Hr Planning Presentation Final


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  • Senior Management Meetings SMAP agenda at senior management meeting Succession management is vital to our business objectives and our desire for business excellence – it is necessary continue ongoing dialogue and review evolvement of our succession management action plan Leadership competency profiles Competency profiles of potential leaders Carry out needs assessment for each potential leader Recruitment & Selection It is essential to align recruitment and selection with succession planning Where possible proactively identify vacancies to allow for adequate potential leader development, coaching and mentoring opportunities Development Focussed learning and development opportunities for potential leaders shall be based on the competency profiles and the needs assessment of the potential leaders Analysis Analysis refers to the monitoring of activity within the Succession Management Action Plan Analysis refers to the measurement of success Measuring - who is going where and when? Are they / were they sufficiently prepared? Did the successor remain in the position? For how long? Why did the leave? Exit interview. Feedback from successors is important to track.Who are the next potential leaders in waiting – what kind of development do they need? And the list of measurables goes on and on The analysis element makes certain that the plan continues, that the plan meets the needs of the branch and that the plan grows and changes to the future needs of the branch
  • Recruitment Strategies – INAC Recruitment focus is to hire younger staff/junior positions Public Service Commission of Canada website Federal Student Work Experience Program (FSWEP) About FSWEP The Federal Student Work Experience Program (FSWEP) is the primary vehicle through which federal organizations recruit students. This program, established in 1990, provides some 10 000 students a year with temporary jobs in different federal organizations. The prime objective of FSWEP is to provide full-time students with work experience related to their field of study and to provide them with learning opportunities. The program is also designed to give full-time secondary school, CEGEP, college, technical institute and university students employment opportunities that will: Enrich their academic programs; Help fund their education and encourage them to complete their studies; Develop their employability; Improve their ability to find good jobs after graduation; Offer insights into future employment opportunities; and Help them evaluate their career options within the public service. Through FSWEP, students obtain: Fair and equal access to student jobs offered by the public service; Opportunities to learn about the federal government; and Valuable work experience while developing and improving their employability. Post-secondary Co-op/Internship Program Post-secondary Co-op/Internship programs within the public service The public service continues to be the nation's largest single employer of students enrolled in post-secondary Co-op/Internship programs. Since 1990, the government has employed over 3 000 students each year under these programs. In partnership with participating academic institutions, the public service plays an important role in providing post-secondary students with the relevant and practical work experience they need to fulfill the requirements of their academic program. The Public Service Commission of Canada (PSC) is responsible for approving Co-op/Internship programs from which managers in the public service may recruit students. Accordingly, the PSC has established approval criteria against which Co‑op/Internship programs are assessed. These criteria seek to ensure that the programs approved by the PSC are those that formally integrate, in a structured manner, academic learning with development, through work experiences. University/College/CEGEP campus recruitment and Co-ops programs; Service Canada website;; Aboriginal Canada job centre;; Employee Referrals; Staffing Agencies
  • With respect to knowledge transfer, there is a concern that our cooperate knowledge will retire along with our people (our subject matter experts). This a threat is critical to our business success. Unlike data or information, knowledge exists within people, derived from their training and experience. Knowledge of this type is not easily replaced. In order to respond to the knowledge transfer crisis we have developed a Knowledge Management Action Plan (KMAP) – which contains 4 elements, Senior Management Meetings KMAP agenda item at senior management meeting Like succession management, knowledge management is critical for business excellence; accordingly a relevant agenda item will be discussed at (monthly) senior management meeting As owners of the KMAP it is critical that senior managers partake our action plans innovative strategies SME We must identify the individuals who have historical knowledge and/or old strategic jobs How do we do this? We ask ourselves who do others go to in a crisis?, Who has a long-term corporate memory?, Who is doing a “one-of-a-kind” job? Who has a unique set of skills or knowledge? The KMAP shall keep an inventory of all SME, the inventory shall include current retires (or current retired SMEs) – willing to share their knowledge SME Successors The identification of potential SME may coincide with succession planning SME may identify potential SME candidates An inventory of 2-3 individuals shall be held for each SME Transfer Strategies Individualized plans will be developed, dependant upon the knowledge transfer requirement, and will coincide with the SME expected retirement date in order to ensure sufficient time for the knowledge transfer Failure to develop appropriate strategies may leave serious knowledge gaps Knowledge transfer strategies may include interviews, job shadowing, or hiring a replacement in advance of the SME’s retirement We must not only focus of ‘future retires’ but also engage in the possibility of acquiring the services of ‘current retirees’ – who may be sought after by senior managers for specific assignment or to facilitate a knowledge transfer to a SME successor Analysis Analysis refers to the monitoring of activity within the Knowledge Transfer Action Plan – the measurement of success Are we securing the specialized knowledge in a timely fashion We must, accumulate and validate current SME data We must identify and track specific, measurable actions – what has been transferred?, To who?, When?, and What need to be transferred? The analysis element makes certain that the plan continues, that the plan meets the needs of the branch and that the plan grows and changes to the future needs of the branch
