Lola Obomighie

Reporting into the President & CEO, I am a key member of the Senior Leadership Team, maintaining accountability for:

• The following functions - Human Resources, Central Staffing, Disability Management, Health and Safety, Occupational Health, Infection Prevention & Control, Environmental Services, Food Services, Quality, Patient Safety & Risk
• Overseeing and management of budgets for areas of accountability
• Being the most responsible person for incident management, emergency preparedness and business continuity
• Being accountable for policy governance across the hospital whilst owning approx. 75% of policies
• Contributing to the achievement of operational priorities as an offshoot of the 5 year Strategic Plan
• Reporting into the Board Quality and Safety Committee on metrics and performance of all areas of accountability
• Providing strategic leadership, advice, guidance and issues management support to colleagues, physicians and members of the Board of Directors in all matters relating to areas of accountability
• Being the escalation point for complex issues management, problem solving and union related issues, including leading collective bargaining negotiations
• Creating and sustaining a positive culture for Volunteers, Staff, Midwives and Physicians through the people plan anchored in the shared purpose of 'people first' thereby making Northumberland Hills Hospital a great place to work and volunteer
• Exemplifying the values of Northumberland Hills Hospital in daily interactions
• Representing Northumberland Hills Hospital at regional tables including acting into the role of President & CEO when required

Committee Memberships

Chair, Equity Diversity Inclusion Advisory Committee (EDIAC)

Chair, Joint Occupational Health & Safety Committee (JOHSC)

Co-Chair, Integrated Quality Practice Risk Committee (IQPRC)

Co-Chair, Space Management Committee (SMC)

Member, Medical Advisory Committee (MAC)

• Reporting in to the CEO, I led the People and Culture function in Cota, a not for profit organization of about 300 staff
• Designed and implemented strategic programs to achieve a high performing organization
• Created alignment between strategic priorities and people plan
• Provided advice, support and coaching to colleagues in the Senior Leadership Team
• Lead on all matters relating to Labour relations (LR) including union relationship management, negotiating collective agreement, management of complex LR issues a
• Led by example, with compassion and personifying Cota Values

Committee Memberships

Chair of Staff Recognition and Wellness Committee (SR&WC)

Member, Incident Command (IC)

Member, Infection Prevention & Control (IPAC)

Member, Emergency Preparedness & Action Committee (EPAC)

Co-Chair, Labour Management Committee (LMC)

Co-Chair, Joint Health & Safety Committee (JHSC)

Chair, Diversity, Equity & Inclusion Committee (DE&IC)

As a senior HR leader within the Strategic Initiatives team of the Division of HR & Equity, I joined the University to manage multiple and simultaneous HR Transformation and change initiatives impacting staff and students across the 3 campuses. My role managed HR change initiatives, HR projects, HR policy work and HR process improvements activities. Most notable achievement was successfully leading the implementation team responsible for rolling out the new HR Technology platform (servicenow) across faculty, staff and students of the University in line with strategic priorities. In achieving this, I managed HR project coordinator and also effectively partnered with senior leadership across HR and the wider University, internal stakeholders and external third parties towards the successful delivery of ongoing strategic HR initiatives.

I joined WSIB in June 2017 as an HR Project Manager . I led the implementation of a new Target Operating Model in HR intended to streamline HR through the introduction of an HR Shared Service Centre. I worked in partnership with my supporting team of external consultants, change management experts, business analysts, process optimization leads and work stream leads to on this complex project strategically aligned to the overall WSIB ethos of being ‘here to help'.

From December 2017 – August 2018, I undertook the role of HR Business Partner as requested by the VP of HR due to previous experience. In that role, I managed an HR Business Advisor and supported senior leaders to determine and drive forward unique people strategies aligned to business objectives. I also supported the full range of HR needs of senior leadership teams and chiefs of 3 high profile business lines. I advised on policies including application, interpretation and best practice. I maintained good working relationships with the unions and other key stakeholders, sometimes external. To support my client groups, I also managed organizational change initiatives, strategic organizational design activities and partnered with Centers of Excellence (CoE's). I influenced and coached senior leaders, provided bespoke management development solutions and remained a strong advocate for enterprise wide strategies in business areas.

Initially in the role of Divisional HR Consultant , I supported the delivery of operational objectives within one of the most prominent divisions in the hospital – Surgery and Oncology. I maintained positive working relationships with employees and managers and delivered the full range of HR support as needed. I also worked very closely with over 17 different unions who represented the interests of their various staff groups across the hospital. I was the first point of contact for policy advice and interpretations. I developed manager toolkits and reference documents in addition to designing and delivering of training to people managers. I participated grievance meetings, investigations, terminations and redundancies in a manner that ensured compliance with employment law, collective agreement and internal policies. I undertook the complete re-write of the Hospital's Grievance and Collective Disputes Policy to align with changes in legislation and other employee obligations.

In January 2015, I received a promotion into the role of Senior HR Business Partner where I partnered senior clinical leaders. The staff and leaders I supported were spread over 7 geographical areas and made up about a quarter of the entire workforce of the hospital (approx. 11,000 staff). In this role, I managed the people strategy to support the delivery of patient centered priorities. I also resolved challenging and complex people related issues, advised on clinical governance issues, managed the people risk register for the division, undertook workforce planning activities, managed cultural change initiatives, undertook complex investigations/patient complaints, and directly managed numerous change management/workforce modernization and transformational initiatives. I directly managed my HR operational team made up HR Consultants, Advisors and Administrators and at every opportunity, sought to add value in my role as a senior HR leader in the busy division.