Human Resource Secretariat Business Plan 2011-12 to … · Leadership in Human Resources ... In...
Transcript of Human Resource Secretariat Business Plan 2011-12 to … · Leadership in Human Resources ... In...
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Message from the Minister
AstheMinisterofFinance,PresidentofTreasuryBoardandMinisterresponsibleforthenewlycreatedHumanResourceSecretariat(HRS),Iampleasedtopresentourfirstbusinessplanthatoutlinesourdirectionsandprioritiesfor2011-2014.ThisPlanwaspreparedundermydirection,andassuch,Iamaccountableforitspreparationandfortheachievementofthegoalsandobjectivessetoutherein.
Asoutlinedintheappendix,thekeystrategicdirectionofgovernmentfortheHRSistoenhancestrategichumanresource(HR)managementintheprovincialpublicservicebyimprovingbusinessprocesses,simplifyingaccesstoHRservicesforemployees,andprovidingconsistencyinhumanresourceservicedeliveryacrossgovernment.
PriortothecreationoftheHRS,thePublicServiceSecretariat(PSS)hadthemandateoffosteringandsupportingserviceexcellenceinhumanresourcemanagementingovernmentdepartmentsandcentralagencies.UndertheHRS,thismandatewillbefurtherenhancedthroughtheincorporationofnewandinnovativewaystohelpachievethegoalsidentifiedinitstwokeyissues:Effective,InformedHumanResourceManagementandExcellenceintheDeliveryofHumanResourceProgramsandServices.
IwishtothankthemanyemployeesofthenewHumanResourceSecretariat,whosededication,innovationandperseverancewillbethedrivingforcebehindthesuccessofthenewHRSincreatingandpromotingexcellenceinhumanresourcemanagementwithingovernment.
THOMASW.MARSHALL,Q.C.
MinisterofFinance,PresidentofTreasuryBoardand MinisterResponsiblefortheHumanResourceSecretariat
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Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Plan at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Secretariat Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
BudgetandStaffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
MandateandLegislativeAuthority. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Lines of Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
LeadershipinHumanResources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
DirectionandSupporttoGovernmentDepartmentsandCentralAgencies. . . . . . . . . 13
ProfessionalAdviceandGuidancetotheEmployer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Our Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Values and Service Commitments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Issues, Goals and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Issue1:Effective,InformedHumanResourceManagement. . . . . . . . . . . . . . . . . . . . . . . . . . 21
Issue2:ExcellenceintheDeliveryofQualityProgramsandPublicServices . . . . . . . . . 24
Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
StrategicDirections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
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Introduction
InaccordancewiththeTransparencyandAccountabilityAct,thebusinessplanfortheHumanResourceSecretariat(HRS)identifiesthekeyprioritiesfortheworkoftheHRSfor2011-2014.Thisplanaddressestwoimportantissuesformanagingthecorepublicserviceforthefuture:
• Effective, Informed Human Resource Management -providingaccurate,relevantandtimelyhuman resource(HR)informationtosupportgovernmentdecision-making;and,
• Excellence in the Delivery of Human Resource Programs and Services-supportingthetransition requirementsoftheHRSanddevelopingaplantosupportexcellenceinthedeliveryofHRprograms andservices.
Placedwithinthecontextofchangingpopulationdemographics,newopportunities,emergingdemands,andthedesiretocontinuallyadapt,improveandmodernizepublicservicesacrosstheprovince,implementationofeffectivehumanresourcemanagementpracticeswithingovernmentiscritical.ThiswillbedemonstratedthroughthemandateofthenewlycreatedHRStoenhancehumanresourceserviceswithintheprovincialpublicservicebyimprovingbusinessprocesses,simplifyingaccesstoHRservicesforemployees,providingconsistencyinhumanresourceservicedelivery,andexploringnewandinnovativewaystohelpcarryoutthismandate.
WiththecreationoftheHRS,anumberofentitiesthatprovideHRserviceswithingovernment,andtheirrespectiveemployees,willbeintegratedintoasinglepointofcontactforHRservicedelivery.Thistransitionisexpectedtorolloutinphases,during2012-2013,asfollows:
• IntegrationofthePublicServiceSecretariat,thestrategichumanresourcemanagementdivisions,
andstrategicstaffingandrecruitmentfunctions(PublicServiceCommission);
• TransitionofselectcomponentsoftheCompensationandBenefitsDivisionoftheDepartmentof Finance;and
• Transitionofpensionscounselingactivities.