  • Business Performance Management There are 2 key Performance Management strategies designed to align individual and branch level effort with sector and corporate efforts, goals and missions. Establish Sector Integration goals and metrics Establish Individual Performance goals and metrics The overall Sector has undergone an amalgamation. The business goals must address the employee cohesion and the different roles staff will now play. Therefore, to move forward, differing groups and lines of business must determine their role and align their priorities within the branch. Sector goals are based on HR needs such as improving the cohesion of the different work groups, as well as business needs such as meeting objectives Sector goals for HR include updated Orientations Sector business goals include the designation of ‘priority- closeable files” Human Resources Performance Management Individual/Manager Performance goals and metrics - Orientations /Refresher Sessions will be provided to all employees regardless of previous branch affiliation to ensure that everyone is afforded the opportunity to participate in, and understand the new organization - As part of the employee development, they will be required to participate in cross functional workgroups Establish individual performance goals Management Goals Collaborate with client to determine ‘closeable file’ Create 1 and 3 yr training and development plans with staff Staff Goals Work with Managers to create 1 and 3 yr training and development plans Participation objectives Orientation, Conferences, Cross functional work team.
  • The INAC Corporate Vision is to support First Nations towards becoming more self sufficient and prosperous. The TAG sector promotes and works towards that goal by creating cooperative relationships, that build a foundation of trust from which to negotiate. The TAG Business plan identifies the strategies needed to ensure available skills and resources are in place to implement the business plan. The HR plan has specific actions that will improve the capabilities of the current and new staff to be able to deliver the business plan action items.
  • Action 2: Competency Grid Another concrete action that we are proposing, in order to achieve Performance Management is to develop a Competency Grid for all of the personnel encompassed in the INAC umbrella. From the manager, supervisors to the negotiators and administrative clerks. Evidence show that well thought out Competency Grids need to incorporate both competence and competencies, since both are key to managing performance. This would be done through the use of the Critical Incident Technique and the Behavioural Event Interviews. Individuals need the required knowledge and skills to attain the positions that they are presently in, nevertheless, in order to be successful they require capabilities and certain personal characteristics in order to develop new skills and progress to more demanding and complex work. Action Orientation Communications Creativity/Judgment Critical Judgment Customer Orientation Interpersonal Skill Leadership Teamwork Technical/Functional Expertise   For INAC, Once the Competency Grid has been filled, then it would enable us to take a regular stock-take of the capability of our personnel and it can be used to establish in which specific areas certain individuals are not as well adjusted in comparison to how they should be performing and bring us one step closer to resolving those competence gaps. In addition to facilitating movement across functions by setting out clearly which skills are generic and, therefore transferable. For the personnel, the Grid, if clearly stated and widely published, will give the individuals an unambiguous guide to their own personal development targets along with knowing exactly what is expected of them, where they presently stand in the grid and what they need to do to develop and improve.
  • Action 3: Training and Development Our third concrete action to achieve Performance Management would be Training and Development of our personnel. From the Competency Grid, the areas of improvements, whether it be competence or competency, will be easily discernable and can be addressed in a more effective and efficient manner. The Training and Development requirements that would be detected would be attended to either by being tailored to an individual basis or if a certain skill is lacking by many, then economies of scale on training could be attained by having more people in a class setting.   While keeping our strategy in alignment with the overall Federal Government Strategic Objective of providing good governance and cooperative relations for the first Nations, Inuit and the Northerners, making sure that we know who we are by knowing how our employees measure up to agreed upon criteria will give us a better understanding of what we can provide and who we need to train in order to provide the competencies required to be able to meet our and the Federal Government strategies. Once all of the other dept and sections of the Aboriginal and Northern Programs and Services do the same, and that all of this data from the Competency Grid can be amalgamated under a shared database then, it will be more efficient to research for an appropriate candidate when time comes for Succession Management, Internal Recruitment and Selection, future Job Analysis, and lastly but not least, HR forecasting. Once this is implemented, a moderate cost reduction can be achieved by the time and efforts saved on researching for the candidate that would be the best fit for the position.
