Providence Healthcare
Providence Healthcare

Dellene Sakaguchi, a Practice Consultant and Physiotherapist in our Orthopaedic and Amputee Clinic, was one of 12 employees chosen to participate in ‘Leading Self ’, a pilot project for the first phase of Providence’s Leadership Development. Says Dellene, “I’ve learned that leadership comes from within. Until you have confidence in yourself, you can’t empower others. Leading Self gave me the skills to help my patients find the answers and make their own discoveries.”

Investing in Our People

Providence Healthcare has created a culture of continuous learning by developing an environment where learning opportunities abound – through new programs where staff learn about achieving their potential, new ways of communicating more effectively with each other and by enhancing and expanding our dynamic program of online learning, to name a few.

Learning hours are tracked closely at Providence – on average, employees participated in 3.5 days of learning in 2013/14, which was above target.

Many staff members also pursue learning outside the organization and Providence helps them do that. In 2013/14, over $68,000 in education grants were awarded to 54 staff members.

Leadership Development Institute

In 2013/14, our new Leadership Development Institute launched the first phase of a program designed to help employees discover their full potential as leaders. Called ‘Leading Self’, the program uses a combination of workshops, coaching, book club activities, sharing sessions and a reallife homework project to facilitate emotional intelligence learning, conflict resolution and how to make the most of your strengths.


To keep our staff up-to-date and trained on key policies and procedures. Providence uses online eLearning modules so employees can learn without having to leave their work area. In all, 17 modules were launched in 2013/14.

In 2013/14, participation in eLearning grew considerably through incentives to improve course completion rates, surveys to identify knowledge sustainment gaps, and redesigned modules that better engaged staff.

For example, the training modules for Emergency Codes and Fire Safety were enhanced with video (with staff actors), fun facts and more dynamic interactivity. The module for Supervisor Responsibility Training used a storytelling format and lots of photography, making it more memorable and enjoyable for participants.

Providence saw a 35 per cent increase in eLearning completion rates in the first two weeks after modules were assigned.

Crucial Conversations

In a health care environment, employees must have the confidence to raise concerns and initiate open dialogue with anyone in the organization. Certified Providence staff members lead two-day courses in ‘Crucial Conversations’, teaching skills on how to speak and be heard (and encourage others to do the same) when the stakes are high and strong emotions are involved with opposing opinions. By 2013/14, over 70 per cent of full-time staff had participated in this dynamic workshop, offered several times per year.