ThetransitionwillentailfurtherplanningtoensurethattheHRSwillbepositionedtoprovideexcellenceinhumanresourcemanagement.
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Plan at Glance
Vision
ExceptionalPeople-ExceptionalPublicService
Mission
ByMarch31,2017,theHumanResourceSecretariatwillhavesupportedtheenhancementofthehumanresourcecapacityofthecorepublicservicetodeliverexceptionalprogramsandservices.
Goals
Goal 1:ByMarch31,2014,theHumanResourceSecretariatwillhaveenhanceditsabilitytoprovideaccesstoconsistent,relevantandtimelyinformation.
Goal 2: ByMarch31,2014,theHumanResourceSecretariatwillhaveenhancedthedeliveryofHRprogramsandservices.
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Secretariat Overview
In2011,theGovernmentProgramsOfficeconductedareviewofthehumanresourcessharedservicesmodelthatwasimplementedin2007andmaderecommendationsforchange.Thereviewidentifiedavarietyofissueswiththecurrentmodel,acrossgovernment,includingthefollowing:
• Nosinglepointofaccountabilityforhumanresourcemanagement
• InconsistentapplicationofHRpolicy
• Duplicationofeffort
ThisleadtothecreationofanewHumanResourceSecretariat(HRS),inApril2012,asameanstoenhanceHRserviceswithintheprovincialpublicserviceand,specifically,toimprovebusinessprocesses,simplifyaccesstoHRservicesforemployees,andtoprovideconsistencyinHRservicedelivery.
ThecreationoftheHRSwillsupporttheintegrationofHRservicesintoonesingleentitywithasharedvisionandaccountabilityforthedeliveryandmanagementofhumanresourcesacrossgovernment.ItwillalsosupporteconomiesofscaleinHRprogramareasaswellasopportunitiestoexploreandimplementbestpracticesinorganizationalstructureandHRservicedeliverymodelsthatarenotpossiblewhenHRservicesaredecentralizedandmanagedbyvariousdepartments.
Previously,muchofthismandatewasoverseenbytheformerPublicServiceSecretariatwhichwasresponsibleforthefollowing:
• SupportingtheTreasuryBoardCommitteeofCabinet(TreasuryBoard),responsiblefortheday-to-day managementandadministration(includinghumanresourcemanagement)ofthepublicservice;
• Settingtheconditionsofemploymentforallemployeesofthepublicservice;
• DevelopingandinterpretingHRpolicies;
• Negotiatingwithunionsonbehalfofgovernment;and
• DefiningHRmanagementproceduresandpractices,aswellasanumberofspecializedareasof programandservicedelivery(e.g.Frenchservices,employmentforpersonswithdisabilities, classificationandcompensation,organizationalmanagementanddesign).
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Overthenextfewyears,theHRSwillevolvetoplayamorecrucialroleindirectservicedeliverytodepartmentsandemployeesineffectiveHRplanning,organizationaldevelopment,employeerelations,occupationalhealthandsafety(riskmanagement),disabilitymanagement,pensionscounseling,compensationandbenefitsadministration,andadministrativeprocessesrelatedtostaffingandrecruitment.
Thefulltransitionwillbecomprehensiveandoncecomplete,theHRSwillmoveintoatransformationphasethatwillentailfurtherplanninganddevelopmenttosupporttheintegrationofallHRservices,therebyensuringthattheHRSwillbepositionedtoprovideexcellenceinHRmanagement,servicesandplanningacrossgovernment.
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Budget and Staffing Attheendofthetransition,theHRSisexpectedtooperatewithanannualbudgetofapproximately$23millionandastaffofapproximately2001.Asshowninthefollowingchart,theHRSwillincludeanumberofsectionsdistributedbetweenfourbranches-HumanResources,LabourRelations,CompensationandBenefitsAdministration,andClientServices.TheClientServicesBranchwillberesponsiblefordeliveringHRprogramsandservicestogovernmentdepartments.
