HR PLANNING ASSIGNMENTJanuary 16, 2010

Prepared for: Lorraine McKayCourse: MCP HR PlanningPrepared by: Erin, Helen, Joseph, Liza, Mark

Treaties & Aboriginal Government (TAG)Department of Indian Affairs & Northern Development (INAC)

Agenda Organizational profile Mission and vision Business of the TAG Sector Workforce and demographics HR challenges Strategic priorities Action plan

Organizational Profile Department of Indian Affairs and Northern

Development (INAC) delivers Federal obligations and commitments to First Nations, Inuit, Métis and Northerners;

Business determined by numerous statutes, negotiated agreements and relevant legal decisions;

Supports First Nation communities in the implementation of strong, effective and sustainable governments;

Mission and Vision The mission supports Aboriginal people (First

Nations, Inuit and Métis) and Northerners in their efforts to:

1. Improve social well-being and economic prosperity; 2. Develop healthier, more sustainable communities; and 3. Participate more fully in Canada's political, social and

economic development - to the benefit of all Canadians. Our vision is a future in which First Nations, Inuit,

Métis and northern communities are healthy, safe, self-sufficient and prosperous - a Canada where people make their own decisions, manage their own affairs and make strong contributions to the country as a whole.

Business of the TAG Sector Treaties and Aboriginal Government – Negotiations Sector is tasked to negotiate settlement agreements with First Nations. INAC engages in wide-ranging activities to help support communities in their transition to stronger, more effective governance systems, including:

NEGOTIATIONS Negotiating and implementing self-government and

land claim agreements; Building cooperative relationships with First Nation

governments through the use of modern and historic treaties;

POLICY DEVELOPMENT Amending relevant laws and regulations to help

support First Nation institutions, organizations and governments.

Workforce and Demographics

Occupation Groups in TAG

430 total employees in TAG SectorAverage age is 43 years old

Eligible to Retire

63% (276) of workforce is eligible to retire in next 5 years75% are core positions in negotiations and policy

Designated Groups

Meets or exceeds most categories; deficient in Visible Minority representation

HR Challenges 63% total staff eligible to retire in 5 years requires

recruitment and retention strategy of new younger staff; Knowledge transfer of retirees and technical experts essential

for corporate, technical skills and acquired knowledge; Succession and replacement strategy requires targeted

positions for visible minority and Aboriginal recruits; Recent reorganization requires competency grids for

performance management, learning and career development; Strengthen management training for planning, staffing and

performance management; Effective initiatives and strategy will respond to 2008 Public

Service Employee Survey (PSES) survey challenges to 1) improve learning and 2) hire the right people

Strategic Priorities & Actions

Strategic Priority #1TALENT MANAGEMENT

Position mapping – identify vacancy forecast and targeted hiring, succession or replacement needs

Recruitment of junior, Aboriginal and visible minority positions

Retention strategy

Action Plans Address retirement forecast

Position mapping and forecasting to assess needs

Succession and replacement plan to address vacancies

Recruitment strategy Knowledge transfer of retirees / senior

staff / experts

Position mapping / forecasting Five (5) key elements:

Establish a Senior Executive Succession Steering Committee

Identify Branch vacancies and timing to determine targeted hiring priorities and options

Develop competency profiles for recruitment and training

Ongoing analysis of progress toward targets

Recruitment Strategy INAC committed to 50% external Aboriginal; Recruitment focus to hire younger

staff/entry-level positions Develop and grow in Sector/Branch

Recruitment Methods Aboriginal – direct resume intake for direct

appointment;

Visible minority - interdepartmental deployment, Interchange or external competitions;

Youth bridging through: Federal Student Work Experience Program

(FESWEP) Post-Secondary Recruitment Campaign Graduate Policy Leaders program Co-op programs

Knowledge Transfer Five (5) key elements:

Senior Management commitment and responsibility to assist in identifying SME and successors;

Engage, transfer and document negotiator or policy Subject Matter Experts (SME) knowledge;

Comprehensive integrated training for Subject Matter Expert Successors (SMES) to acquire corporate, technical skills and acquired knowledge;

Special initiatives, eg. data repository, video, other; Monitoring, analysis and evaluation of transfer

results.

Strategic Priority #2PERFORMANCE MANAGEMENT Establish Sector integration goals for

staff; Establish Sector performance metrics; Establish individual performance goals; Establish individual performance

metrics.

Action Plans1. Branch Business Plan with HR

Alignment2. Competency Grids3. Career planning – personal

Development

Branch Business Plan with HR

Corporate Vision

Sector Mandate

Business Plan

Human Resources

Plan

Competency Grids Based on personnel competence and competencies

Knowledge, skills, capabilities, and personality traits; Advantages for TAG:

Database: Transferable skills Facilitating movement across functions

Advantages for Employees: Unambiguous guide Personal development targets

Advantages for Management: Tool for performance-based management Supports coaching

Core and Specific Competencies

Career Planning / Personal Development Training and development arising from the

competency grids; Tailored to an individual basis; On-the-job/off-the-job learning

opportunities; Achieve economies of scale across Sector.

Questions?