4Q08 Audit Committee - Powerpoint Presentation.pdf


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  • Purpose of the presentation today is for your information and to share the findings of the review: Prior to it going to Audit Committee November 26, And because FM is a corporate service impacting all Departments, for awareness of the key findings/recommendations This is a very brief overview of the project, findings and recommendations – much more detail is available in the full report and appendices which we haven’t provided to you yet but will on request (in the interests of saving paper for today)
  • 4Q08 Audit Committee - Powerpoint Presentation.pdf

    1. 1. Audit Committee November 17, 2008
    2. 2. Agenda <ul><li>2009 Work Plan </li></ul><ul><li>Human Resources Review </li></ul>
    3. 3. 2009 Work Plan <ul><li>Performance Measurement </li></ul><ul><ul><li>Annual Status Report (includes strategic, operational KPI’s and MPMP key performance indicators) </li></ul></ul><ul><ul><li>Community Investment Strategy key performance indicators </li></ul></ul>
    4. 4. 2009 Work Plan continued <ul><li>Risk Management </li></ul><ul><ul><li>Corporate risk register </li></ul></ul><ul><ul><li>Delta project </li></ul></ul><ul><ul><li>CMF project </li></ul></ul><ul><ul><li>King Street project </li></ul></ul><ul><ul><li>Contact centre project phase 2 </li></ul></ul>
    5. 5. 2009 Work Plan continued <ul><li>Internal Audit </li></ul><ul><ul><li>CVOR compliance testing </li></ul></ul><ul><ul><li>Recruitment resume sampling </li></ul></ul><ul><ul><li>Let’s Talk compliance testing </li></ul></ul><ul><ul><li>ISO 14001, next phase </li></ul></ul><ul><ul><li>Community Investment Strategy – value for money audits </li></ul></ul><ul><ul><li>HR process reviews </li></ul></ul><ul><ul><li>2009 physical inventory participation </li></ul></ul><ul><ul><li>Cash audits (golf courses, market) </li></ul></ul><ul><ul><li>Engineering Review workshop facilitation </li></ul></ul>
    6. 6. Human Resources Review
    7. 7. HR Review - Outline <ul><li>Review of objectives </li></ul><ul><li>Scope of review </li></ul><ul><li>Review team </li></ul><ul><li>Methodology </li></ul><ul><li>Key findings & recommendations </li></ul><ul><ul><li>HR division effectiveness </li></ul></ul><ul><ul><li>Recruitment process </li></ul></ul><ul><ul><li>Attractive employer </li></ul></ul><ul><li>Next steps </li></ul>
    8. 8. HR R eview Objectives Organizational and functional review requested by Council <ul><li>Effectiveness of the HR division as a whole </li></ul><ul><li>Recruitment process </li></ul><ul><li>Attractiveness of the City of Kitchener as an employer </li></ul>
    9. 9. Scope of Review <ul><li>In Scope: </li></ul><ul><li>HR policy review </li></ul><ul><li>General review of entire HR structure, key roles / tasks performed and service levels </li></ul><ul><li>Review of the management structure and succession planning </li></ul><ul><li>Examination of the City’s degree of success at being an attractive employer </li></ul><ul><li>In-depth review of the recruitment process </li></ul><ul><li>Not In Scope: </li></ul><ul><li>Job evaluation system </li></ul><ul><li>Salary / Compensation review </li></ul><ul><li>Benefits </li></ul><ul><li>Health and Safety </li></ul><ul><li>Training </li></ul>
    10. 10. Review Team Members Director of Enforcement Shayne Turner Manager of Corporate Records Christine Tarling Organizational Development Facilitator Kathryn Dever Performance Measurement & Internal Auditor Loretta Alonzo Performance Measurement & Internal Auditor Corina Tasker Position Name
    11. 11. Methodology <ul><li>The following research and analysis was undertaken for the review: </li></ul><ul><li>Internal literature review of relevant historical reports, customer survey results, employee culture survey results, organizational charts </li></ul><ul><li>Customer interviews – 35 interviews were conducted throughout the Corporation </li></ul><ul><li>Employee interviews – 22 HR staff were interviewed </li></ul><ul><li>Council interviews – 4 interviews with Council </li></ul><ul><li>Union interviews – 5 interviews with union executives </li></ul><ul><li>Analysis of current service priority and success ratings to identify gaps between HR staff and customer perceptions </li></ul><ul><li>Process mapping for the recruitment process and confirmation of the documented process content </li></ul><ul><li>Benchmarking with 6 other municipalities and 5 non-municipal firms in the areas of organizational structure, programs and policies </li></ul>
    12. 12. Current Environment <ul><li>Current division consists of 21 staff, including one Director, 2 Managers, and 5 Supervisors supporting 1922 City employees </li></ul><ul><li>Functions and services provided by the division include: </li></ul><ul><li>Health and Safety, including WSIB administration </li></ul><ul><li>Benefits </li></ul><ul><li>Wellness </li></ul><ul><li>Compensation </li></ul><ul><li>Recruitment </li></ul><ul><li>Training (including employee development training (TED), management training, vehicle and equipment training) </li></ul><ul><li>Labour relations </li></ul><ul><li>Human rights </li></ul><ul><li>PeopleSoft administration </li></ul><ul><li>Organizational development </li></ul><ul><li>Standard operating procedures development </li></ul>
