The Saskatchewan Healthcare Recruitment Agency is committed to a health system that puts patients first by providing Better Health, Better Care, Better Value, and Better Teams for Saskatchewan people. Through leadership and partnership, the Agency is committed to building a robust, sustainable healthcare system that serves the needs of the province. The recruitment, retention, transition and placement of well-trained health professionals who want to work and live in the province is an essential part of achieving that goal. Reporting to the Director, the Analyst will: Contribute to the development of the Agency’s short and medium-term direction. Contribute to the development of the annual plan. Provide research, data analysis and reporting support to inform recruitment and retention practices, tactics and strategic considerations in local, national and international environments. Identify and synthesize recognized best practices in healthcare recruitment and retention in Canada and internationally and prepare evidence based materials to support internal analysis and implementation decisions. Collect, analyze, validate and maintain recruitment and retention data to enable evidence based decision making and performance monitoring. Lead the day to day administration, integrity and optimization of the Agency’s CRM ensuring accurate data capture, system reliability and reporting quality. Develop, maintain and evolve dashboards, reports and key performance indicators related to recruitment activity, pipeline outcomes and system performance. Collaborate with internal teams to improve data quality, reporting practices and effective use of CRM and analytics tools. Provide technical and analytical support for system enhancements, data governance, and continuous improvement initiatives related to recruitment systems and reporting. Prepare analytical summaries, reports and briefing materials that translate data and findings into clear, actionable insights for leadership and internal teams. Participate in working groups or meetings with the Ministry and other partners. In province travel may be required. Work hours outside of regular office hours, including evenings and weekends, may be required.

Skills, qualifications, experience Typically, the knowledge and competencies for this position would have been acquired through: Bachelor’s or master’s degree in a relevant field. Five to seven years of experience working with research methods, data analysis, information systems, statistics and public administration. The successful candidate will demonstrate the following behavioral competencies:

1. Building Partnerships (Level 4) What it is. The ability to build and maintain friendly and reciprocal relationships with networks of internal and external associates who may assist in attaining the organization's objectives. It implies the desire to work cooperatively with others and be part of a team while recognizing the importance of leveraging networks in order to achieve organizational objectives. Helps the internal team understand the broader context of their work. Aligns the work of the internal team to new knowledge and other practice innovations. Collaborates across internal and external networks to identify opportunities, gather intelligence, seek input to problems and to develop a reputation in the health sector. Connects people across networks who could assist each other in accomplishing their goals.

2. Adaptive Capacity (Level 3) What It is. Adaptive capacity is the ability to embrace and thrive amidst change, to be nimble and proactive through periods of rapidly shifting context, functions and work assignments. Actively acquires knowledge, skills and abilities to remain current with job requirements Utilizes existing resources to deal with new demands or tasks Identifies and brings forwards obstacles to change Manages change effectively; implements new methods and systems Switches to a different strategy when an initially selected one is unsuccessful. Demonstrates a willingness to modify a strongly held position in the face of contrary evidence.

3. Results Oriented (Level 4) What it is. A concern for working well or for surpassing a standard of excellence, creating value, and exceeding expectations. The standard may be one’s own past performance; an objective measure or challenging goals one has set. It is about being concerned with the final product and ensuring the goals you set are aligned with the organization’s objectives. Sets challenging goals with objective performance indicators, and measures success against these. Analyzes costs, benefits, and risks of different activities, making decisions and setting priorities based on potential value created. Identifies significant barriers to project team performance and persists over an extended period in overcoming them. Identifies and manages risk to achieve significant performance gains.

4. Continuous Improvement (Level 4) What it is. The ability to stay on top of developments in recruitment, retention, training and pathways to practice for physicians and health professionals and take a creative approach to organizational problems, coming up with new ideas or adapting ideas from elsewhere. Continually using new approaches or ideas to move beyond the status quo - both within the organization and the Saskatchewan health system. Demonstrates an in-depth understanding of potential solutions in areas of expertise / work that could impact the organization. Sees applicability of current or emerging approaches, tools, methods and/or technologies in other health systems to improve healthcare quality in Saskatchewan. Incorporates learning from past successes and failures when developing new processes and methodologies.

5. Decisive Insight (Level 4) What it is. Combines the ability to break down and analyze problems with the ability to draw on one’s own experience, knowledge and training to effectively problem-solve in increasingly difficult and complex situations. It involves breaking down problems, tracing implications and recognizing patterns and connections that are not obviously related. It translates into identifying underlying issues and making the best decisions at the most appropriate time Uses a variety of conceptual frameworks to examine problems. Makes multiple causal links: several potential causes of events, several consequences of actions, or multiple part chains of events. Anticipates obstacles and thinks ahead about next steps. Interprets data to provide usable insights for the organization and customers. Stays grounded in available evidence to inform decisions, even in emotionally charged situations.

6. Strategic Thinking (Level 4) What it is. The ability to link operational and project activities to long-range vision and strategies. In its most basic form, it includes simple understanding of the organization’s strategies; at the highest level it represents a sophisticated awareness of how the external environment impacts organizational strategy. Identifies risks and uncertainties that can impact the organization’s long-term success. Incorporates knowledge of other health system issues and time horizon of changes into planning. Considers how present policies, processes, structure and strategy might be affected by future developments and trends in the health system environment. Provides input to strategic direction.

7. Communication (Level 4) What it is. The ability to accurately listen, understand, and then respond appropriately when communicating with individuals and groups. In addition, it consists of the ability to persuade, convince, influence or impress others in order to build buy-in towards a specific course of action. It involves the use of oral and written communication skills, coupled with persuasive techniques, presentations or negotiation skills to achieve desired results in alignment with organization’s principles and strategic objectives. Interprets information beyond what is said, especially where thoughts, concerns or feelings are poorly expressed by others. Effectively reasons/negotiates with others by clearly articulating concepts/strategies and focusing on how new ideas can achieve the organization’s mission.

8. Leadership (Level 3) What it is. Leadership begins with self-awareness and self-management and evolves to taking on a role as leader of a team or other group. It implies the desire to enable others and foster the ongoing learning or development of self and others. At higher levels, leadership is generally, but certainly not always, shown from a position of formal authority. The “team” here should be understood broadly as any group in which the person takes on a leadership role, including the organization as a whole. Gives directions or demonstrations with rationale as a learning strategy for others. Solicits input from team members to solve problems and generate solutions. Gives individuals specific feedback for developmental purposes on a regular basis. Allows people to learn from mistakes and reassures others after a setback. Even in “difficult” cases, finds something constructive to say and motivates individuals to continue or improve performance.