TheDirectorsofbothCorporateServicesandCommunicationswillreportdirectlytotheDeputyMinisterandsupportthecorporateandcommunicationrequirementsoftheHRS.
TheofficesoftheHRSarelocatedmainlyintheEastandWestBlocksoftheConfederationBuilding,withsomeHRdivisionslocatedinvariouslocationsacrossSt.John’s,andoneemployeelocatedinCornerBrook.
1ThenumberofHRSstaffincludespermanentandtemporarypositionsanddoesnotincludeemployeeshiredthroughthe“OpeningDoors”programexceptforthoseworkingdirectlyfortheHRS.
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Organizational Chart
Director Corporate Services
Director Communications
Assistant Deputy Minister Human Resources
Assistant Deputy Minister Labour Relations
Assistant Deputy Minister Compensation and Benefits Administration
Assistant Deputy Minister Client Services
Human Resource Policy and Planning
Learning and Development
French Services
Strategic Initiatives
Human Resource Management System
Executive Director Collective Bargaining
Classification and Compensation
Organizational Management and Design
Job Evaluation System
*Payroll
*Group Insurance
*Pensions Counseling
*Staffing and Recruitment
Employment Equity for Persons with Disabilities
Strategic Human Resource Management(6 divisions)
Deputy Minister Human Resources
*Tobetransitionedatalaterdate
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Mandate & Legislative Authority
TheHumanResourceSecretariat(HRS)delivershumanresourceservicesbyfocusingoninnovation,efficiency,clearstandards,andconsistentapplicationofhumanresourcepoliciesacrossgovernment.
TheHRSalsosupportsTreasuryBoardwhoseresponsibilitiesarederivedfromtheFinancialAdministrationAct,thePublicServiceCollectiveBargainingActandtheExecutiveCouncilActandRegulations.
TheFinancialAdministrationActspecificallyidentifieshumanresource(“HR”)responsibilitiesofTreasuryBoard,asfollows:
• Determinespersonnelrequirementsandprovidesfortheallocationandeffectiveutilization ofpersonnel;
• Providesfortheclassificationofpositions;
• Determinesthepaytowhichemployeesareentitledforservicesrendered,thehoursofworkand leaveofthosepersonsandrelatedmatters;
• Establishesstandardsofdisciplineinthepublicserviceandprescribesthepenaltiesthatmaybe appliedforbreachesofdiscipline;
• Providesforothermatters,includingtermsandconditionsofemployment,TreasuryBoardconsiders necessaryforeffectivepersonnelmanagement.
ThePublicServiceCollectiveBargainingActgivesthePresidentofTreasuryBoardresponsibilityforcollectivebargaining,andtheExecutiveCouncilActandRegulationsprovidetheLieutenant-GovernorinCouncilwiththeauthoritytocreatedepartmentsandCommitteesofCabinet,andtoappointappropriateministers.
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Lines of Business
TheHumanResourceSecretariat(HRS)isaprofessionalorganizationwithingovernmentdedicatedtoprovidingexcellenthumanresourcemanagementservicesandsupportstoemployees,managers,departmentalexecutivesandTreasuryBoard.
TheHRScarriesoutitsHRmanagementmandatethroughthreelinesofbusiness:
• Leadershipinhumanresources;
• Directionandsupporttogovernmentdepartmentsandcentralagencies;
• Professionalguidanceandadvicetotheemployer.
Inadditiontothesemainlinesofbusiness,theHRShasspecialresponsibilityforcoordinatinggovernmentsupportforthedevelopmentoftheprovince’sFrancophonecommunitythroughafederal/provincialcooperationagreement.ThisisaccomplishedthroughtheOfficeofFrenchServicesunderthedirectionoftheMinisterResponsibleforFrancophoneAffairs.
Leadership in Human ResourcesTheHRSdemonstratesleadershipofthehumanresourcemanagementfunctionbysupportingemployeesandtheirmanagerstoachieveexcellenceinthedeliveryofpublicserviceprogramsandservices.Thisincludes:
• ProvidingleadershipanddirectioninHRplanning,programming,andinformationservicestoenable departmentsandcentralagenciestobettermanagetheirhumanresources;
• Conductingorganizationalresearchandevaluationactivitieswithanaimtocontinuallyimprovingand advancingthepublicserviceoftheprovince;
• Designinginnovativesolutionsforemergingpublicsectorhumanresourceissues;
• Developingandimplementingeffectivehumanresourcepolicies,programs,supportsandservicesacrossthe corepublicservice;
• Encouragingpracticesinsupportofworkplacerenewalinareassuchasworkplacediversity,healthy workplacepracticesandoccupationalhealthandsafetyprogramming.
