The Three Year Human Resources Strategy

The WD HR Strategy sets out Human Resources priorities over the next three years.  It is a complement to the MAF reports on progress and achievements under the People and Accountability elements.  The HR Strategy connects to both the strategic outcomes set out in the indicators and one or more of the specific lines of evidence that support the outcome.  Together they ensure that WD will have the people, work environment, capacity and leadership to be successful.

5.1 Workplace Outcomes

The outcome sought here is to have a workplace that is fair, enabling, healthy and safe to provide the best results for Canadians.  This means exhibiting:

• 5.1.1 – fair employment and workplace practices and effective labour relations
• 5.1.2 – clear direction, collaboration, respect and support for employees’ linguistic rights, diversity and personal circumstances
• 5.1.3 – a healthy, safe, physical and psychological environment

5.2 Workforce Outcomes

The outcome sought here is to have a workforce that is productive, principled, sustainable and adaptable, in order to achieve the best results for Canadians.  This means exhibiting:

• 5.2.1 – a committed workforce with the size, mix of skills and diversity of backgrounds to competently perform its duties
• 5.2.2 – a workforce that is reflective of Canada’s population, is respective of Canada’s official languages and performs its duties guided by the values and ethics of the public service
• 5.2.3 – a workforce that is renewable and affordable over time
• 5.2.4 – a workforce that is versatile, innovative and engaged in continuous learning

5.3 Accountability for Results

The outcome sought here is to demonstrate a systematic and comprehensive approach to accountability through organizational structures, outputs and reports.  This means exhibiting:

• 5.3.1 – alignment of executive performance agreements with organizational business plans and the Clerk’s priorities
• 5.3.2 – a consistent approach in determining performance ratings
• 5.3.3 – a clear relationship between performance and performance pay

5.4 Staffing Management Accountability Framework (SMAF)

The outcome here is to have a well-managed appointment system that respects merit, non-partisanship and the guiding values of fairness, access, transparency and representativeness.  This means exhibiting:

• 5.4.l – human resource plans that include options and sufficient lead-time to staff positions in order to reduce the number of long-term acting appointments.
• 5.4.2 – casual employment that is used for a specific time period as permitted by legislation and is limited to situations where a continuing need is not foreseen.
• 5.4.3 – employment equity target group ratios in WD exceeds workforce availability.

Action Plan for 2008–2009:

Provide rotational acting opportunities for developmental purposes as linked to succession planning.

Increase the use of pre-qualified pools for term employment to address the problem of casual conversion to term or indeterminate status.

Conduct targeted selection processes for the purpose of recruitment to hire recruiting one Aboriginal person at the EX-01 level.

Expand the area of selection in advertisements to include employment equity target groups as a best practice.

5.5 Management Excellence Priority Areas for 2008–2009

A number of priorities have been identified for the department in support of WD’s commitment to public service renewal.  The renewal agenda for the department is built upon recognition of two critical elements: first, that the demographic reality of the labour market and public service require a more strategic and responsive approach to recruitment and outreach; and second, that the success of renewal efforts are largely focused on the ability to retain and engage staff once they are part of the organization. 

As a result, the department’s priorities demonstrate commitment to strategic recruitment and outreach activities, but also a very strong commitment to retention and development initiatives for existing staff.  Succession planning, strong support for career development through learning/training initiatives, leadership/management development, and significant effort to improve human resource management strategies and tools form a large part of action needed to ensure the department continues to be a great place to work and supports employees as they progress through a career in the public service.
 

Priority 1: Succession Planning

Description:  To engage all WD offices in succession planning so that proactive measures are taken to address the challenges arising from an aging leadership cadre. Manitoba region has implemented a succession planning pilot project that has now yielded some practical materials and lessons to assist a rollout across the department. Succession plans have been developed for EX positions.  Next steps include succession plans for management positions and hard to staff risk positions.  Succession planning will form a key element of all future Human Resources staffing strategies and plans in the department, and related executive accountabilities, to mitigate risk areas identified through demographic and key position analysis.

Action Plan for 2008–2009:

Profiles developed for management and risk positions.

Communication strategy for sharing developmental and rotational assignments, promotional opportunities and training.

Intake, assessment, gap analysis, discussion and learning plan established for employees interested in advancement.

Evaluation of project for improvement and next intake by March 31, 2009.

Performance Measures:

• Staff meetings held in all offices
• Employee candidates identified and assessed
• Employment equity and official languages requirements incorporated in succession plans.

Other Considerations:

Guide for succession planning taken from the Canada Public Service Agency: Integrated Planning: A Handbook for Deputy Ministers and Senior Managers.

Priority 2: Outreach and Recruitment Initiative

Description:  Undertake a range of initiatives to promote WD as a preferred workplace with western-based universities and colleges, and to recruit and develop new graduates. The initiative will involve deepening WD’s connections to the university and college student communities and enlarging the pool of future leaders in the department.  Recognizing that recruitment does not stop the moment a new employee walks in the door, an increased emphasis needs to be placed on orienting new employees so they feel well informed and welcome.

Action Plan for 2008–2009:

Implement an internship assignment initiative for new professionals in 2008.

Continue to give priority to the recruitment of indeterminate new professionals through post secondary recruitment initiatives in 2008–2009.

Utilize WD brochures/publications/promotional items and key messages to support WD outreach activities related to hiring and exchange opportunities.

Implement new WD Orientation package, with an emphasis on career management in the Public Service.