    13. 13. Key Findings and Recommendations HR Division Effectiveness <ul><li>Strengths: </li></ul><ul><li>Staff are helpful and knowledgeable in their areas of expertise </li></ul><ul><li>Most staff welcome change and are willing to expand their skills </li></ul><ul><li>Positive feedback from clients on wellness programs, health and safety, benefits </li></ul><ul><li>Some programs initiated by the division are linked to corporate strategic goals (i.e. diversity, succession planning) </li></ul><ul><li>Staff pull together in a crisis </li></ul>
    14. 14. HR Division Effectiveness continued Establish plan to review all existing policies on rotating basis (every 5 years) and benchmark to other municipalities to assess trends, gaps. Assign policy oversight to one individual for consistency Some HR policies are out-of-date and no regular review process in place to ensure they are relevant, accurate or current Develop a comprehensive corporate approach to training with an increased focus on health and safety Training programs perceived as disjointed, lacking corporate perspective Annually review business plan-determine which services to provide and delivery strategy to best meet client needs. Develop KPI’s and monitor performance Lack of strategic vision, and key performance indicators have resulted in conflicting priorities and loss of focus RECOMMENDATION KEY FINDINGS
    15. 15. HR Division Effectiveness continued Revisit council’s direction to tender group benefits every five years or obtain approval to postpone the process Group benefits have not been sent out to tender in over seven years Proactively develop a communications plan, improve follow up on new initiatives Communications to the organization are inconsistent and not always effective Implement PeopleSoft training module to automate course registrations and tracking of training for each employee Lack of wide-spread use of technology; slow, manual processes being used RECOMMENDATION KEY FINDINGS
    16. 16. HR Division Effectiveness continued Establish consistent criteria for recognition and communicate clearly with staff what is required Staff recognition within the division perceived to be biased and unfair Meet with union executives individually to understand their needs and concerns, improve relationships and re-establish trust Relationships with union executives could be improved Management needs to address performance issues in a timely manner to minimize impact on staff morale. Management must also establish and model a culture consistent with corporate values Culture of division is difficult, strained; conflicts between staff and management have resulted in a tense working environment RECOMMENDATION KEY FINDINGS
    17. 17. HR Division Effectiveness continued <ul><li>Organization Structure </li></ul><ul><li>Since 2000, the staff complement in HR has grown from 17 staff to 21. The HR staff to client ratio has remained constant at 1.1% over that period </li></ul><ul><li>Organizational structures were benchmarked to compare HR model used, staff complement, and staff to client ratios: </li></ul><ul><ul><li>6 other municipalities (Cambridge, Waterloo, Markham, Mississauga, Region of Waterloo, York Region) </li></ul></ul><ul><ul><li>5 local companies (Conestoga Rovers, Research in Motion, Sun Life Assurance, Christie Digital, Dare Foods) </li></ul></ul>
    18. 18. HR Division Effectiveness continued <ul><li>Organization Structure </li></ul><ul><li>Staff and customer feedback about the current structure: </li></ul><ul><li>Too many specialists and not enough back-up for when people are absent </li></ul><ul><li>Difficult to access HR staff – people don’t know who to call </li></ul><ul><li>Silo mentality – no cohesive flow between areas for processes </li></ul><ul><li>Coverage of reception not well planned and perceived as a low priority </li></ul><ul><li>Imbalance of roles of managers – some seem to have too many reports while others have very few </li></ul><ul><li>Organizational structure is confusing to some outside of the division </li></ul>
    19. 19. HR Division Effectiveness continued <ul><li>Organization Structure </li></ul><ul><li>Based on the analysis it is recommended that the HR division consider transitioning to an HR Business Partner model </li></ul><ul><li>HR Business Partner – the division is arranged in some combination of the specialist and generalist models where there is some dedicated support to divisions however there are also functional specialists to provide the in-depth knowledge required. This is currently considered “Best Practice” as it incorporates the best of both models. When applied to an HR division it allows them to become a strategic partner with the departments they support. </li></ul>
    20. 20. Recommended Model: HR Business Partner Model Note: this chart shows functional groupings, NOT individual positions Human Resources Division <ul><li>HR Client Services </li></ul><ul><li>(front office) </li></ul><ul><li>First point of contact </li></ul><ul><li>HR consultants </li></ul><ul><ul><li>General inquiries </li></ul></ul><ul><ul><li>Recruitment </li></ul></ul><ul><ul><li>Liaison with specialists </li></ul></ul><ul><ul><li>Organizational development </li></ul></ul><ul><ul><li>Assigned to departments </li></ul></ul><ul><ul><li>Located at City Hall, Fire, CMF </li></ul></ul><ul><li>All training </li></ul><ul><li>Labour relations </li></ul><ul><li>HR Support Services </li></ul><ul><li>(back office) </li></ul><ul><li>Specialists </li></ul><ul><ul><li>support consultants </li></ul></ul><ul><ul><li>process transactions </li></ul></ul><ul><li>Benefits </li></ul><ul><li>Wellness </li></ul><ul><li>Compensation </li></ul><ul><li>Health & Safety </li></ul><ul><li>PeopleSoft </li></ul>