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Direction & Support to Government Departments and Central AgenciesDepartmentsandcentralagenciesareequalpartnersinthehumanresourcemanagementfunction.TheHRSdirectlysupportsdepartmentsandcentralagenciesincarryingouttheirHRresponsibilitiesby:
• DeliveringdirectHRservicesintheareasofemployeerelations,humanresourceplanning, integrateddisabilitymanagement,andorganizationaldevelopment.
• Providingeffectiveleadershipandcoordinationintheareaoforganizationallearningand developmentactivities,includingsessionstosupportcontinueddevelopmentofemployees;
• Supportingdepartmentalmanagersintheapplicationofpolicyandcollectiveagreement rightsandprocedures,includinggrievanceandarbitrationresolutions;
• Evaluatingandassessinghumanresourcerequirementsandrecommendingappropriate organizationalstructuresandefficienciesforgovernmentdepartmentsandcentralagencies;
• Developingandmanagingprofessionaljobevaluationandsalarymanagementservicesto ensurefair,equitableandconsistentcompensationinthepublicsector;
• Buildingthecapacityofgovernmentdepartmentsandcentralagenciestoprovideeffective Frenchlanguageservicestostakeholdersandclientgroups;
• Providingeffectivesupportsandservicestoemployeesanddepartmentsrelatedto employer-basedcompensationandbenefits(e.g.groupinsurance,payroll,leave administration,pensionscounseling);
• Providingstaffingandrecruitmentservicesthroughpolicy,programs,processesand strategies,andleadingthemarketingandadvertisingofjobpostings.
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Professional Advice and Guidance to the EmployerTheHRSprovidesanextensivearrayofsupportstoTreasuryBoard,includingthefollowing:
• EstablishingemploymentstandardswhichTreasuryBoardconsidersnecessaryforeffectiveHR management,includingtermsandconditionsofemployment;
• Providingadvice,analysis,policyoptionsandrecommendationsforTreasuryBoardandgovernment departments/centralagencies;
• Conductingresearchtoinformthedevelopmentandimplementationofgovernment-wideHRand compensationpolicy,planningandprogramminginitiatives;
• Designingandmonitoringgovernment’sHRmanagementstrategyforthecontinueddevelopment
ofallpublicsectoremployees;• Representingtheemployerincollectivebargaining,grievanceandarbitrationresolutions.
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Our Clients
Infulfillingitsresponsibilityforhumanresourcemanagement,theHRSrespondstotheneedsofthefollowingclientgroups:
• CabinetanditsassociatedTreasuryBoardCommittee;
• Executives,managers,andstaffofprovincialgovernmentdepartmentsandcentralagencies;
• Otherpublicentities;
• Applicantsandpotentialemployees;and
• Generalpublic.
Additionally,theHRSworks,interacts,and/orpartnerswithpublicsectorunions,employeeassociations,publicsectororganizationssuchastheNewfoundlandandLabradorHealthBoardsAssociationandtheNewfoundlandandLabradorSchoolBoardsAssociation,aswellasotherprovincialandterritorialgovernmentsinCanada.
Values and Service Commitments
ValuesareasymboloftheprinciplesthatguidetheactionsoftheHumanResourceSecretariat.TheSecretariatstrivestoprovideasupportiveandrespectfulworkenvironmentthatfostersaculturecharacterizedbythebehavioursthatsymbolizethevaluesofitsemployees.Thesevaluesarethenequallyappliedtotheservicesprovidedtotheclientsitserves.
INTEGRITY isthefoundationforacomprehensiveandtransparentapproachtoworkinginamannerthatishonest,objectiveandfair.
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• Wedemonstrateintegrityinrelationshipswithothers,inthequalityoftheworkwedoand theadviceweprovidetoourclients.
• Weprovideadviceandconsultationthatisofhighstandardandcanbetrustedandvalidated.