Performance Measures:

• Implement Internship initiative
• Advertise career opportunities on the WD website
• Number of indeterminate new professional staff hired
• Assess value of Orientation package with goal of continuous improvement

Other Considerations:

WD will look at the possibility of using staff alumni connections to western post secondary institutions and make use of alumni “ambassadors” where appropriate in outreach and recruitment activities.  WD will also collaborate with the four regional Federal Councils in the west to work towards government-wide outreach/recruiting initiatives.

Priority 3: Building Strategic Leadership Capacity in Support of Business Goals

Description: Human Resources planning, and more particularly corporate learning in WD is driven, at present, by the goals of management and program administration excellence, and by public service wide renewal and modernization priorities.  With the completion recently of our visioning process, WD is now in a position to tailor additional corporate learning (and over the medium term other Human Resources planning elements such as staffing) to business goals that are specific to WD.

It is, for example, important that most WD officers have some degree of knowledge about technology commercialization, issues/roles and responsibilities related to trade development, making not-for-profit client organizations more accountable and productive, building economic clusters, accessing risk capital and diversification processes/issues in rural areas.  This subject matter expertise can be acquired by the department through exposing current staff to learning and development opportunities, or by ensuring that some of the new hires come with specific expertise.

This baseline of knowledge could be augmented with access to world-class expert advice in highly sophisticated areas of industrial opportunity (nanotechnology as an example).  As WD business goals become more focused, our analytical and, more importantly, strategic leadership capabilities within Western Canada should deepen.  WD could then become more of an agent for change in the western economy.

Action Plan for 2008–2009:

Executive Committee approval of corporate learning goals for 2008–2009 that are related to business goals as outlined in the Corporate Business Plan.

Establishment of a corporate goal to recruit at least a small number of officers from scientific/R&D backgrounds.

Develop and pilot staff training on improving the effectiveness of not-for-profit WD business partners.

Develop corporate learning recommendations related to WD innovation and/or trade priorities.

Deliver departmental training for all managers to ensure understanding of career development tools available to staff.

Performance Measures:

• Training package concerning not-for-profits developed and piloted
• Corporate learning priorities related to subject matter expertise identified and learning strategies approved
• Individual learning undertaken related to specific business goals
• Developmental assignments for staff supported with partners and within WD

Other Considerations:

Partnering opportunities may exist with western Provinces where there is a shared interest.

Priority 4: Accountability for Results

Description:  To ensure that accountability for results is clearly linked to performance goals, WD supports the collective review of EX’s through the performance management program.  Performance goals are set in view of the business goals of WD and are evaluated consistently using a challenge function method.  Final decisions on all EX ratings are the purview of the Deputy Minister.

To strengthen the process, a new performance management system, including the management of learning plans, was developed in 2006–2007.  Beginning in 2007–2008, EXs will be evaluated on “what” they do as well as on “how” they do it based on the Leadership Competencies.

To go even further in strengthening accountability for results, collective review for all WD employee performance was introduced in 2006–2007.  Employee performance evaluations in 2007–2008 will include a review of how employees demonstrated WD’s core competencies as well as the goals related to the business of their positions.

Action Plan for 2008–2009:

New performance management system, including learning plans, is implemented for all EXs.

New performance management system, including learning plans is implemented for all non-EX employees.

Core competencies integrated into performance management on March 31, 2008.

Performance Measures:

• Collective review of 90 per cent of 2007–2008 performance agreements
• 2008–2009 goals set for 90 per cent of employees
• 90 per cent of employees have learning plans for 2008–2009
• Links in performance agreements to business plan are clear

Other Considerations:

The Canadian Public Service Agency has extensive material on EX performance.

Priority 5: Human Resources Toolbox Initiative

Description:  WD will improve People Management in the department by focusing learning, recruitment, retention and performance management on core competencies and by providing information to managers and staff to support this cultural change throughout the department.  We will also focus on tools for assessing employee attitudes toward the department so we are better able to meet their needs.  By so doing, WD will ensure the best possible service to citizens through a motivated, engaged workforce.

Action Plan for 2008–2009:

Implement the core competency catalogue.

Identify and implement group-specific core competencies.

Analyse the results of the employee survey and develop an action plan to address workplace issues.

Develop training for managers on career development tools available to employees.

Performance Measures:

• Competency catalogue developed and distributed
• Group-specific core competencies approved and implemented
• Action plan developed to address employee survey findings
• Training on career tools developed and approved

Other Considerations:

Working with its MOU with the Canada School of Public Service, WD will continue to make strategic use of learning to support cultural change and to emphasize the importance of strong people management skills and practices.  WD’s revitalized Performance Management Program will introduce the notion of collective review to the assessment of competencies and work commitments for all staff.

Priority 6: Strategic Learning Needs Analysis

Description:  Develop a new database system that supports strategic learning needs analysis for the regions and department as a whole, and addresses broad organizational learning objectives (based on both a roll-up analysis of individual performance and learning plans as well as other key survey/inputs, e.g. WD employee survey, feedback sessions etc.) for the next three years.  This may involve the purchase/implementation of a software package that tracks learning requests, courses taken/effectiveness, and which would be populated from hard files.

Action Plan for 2008–2009:

Develop options and costed proposal for approval and implementation.

Analyze and report on actual learning taken by WD staff in 2007–2008 and identify trends or areas for attention.

Performance Measures:

• Authorities in place to purchase, implement and support new tracking system, for roll-out in 2009–2010
• Clear corporate, regional and subject matter learning priorities developed for next three years

Other Considerations:

Opportunities could be explored to work with and/or learn from other federal departments who may have more experience with automated learning data base systems and establishment of long-term strategic learning priorities.