  • Hr Planning Presentation Final

    1. 1. HR PLANNING ASSIGNMENT January 16, 2010 Prepared for: Lorraine McKay Course: MCP HR Planning Prepared by: Erin, Helen, Joseph, Liza, Mark Treaties & Aboriginal Government (TAG) Department of Indian Affairs & Northern Development (INAC)
    2. 2. Agenda <ul><li>Organizational profile </li></ul><ul><li>Mission and vision </li></ul><ul><li>Business of the TAG Sector </li></ul><ul><li>Workforce and demographics </li></ul><ul><li>HR challenges </li></ul><ul><li>Strategic priorities </li></ul><ul><li>Action plan </li></ul>
    3. 3. Organizational Profile <ul><li>Department of Indian Affairs and Northern Development (INAC) delivers Federal obligations and commitments to First Nations, Inuit, Métis and Northerners; </li></ul><ul><li>Business determined by numerous statutes, negotiated agreements and relevant legal decisions; </li></ul><ul><li>Supports First Nation communities in the implementation of strong, effective and sustainable governments; </li></ul>
    4. 4. Mission and Vision <ul><li>The mission supports Aboriginal people (First Nations, Inuit and Métis) and Northerners in their efforts to: </li></ul><ul><ul><ul><li>Improve social well-being and economic prosperity; </li></ul></ul></ul><ul><ul><ul><li>Develop healthier, more sustainable communities; and </li></ul></ul></ul><ul><ul><ul><li>Participate more fully in Canada's political, social and economic development - to the benefit of all Canadians. </li></ul></ul></ul><ul><li>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. </li></ul>
    5. 5. Business of the TAG Sector <ul><li>Treaties and Aboriginal Government – Negotiations Sector is tasked to negotiate settlement agreements with First Nations. </li></ul><ul><li>INAC engages in wide-ranging activities to help support communities in their transition to stronger, more effective governance systems, including: </li></ul><ul><ul><li>NEGOTIATIONS </li></ul></ul><ul><ul><ul><li>Negotiating and implementing self-government and land claim agreements; </li></ul></ul></ul><ul><ul><ul><li>Building cooperative relationships with First Nation governments through the use of modern and historic treaties; </li></ul></ul></ul><ul><ul><li>POLICY DEVELOPMENT </li></ul></ul><ul><ul><ul><li>Amending relevant laws and regulations to help support First Nation institutions, organizations and governments. </li></ul></ul></ul>
    6. 6. Workforce and Demographics
    7. 7. Occupation Groups in TAG 430 total employees in TAG Sector Average age is 43 years old
    8. 8. Eligible to Retire 63% (276) of workforce is eligible to retire in next 5 years 75% are core positions in negotiations and policy
    9. 9. Designated Groups Meets or exceeds most categories; deficient in Visible Minority representation
    10. 10. HR Challenges <ul><li>63% total staff eligible to retire in 5 years requires recruitment and retention strategy of new younger staff; </li></ul><ul><li>Knowledge transfer of retirees and technical experts essential for corporate, technical skills and acquired knowledge; </li></ul><ul><li>Succession and replacement strategy requires targeted positions for visible minority and Aboriginal recruits; </li></ul><ul><li>Recent reorganization requires competency grids for performance management, learning and career development; </li></ul><ul><li>Strengthen management training for planning, staffing and performance management; </li></ul><ul><li>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 </li></ul>
    11. 11. Strategic Priorities & Actions
    12. 12. Strategic Priority #1 TALENT MANAGEMENT <ul><ul><li>Position mapping – identify vacancy forecast and targeted hiring, succession or replacement needs </li></ul></ul><ul><ul><li>Recruitment of junior, Aboriginal and visible minority positions </li></ul></ul><ul><ul><li>Retention strategy </li></ul></ul>