• Wetakeownershipforourwork,andacceptaccountabilityforourresults.
DIVERSITYistherespectandvaluefortheuniquenessanddignityofeachindividual.
• Wekeepanopenmindandallowothersthefreedomtodothingsdifferentlybyencouraging creativityandinnovationinnewideas,approaches,programs,policiesandservices.
• Werecognize,seek,welcomeandlistentotheperspectivesandideasofothersandcommunicate openlyandhonestlyup,down,andacrosstheorganization.
• Wetreatpeoplethewaywewanttobetreatedandwewilltreatthemequitablyevenifit meanstreatingthemdifferently.
SERVICE EXCELLENCEinvolveslisteningto,understandingandfulfillingtheneedsofourclientsinabalanced,effectiveandconsistentmanner.
• Weacknowledge,listen,helpandfollowthroughonourcommitments,servicesandinteractions.
• Weareaccessibleandprovideseamlessservice,andconsistentlyseekinnovative,efficientand effectivewaystodeliverservicesthatmeetourclients’needsinatimelymanner.
• Wecollaboratewithpartnerstoensureprovisionofthebestadvice.
• Wemonitortheenvironmentforchangingneeds,newoptionsandemergingopportunities.
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Vision and Mission
Vision
ExceptionalPeople–ExceptionalPublicService
Ahighperformingpublicserviceisessentialtogovernment’sabilitytodelivereffectiveprogramsandservicestothepeopleofNewfoundlandandLabrador.Thisrequiresthatemployeesatalllevelsoftheorganizationhaveasupportiveandengagedworkenvironmentthatprovidestheinformation,skills,toolsandsupportsemployeesneedtobesuccessfulatwork.Italsorequiresthatmanagementpracticesandsupportsevolvetomeetthechangingdynamicswithintheworkplace,theworkforce,andsocietyatlarge.
Duringthetransitionphases,theHumanResourceSecretariatwillfocusonenhancinghumanresourceserviceswithintheprovincialpublicservicebyimprovingbusinessprocesses,simplifyingaccesstoHRservicesforemployees,andprovidingconsistencyinhumanresourceservicedelivery.Withinthescopeoftheseareas,theHRSwillcontinuetoplayaleadershiproleinthedevelopmentandimplementationofHRinformationandsupportsaimedatensuringsuccessatalllevelsoftheorganization–individualemployeesandmanagers,departmentsandcentralagenciesandgovernmentasawhole.
Mission
ByMarch31,2017,theHumanResourceSecretariatwillhavesupportedtheenhancementofthehumanresourcecapacityofthecorepublicservicetodeliverexceptionalprogramsandservices.
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Performance Measure
Enhancementofthehumanresourcecapacityofthecorepublicserviceissupported.
Indicators• StrategiestosupportserviceexcellenceinthedeliveryofHRprogramsandserviceshavebeen developedandimplementedacrossthecorepublicservice.
• Communicationhasbeenenhancedtosupporttheexchangeofinformationbetweendepartments,
centralagenciesandtheHRS.
• TheintegrityandaccessibilityofHRmanagementinformation,aswellasinformationcollection
andmanagementpractices,havebeenenhancedthroughanintegratedHumanResource
ManagementSystem.
• Humanresourcepolicies,programs,toolsandserviceshavebeenrevised,developed
andcommunicated.
• Learningactivities,toolsandresourceshavebeendevelopedtosupportemployeesatalllevelsof theorganization.
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Issues, Goals and Objectives
Asperthestrategicdirectionofgovernmenttoenhancestrategichumanresourcemanagementwithintheprovincialpublicservice,itisessentialfortheHRStomonitortheemergingtrends,issuesanddemographicsthatareimpactingthedeliveryofpublicservicestothepeopleoftheprovince.PreparingforchangeandsupportingserviceexcellencewillbeaccomplishedthroughanumberofHR-relatedfocusareasthatwillguideHRSactivitiesforthedurationofthisplanningcycle,e.g.improvingbusinessprocesses,simplifyingaccesstoHRservices,andprovidingconsistencyinHRservicedelivery.
Keydemographicchangesinfluencingthisplaninclude:
• Thepopulationoftheprovincehasstabilizedoverthelastcoupleofyears;however,theaging
trendcontinues.
