Canada's Top 100 Employers (2025) Magazine - Flipbook - Page 36
36
( 2025 )
SPONSOR CONTENT
Supporting their people is key at Interior Health
C
reating a compassionate
culture is a top priority at
Interior Health (IH), one of
B.C.’s five regional publicly
funded health authorities. A focus
on psychological health and safety
is one of many ways that IH puts its
people first.
“When employees feel their
personal needs are being
met, they’re more likely to be
motivated and engaged at
work and better able to deliver
compassionate and
high-quality care.”
— Kate Fenton
Acting Vice President, Human
Resources & Professional Practice
That’s invaluable to Samantha
Watters, a health care aide who
supports the elderly and folks with
dementia or brain injuries at Noric
House, a care facility in Vernon,
B.C. Watters loves her work but
acknowledges the job can be very
stressful.
“We are their eyes, ears, and
sometimes their voices – we’re with
them intimately on a daily basis – so
if somebody has a bad day, you feel
for them,” says Watters. “It’s hard
not to take that home with you, so
we definitely need time to relax and
rejuvenate. When I come back on
Monday morning or after a vacation,
I'm a better person and ready to go
again.”
Watters appreciates regular
scheduling that doesn’t fluctuate so
she can plan her time off, as well as
caring and supportive leaders who
are accommodating when she needs
a day away.
“It's not just the days off,” she says.
“It's important while you’re at work
that you can have a few moments to
take a breath. It’s the greatest feeling
in the world to work with leaders
who understand and allow you to
have those moments.”
Kate Fenton, acting vice president,
human resources and professional
practice, says health care professionals often face high stress and the
potential for burnout based on the
demands of their day-to-day roles.
Promoting balance and wellness
boosts retention, supports the mental
and physical health of employees,
and improves overall job satisfaction.
“We’re really trying to be compassionate leaders, and compassionate with each other – and we know
that creating a really good work-life
balance for our employees has a
direct impact on patient care,” says
Fenton. “When employees feel
their personal needs are being met,
they’re more likely to be motivated
and engaged at work and better
able to deliver compassionate and
high-quality care.”
Besides competitive compensation, including a relocation
allowance, extended benefits, and
an employee wellness program,
Fenton says work-life balance is
increasingly important for attracting
and retaining skilled staff, especially
in rural or remote areas like B.C.’s
Interior. Other incentives include
flexible work locations for staff
who aren’t patient-facing, parental
leave, generous vacations and career
opportunities.
“We want the organization to be
a place where people join, grow and
Interior Health ensures employees receive the same high-quality
care as its patients.
stay,” says Fenton. “No matter when
or where you start, there will always
be an opportunity for professional
development and career growth.”
Watters, who began her career
at IH nine years ago as a support
services worker, was able to join
the Health Career Access Program
(HCAP), a provincial paid work and
training initiative, to qualify as a
health care assistant, a requirement
for her current position.
“I’m so happy I had the opportunity, because I never could have
done that on my own, financially or
85%
of employees are women
otherwise,” says Watters. “You may
start in one role, but if you want to
go in a different direction, IH will
support you to do that.”
Fenton says IH does a lot of inhouse training for clinical staff with
HCAP, providing people with the
funding to go through the education
with a job waiting at completion.
“It’s really important when we
bring people into our organization
that we offer opportunities to
advance and learn,” says Fenton.
“Staff are our number one asset and
our number one priority.” ¢
834,000+
people served
