmental faculty recruitment
- Communicate the adoption of transparent and accountable EDI hiring practices by search and selection committees
- Socialize the supports and information for retirement for mid- and late-career individuals
- Reinforce, through communications with department chairs, the implementation of EDI principles as part of recruitment practices
- Establish baseline diversity in leadership roles and set a diversity target
- Conduct an environmental scan of clinical and academic faculty to determine where they require support so they feel valued and engaged
- Create onboarding processes for new and current faculty around FoMD psychological safety, anti-racism and well-being principles
- Communicate processes for safe disclosure and protection of individuals re: mistreatment
- Identify, communicate and increase uptake of support and mentorship in relation to workload and vulnerabilities
- Develop plans for faculty, administrative and research support-staff communities to look at workplace psychological safety, anti-racism and well-being principles
- Expand professional development programs for faculty and staff in mentorship and coaching
- Implement a mentorship plan for new faculty throughout FoMD
- Connect faculty and staff to leadership growth resources within and outside the University setting
- Communicate central resources for administrative and research support-staff communities in relation to career progression