• Theprovinciallabourmarketistightening,particularlyforhighdemandoccupations.
• Employersarecompetingagainsteachotherforasmallerlabourpoolandalsofacingcompetition fromrecruitersfromacrossNorthAmerica.
• Inrecentyears,theprovincehasbeenexperiencingagreaterbalancingofratesofout-andin- migrationofskilledyouthandworkers–whilesomearestillleavingtheprovince,othersarearriving orreturning.
• Migrationisexpectedtodrivepopulationgrowthinthefuture.
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Consideringgovernment’sownemployeedemographics,sometrendsareemerging.Forexample,theaverageageofthecorepublicservice2workforcehasremainedrelativelyunchanged,atabout44yearsofage,since2004.Between2004and2010,thenumberofcorepublicserviceemployeesunder35yearsofagegrewby56percent,whilethe50+agegroupgrewby39percent.Aswell,since2008,thenumberofretirementshasbeenincreasing.Seasonedemployeesworkingwithnewemployeeshelpstofosteracultureofhealthandsafety,diversity,innovation,learning,andpartnershipwithinthepublicservice.
Tocontinuetoencourageandpromotethisculture,theHRSwilldevelopandimplementsupports,anddisseminateinformationneededtoensuresuccessatalllevelsoftheorganization.TheHRShasidentifiedtwokeyissuesforthe2011-2014businesscycle:• Effective,InformedHumanResourceManagement,and• ExcellenceintheDeliveryofHumanResourceProgramsandServices.
Theseissuesarebrieflydescribedinthefollowingsections.Thegoalsidentifiedforeachissuereflecttheexpectedresultsfor2011to2014,whiletheobjectivesprovideanannualfocus.
2CorepublicservicereferstoProvincialGovernmentdepartmentsandcentralagencies.
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Issue 1: Effective, Informed Human Resource Management
Asperthestrategicdirectionofgovernment,theHRSischargedwithenhancinghumanresourceserviceswithintheprovincialpublicservice.Inresponse,theHRSwillaimtoenhanceaccessibilitytoaccurate,relevantandtimelyinformationtosupportgovernmentdecision-makingforeffective,strategicHRmanagement.Fromahumanresourcesperspective,informationmayrefertodataabouttheorganization(e.g.employee-orposition-basedinformation),ortheactivitiesoroutputsofHRprogramsandservices(e.g.policies,processes,employeeandmanagerhandbooks)thathavethepotentialtoshape,eitherdirectlyorindirectly,thedeliveryofservicestothepublic.
EmergingtrendsanddemographicscontinuetoinfluencetheevolutionofHRmanagementinitiatives.Assuch,theavailabilityofcomprehensiveandconsistentinformationhasbecomecriticalforeffectiveworkforceplanningtoaddresschange,especiallyintheareasofsuccessionmanagementandtheattractionandretentionofemployees.Suchinformationalsoinformscoremanagementfunctionsincludingproductivity,performance,attendancemanagement,andhealthandsafety.
TheHRSplaysakeyroleinensuringthatthebestpossiblehumanresourceinformationisavailabletosupportthedecision-makingprocessesofTreasuryBoardanddepartments,andultimately,thedeliveryofhighqualityprogramsandservicestothepublic.Overthecourseof2011-2014,emphasiswillbeplacedonsupportingdepartmentalHRplanningandmanagementactivitiesrelatedtointernaltalentandknowledge,careergrowthanddevelopment,andinnovationinorganizationalmanagementthroughtheeffectiveuseofdepartmentalHRinformationresources(e.g.demographicinformationrelatedtovacancies,recruitmentactivity,etc.).
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Toaccomplishthis,government’snewinformationtechnologysystem–theHumanResourceManagementSystem(HRMS),currentlyunderdevelopment,willsupporthumanresourcesandpayrollrequirementsbymodernizingwork-flowprocessesandcentralizinghumanresourceinformationinordertofacilitatemoredetailedandtimelyhumanresourcereporting.Withinthereportingperiod,aphasedapproachhasbeenadoptedforthedevelopmentofthissystem,asfollows:• PhaseOneisexpectedtobecompletein2011-2012andincludestheinitialplanningandfinalizationof systemrequirements.• PhaseTwoisexpectedtorolloutbetween2012and2014,andwillincludetheimplementationofthenew systemforpayrollandbenefitsforteachers,pensionersandthepublicservice,aswellasBaseHR,Position Management,timeandlabour,andabsencemanagementfunctions.
