Introduction

Since its inception, Western Economic Diversification Canada (WD) has been a people-oriented department that places a high priority on developing, challenging and retaining employees. The mandate of the department, and the associated ability to respond quickly to changing priorities, require that WD is able to adapt quickly to offer the best possible service to citizens. Therefore, WD welcomes the opportunity to improve the correlation between human resource efforts and business goals, to consider the realities of a small, geographically dispersed department and to promote cultural change in accordance with high standards of management accountability.

This enhanced planning framework provides for increased transparency to staff regarding management decision-making and engenders greater staff involvement in developing and executing new initiatives. The new emphasis on analysis and evaluation of plans in accordance with documented evidence will help mitigate risks to the department as we move through environmental changes in the coming months and years.

In light of these facts, the purpose of this Human Resources Plan for WD is to ensure that the department has the right number of people, in the right places, and with the right skills, experience and competencies to meet WD’s business goals. This integration of WD’s business and Human Resources Plan will result in an organized, horizontally integrated and evidence-based process of matching the people and business sides of WD.

As is the case with all government departments, WD does not operate in a vacuum. The plan is influenced by two other major initiatives: The annual report of the Clerk of the Privy Council, which outlines Public Service priorities, and the government’s Management Accountability Framework (MAF).

1.1 The Clerk’s Renewal Priorities

The 14th annual report of the Clerk of the Privy Council outlined four renewal priorities for the public service:

Planning – understanding people requirements over the short term and longer term;
Recruitment – renewing and sustaining capacity at all levels;
Employee development – investing in people; and
Enabling infrastructure – systems tools and infrastructure.

1.2 The Management Accountability Framework

The Management Accountability Framework (MAF) outlines numerous management areas that have human resources implications. Three of those management areas have direct impact on this Human Resources Plan. They are:

Workplace outcomes evidenced by the workplace exhibiting fair employment and workplace practices and effective labour relations; a workplace that is fair, enabling, healthy and safe in order to provide best services to Canadians; and a workplace that provides a healthy and safe physical and psychological environment.

Workforce outcomes evidenced by a committed workforce with the size, the mix of skills, and the diversity of backgrounds to competently perform its duties; a workforce that is reflective of Canada’s population, respectful of Official Languages, and performs its duties guided by the values and ethics of the Public Service; a workforce that is renewable and affordable over time; and a workforce that is versatile, innovative and engages in continuous learning.

Alignment of Accountability Instruments evidenced by alignment of executive performance agreements with organizational business plans and the Clerk’s priorities; a consistent approach in determining performance ratings; and a clear relationship between performance and performance pay.

In addition to supporting WD’s business goals, the courses of action described in this plan support the renewal challenges set out by the Clerk, outlined in the MAF and facing the public service as a whole. 

1.3 Strategic Risk Assessment

WD's enhanced planning framework includes development of a corporate risk assessment. The WD Strategic Risk Assessment identifies eight key risks for the department, many of which have human resources implications. The Strategic Risk Assessment also specifically identifies one of WD's eight key risks as being Recruitment, retention, succession planning and training.

1.4 The WD Context

WD is a regionally based department. Each western province and corporate organizational unit has a specific business and Human Resources Plan that reflect the realities of that particular area. This strategic departmental Human Resources Plan both supports and draws upon those plans. It is driven by workforce analysis and takes into account both internal and external environmental factors.

A Public Service Renewal Champions Committee has been engaged to show leadership on critical initiatives that include learning, recruitment, and succession planning. Renewal priorities have been taken into account in formulating this plan. Human Resources gaps have been identified which in turn inform the final element of the Human Resources Plan, namely the Work Plan. The Work Plan sets out priorities related to the workforce (areas such as succession planning, recruitment/outreach, retention, learning, management excellence) and to the workplace (healthy, safe, fair and enabling).

There is an action plan for each priority that includes outcomes, activities, timelines, measurable indicators and accountabilities. In addition, measures have been undertaken to ensure that executive accountabilities for results are clearly assigned and that a healthy and effective performance management system is in place. These measures will be strengthened in 2008–2009.

Human Resources planning in WD will improve continuously as we gather better data and learn, as an organization, from our experience. Results for Canadians will be improved as WD strengthens executive accountabilities and continues to promote a workplace that exhibits fair employment and workplace practices, effective labour relations, and an enabling, healthy and safe employee environment.