    21. 21. HR Division Effectiveness continued <ul><li>The Business Partner model achieves these objectives : </li></ul><ul><li>Strategic alignment of the model and the functions </li></ul><ul><li>Ability to effectively manage role coverage </li></ul><ul><li>Appropriate / equitable workload distribution </li></ul><ul><li>Appropriate manager to staff ratio </li></ul><ul><li>Potential for employee development and advancement opportunities </li></ul><ul><li>Leverage the knowledge and expertise of current HR staff </li></ul><ul><li>Opportunity for HR presence at outside locations </li></ul><ul><li>Ability to effectively share information within the division and create seamless workflow </li></ul>
    22. 22. Key Findings and Recommendations HR Recruitment Process <ul><li>Strengths: </li></ul><ul><li>Staff have ability to work with minimum supervision or support </li></ul><ul><li>Able to meet challenging deadlines </li></ul><ul><li>Aim to satisfy clients </li></ul><ul><li>Knowledgeable staff </li></ul>
    23. 23. HR Recruitment Process continued Streamline process as indicated in recommended process flow to eliminate unnecessary steps and improve cycle times Majority of clients are dissatisfied with service levels, cycle times and quality of results Redistribute workload between recruiters based on department rather than job grade Workload appears to be imbalanced Develop a clear process and communicate with hiring managers in pre-recruitment meeting to describe available services and determine clients’ needs Inconsistent approach to recruitment support services results in confusion about roles and responsibilities for hiring manager Implement software solution to manage on-line applications, resume screening, automated form letters, data bank of unsolicited resumes, improve web presence Lack of technology to automate processes results in prolonged recruitments, lack of client satisfaction, inability to manage information RECOMMENDATION KEY FINDINGS
    24. 24. HR Recruitment Process continued Identify required tests prior to screening candidates to ensure fairness. Conduct basic skills testing (i.e. computer skills, vehicle or equipment testing) prior to selecting for interviews to save time, improve results Testing processes are inconsistent and are not used to pre-screen candidates prior to interviewing Discontinue broad-based use of print ads in local newspapers for every recruitment – expand venues to include more professional publications, web-based, and other venues suggested by hiring manager. Collect data to track where candidates have seen job ads Advertising venues are out-dated and not most effective methods RECOMMENDATION KEY FINDINGS
    25. 25. HR Recruitment Process continued Establish quality and accuracy process for all outgoing correspondence and corporate-wide communications Quality of outgoing communications is not satisfactory Establish KPI’s (i.e. average cost per hire, regret letters sent within one week, acceptable recruitment cycle times, effectiveness of advertising venues) Lack of key performance indicators to monitor performance or establish targets, objectives RECOMMENDATION KEY FINDINGS
    26. 26. Key Findings and Recommendations Attractive Employer <ul><li>Backbone of success in any organization is its people. Qualified, committed staff are critical to meeting any business objectives. </li></ul><ul><li>City of Kitchener will be challenged in future as we deal with the shortage of talented employees </li></ul><ul><li>City will see 36% of management retire by 2015, rising to 63% by 2021 </li></ul><ul><li>Taken from “Canada’s Top 100 Employers” list these factors should be used as a benchmark against companies competing for the same talent: </li></ul><ul><ul><li>- Physical workplace - Work atmosphere, social </li></ul></ul><ul><ul><li>- Health, financial, benefits - Vacation, time off </li></ul></ul><ul><ul><li>- Communications - Performance management </li></ul></ul><ul><ul><li>- Training, skills development - Community involvement </li></ul></ul>
    27. 27. Key Findings and Recommendations Attractive Employer <ul><li>Create a corporate-wide attraction and retention strategy including a thorough gap analysis looking at current trends, relative costs and benefits and needs across the corporation </li></ul><ul><ul><li>Use the “People Plan” as a basis for this strategy </li></ul></ul><ul><ul><li>HR should act as ambassadors for the City </li></ul></ul><ul><ul><li>Actively market the City of Kitchener, attend more outreach events, job fairs, develop a high-quality welcome package for all interview candidates </li></ul></ul><ul><ul><li>Conduct more regular salary surveys to keep us as competitive as possible </li></ul></ul><ul><ul><li>Improve our web presence to attract job seekers </li></ul></ul>
    28. 28. Next Steps <ul><li>HR management to provide a response within 3 months </li></ul>
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