FuturephasesoftheHRMSwillbeafocusforthenextplanningcycleandwilldeliveradvancedHRfunctionsforthecorepublicserviceintheareasoforganizationaldevelopment,humanresourceplanning,occupationalhealthandsafety,andrecruitment.
Itwillalsoprovideastablefoundationforenhancementstohumanresourcefunctionsduringfuturephasesoftheproject.
Goal: By March 31, 2014, the Human Resource Secretariat will have enhanced its ability to provide access to consistent, relevant and timely information.
Measure: Provisionofaccesstoconsistent,relevantandtimelyhumanresourcesinformationisenhanced.
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Indicators:• Accessto,anduseof,humanresourceplanninginformationandtoolshavebeensupported.
• DevelopmentandimplementationofcomponentsoftheHumanResourceManagementSystemhave beensupported.
Objective 2011-12ByMarch31,2012,theHumanResourceSecretariatwillhaveinitiatedactivitiestoupdatepriorityHRinformationresources.
Measure: ActivitiestoupdatepriorityHRinformationresourcesareinitiated.
Indicators:
• HRinformationresourceshavebeenidentified.
• PriorityHRinformationresourceshavebeenreviewed.
• UpdatestopriorityHRinformationresourceshavebeeninitiated.
Objective 2012-13ByMarch31,2013,theHumanResourceSecretariatwillhavesupporteddepartmentalaccesstoanduseofhumanresourceinformation.
Objective 2013-14ByMarch31,2014,theHumanResourceSecretariatwillhavesupporteddevelopmentofthenewHumanResourceManagementSystem(HRMS).
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Issue 2: Excellence in the Delivery of Human Resource Programs and Services
ExcellenceinserviceandprogramdeliverywillassistintheachievementofthestrategicdirectionofgovernmenttoenhanceHRserviceswithintheprovincialpublicservice.Thiscanbeaccomplishedthroughemployeeswhopossessthetalent,skills,andcommitmenttoprovidethislevelofservicetothepublic,aswellasaworkenvironmentthatsupportsthegrowth,developmentandwell-beingoftheemployeeswhoareinvolvedindeliveringthesegovernmentprogramsandservices.
Significantoutcomeshavealreadybeenaccomplishedintheareaofserviceexcellenceaspartofgovernment’smostrecenthumanresourcemanagementstrategy,CreatingTomorrow’sPublicService.Thisstrategywasdesignedtopromotesuccessatalllevelsoftheorganization,andprovidedtheinitialframeworkfordepartmentsandagenciestoforecastandmanagetheirworkforce,whilecontinuingtomakestridestowardavisionofserviceexcellenceforthecitizensoftheprovince.
Ofcourse,serviceexcellencealsorequiresacommitmenttoenhanceinternalhumanresourceservicestoemployeesanddepartmentsbyimprovingbusinessprocesses,simplifyingaccesstoHRservices,providingconsistencyinhumanresourceservicedelivery,andexploringnewandinnovativewaystohelpcarryoutthismandate.
From2011-2014,theHumanResourceSecretariatwillcontinuetobuildonthefoundationsoftherecentHRstrategywhilefocusingonthetransitionofemployeesandentitiesresponsibleforthedeliveryandmanagementofHRservicesacrossgovernmentintooneentityresponsibleforexcellenceininternalHRmanagement.Thistransitionwilltakeplaceinphases,andwillbeginwiththeincorporationoftherolesandfunctionsofPublicServiceSecretariatinthespringof2012.Thebalanceoftheentities(i.e.sixstrategichumanresourcemanagementdivisions,CompensationandBenefitsDivision,GroupInsuranceDivision),aswellasstrategicstaffingandrecruitmentfunctions,andpensionscounselingactivitieswilltransitiontotheHumanResourceSecretariatinthefall/winterof2012-2013.
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FollowingtransitionofallHRservicedeliveryentitiesintothenewHumanResourceSecretariat,theHRSwillmoveintoatransformationphasethatwillentailfurtherplanninganddevelopmenttosupportintegratedHRservicedelivery.