    13. 13. Action Plans <ul><li>Address retirement forecast </li></ul><ul><ul><li>Position mapping and forecasting to assess needs </li></ul></ul><ul><ul><li>Succession and replacement plan to address vacancies </li></ul></ul><ul><li>Recruitment strategy </li></ul><ul><li>Knowledge transfer of retirees / senior staff / experts </li></ul>
    14. 14. Position mapping / forecasting <ul><li>Five (5) key elements: </li></ul><ul><ul><li>Establish a Senior Executive Succession Steering Committee </li></ul></ul><ul><ul><li>Identify Branch vacancies and timing to determine targeted hiring priorities and options </li></ul></ul><ul><ul><li>Develop competency profiles for recruitment and training </li></ul></ul><ul><ul><li>Ongoing analysis of progress toward targets </li></ul></ul>
    15. 15. Recruitment Strategy <ul><li>INAC committed to 50% external Aboriginal; </li></ul><ul><li>Recruitment focus to hire younger staff/entry-level positions </li></ul><ul><li>Develop and grow in Sector/Branch </li></ul>
    16. 16. Recruitment Methods <ul><ul><li>Aboriginal – direct resume intake for direct appointment; </li></ul></ul><ul><ul><li>Visible minority - interdepartmental deployment, Interchange or external competitions; </li></ul></ul><ul><ul><li>Youth bridging through: </li></ul></ul><ul><ul><ul><li>Federal Student Work Experience Program (FESWEP) </li></ul></ul></ul><ul><ul><ul><li>Post-Secondary Recruitment Campaign </li></ul></ul></ul><ul><ul><ul><li>Graduate Policy Leaders program </li></ul></ul></ul><ul><ul><ul><li>Co-op programs </li></ul></ul></ul>
    17. 17. Knowledge Transfer <ul><li>Five (5) key elements: </li></ul><ul><ul><li>Senior Management commitment and responsibility to assist in identifying SME and successors; </li></ul></ul><ul><ul><li>Engage, transfer and document negotiator or policy Subject Matter Experts (SME) knowledge; </li></ul></ul><ul><ul><li>Comprehensive integrated training for Subject Matter Expert Successors (SMES) to acquire corporate, technical skills and acquired knowledge; </li></ul></ul><ul><ul><li>Special initiatives, eg. data repository, video, other; </li></ul></ul><ul><ul><li>Monitoring, analysis and evaluation of transfer results. </li></ul></ul>
    18. 18. Strategic Priority #2 PERFORMANCE MANAGEMENT <ul><li>Establish Sector integration goals for staff; </li></ul><ul><li>Establish Sector performance metrics; </li></ul><ul><li>Establish individual performance goals; </li></ul><ul><li>Establish individual performance metrics. </li></ul>
    19. 19. Action Plans <ul><li>1. Branch Business Plan with HR Alignment </li></ul><ul><li>2. Competency Grids </li></ul><ul><li>3. Career planning – personal Development </li></ul>
    20. 20. Branch Business Plan with HR Corporate Vision Sector Mandate Business Plan Human Resources Plan
    21. 21. Competency Grids <ul><li>Based on personnel competence and competencies </li></ul><ul><ul><li>Knowledge, skills, capabilities, and personality traits; </li></ul></ul><ul><li>Advantages for TAG: </li></ul><ul><ul><li>Database: </li></ul></ul><ul><ul><ul><li>Transferable skills </li></ul></ul></ul><ul><ul><ul><li>Facilitating movement across functions </li></ul></ul></ul><ul><li>Advantages for Employees: </li></ul><ul><ul><li>Unambiguous guide </li></ul></ul><ul><ul><li>Personal development targets </li></ul></ul><ul><li>Advantages for Management: </li></ul><ul><ul><li>Tool for performance-based management </li></ul></ul><ul><ul><li>Supports coaching </li></ul></ul>
    22. 22. Core and Specific Competencies
    23. 23. Career Planning / Personal Development <ul><li>Training and development arising from the competency grids; </li></ul><ul><li>Tailored to an individual basis; </li></ul><ul><li>On-the-job/off-the-job learning opportunities; </li></ul><ul><li>Achieve economies of scale across Sector. </li></ul>
    24. 24. Questions?