Goal: By March 31, 2014, the Human Resource Secretariat will have enhanced the delivery of HR programs and services.
Measure: DeliveryofHRprogramsandservicesisenhanced.
Indicators:• AplantosupportexcellenceinHRprogramdeliveryhasbeendeveloped.
• HRpolicies,programsandserviceshavebeenupdatedanddeveloped.
• Regularmonitoringoftheworkenvironmenthasbeenconductedandfindingshavebeen
communicatedtodepartments.
• TheintegrationofHRfunctionsintotheHRShasbeensupported.
Objective 2011-12ByMarch31,2012,theHumanResourceSecretariatwillhavesupportedgovernment-wideworkforcedevelopmentactivities.
Measure: Government-wideworkforcedevelopmentactivitiesaresupported.
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Indicators:• Researchandanalysisonworkforcedevelopmentprioritieshasbeenconducted.
• Resultsofthepublicserviceworkenvironmentsurveyhavebeencompiled,analyzedandshared withdepartments.
• Departmentshavebeensupportedtocompleteworkforceplansandbeginimplementationof
prioritydevelopmentactivitieswiththeiremployees.
• Areviewofgovernment’shumanresourcemanagementstrategyhasbeeninitiated.
• Prioritycorporatelearninganddevelopmentinitiativeshavebeenenhancedandcommunicated.
• HRpolicy,programsandserviceshavebeenidentifiedforreview,developmentand/orupdate.
Objective 2012-13ByMarch31,2013,theHumanResourceSecretariatwillhaveinitiatedthetransitionofemployeesresponsibleforthedeliveryandmanagementofHRservicesacrossgovernmentintoonesingleentity.
Objective 2013-14ByMarch31,2014,theHumanResourceSecretariatwillhaveenhancedserviceexcellenceinhumanresourcemanagementandplanningwithinthecorepublicservice.
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Appendix
Strategic Directions
Strategicdirectionsarethearticulationofdesiredphysical,socialand/oreconomicoutcomesandnormallyrequireactionbymorethanonegovernmententity.Thesedirectionsaregenerallycommunicatedbygovernmentthroughplatformdocuments,ThroneandBudgetSpeeches,policydocuments,andothercommuniqués.TheTransparencyandAccountabilityActrequiresdepartmentsandpublicbodiestotakeintoaccountthesestrategicdirectionsinthepreparationoftheirperformance-basedplans.Thisactionwillfacilitatetheintegrationofplanningpracticesacrossgovernmentandwillensurethatallentitiesaremovingforwardonkeycommitments.
Government’sstrategicdirectionrelatedtohumanresourcemanagementisclearinthatithaschargedthenewlycreatedHRStoenhancehumanresourceserviceswithintheprovincialpublicservice.Thisstrategicdirectioniscomprisedoffourmaincomponents,orfocusareas.Thesefocusareasareaddressedthroughthevariousplanningprocessesofthesecretariat.Asindicatedinthetablebelow,mostcomponentsareaddressedtosomeextentinthisbusinessplanwhileothersareaddressedintheoperationaland/orworkplanningprocesses.
Title:StrategicHumanResourceManagementintheProvincialPublicService.
Outcome Statement: Theoveralloutcomeisaworkforcethatispositionedtocontinuetoprovideserviceexcellencetothepeopleoftheprovince.Thiswillbeachievedthroughtheimprovementofbusinessprocesses,simplifiedaccesstoHRservicesforemployees,andprovisionofconsistencyinHRservicedelivery,whileexploringnewandinnovativesolutionstoenhancingtheseserviceareas.
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Achievement of this outcome requires systematic intervention in the following areas:
Component of strategic direction Applicable to other entities reporting to the Minister
This direction is addressed in the following plans:
Business Operational Work
Human Resource InformationSupportingeffectiveHRplanninganddecisionmaking.
Public Service CapacityEnsuringthecurrentpublicsectorworkforceispositionedforsuccess.
Public Service CompetitivenessPositioningGovernmentasanEmployerofChoice.
Public Service Work EnvironmentFosteringanenvironmentconducivetoemployeewell-beingandjobsatisfaction.