Workforce Futures

Photo credit: Tourism Saskatoon: Gordon Taylor

A Message from...
The City Manager
Murray Totland
City Manager
We are pleased to present Workforce Futures,
our roadmap to guide the development
of our current and future workforce.
In 2012, City Council adopted the City of
Saskatoon’s 2012 – 2022 Strategic Plan.
Equipped with a long term vision, it seeks
collaborative, responsive and innovative
ways to create a highly desirable and
sustainable city. The Strategic Plan outlines seven strategic goals,
and includes an overarching mission, values and
leadership commitments. These define how we do business and
how we empower ourselves to embrace change – and if there is
one thing in Saskatoon’s future, it’s change!
One of the strategic goals is A Culture of Continuous Improvement
and is defined in part by how we provide high quality services to
meet the needs and expectations of our citizens. One of the
priorities for the next four years is to build a workplace culture
that offers opportunities for career development, work-life
balance and employee recognition.
Our workforce, like our community, is evolving rapidly; with
multi-generational departments, labour shortages, impending
retirements and diversity of incoming staff, it is clear that many
factors need to be considered to build our workforce strategy.
Workforce Futures is our plan to ensure we have a skilled,
knowledgeable and inclusive workforce and that our work is
aligned with our operational demands and strategic direction.
We will utilize leading practices to recruit the best employees to
help build on our corporate culture of creativity, innovation and
continuous improvement. We must continue to be viewed as a
“first-choice”employer for prospective staff. We want our
employees to feel directly connected to the City’s progress; thereby
enhancing their personal satisfaction with“a job well done”.
The strategic priorities guiding our Workforce Futures plan are:
Attraction, Selection and Retention
Inclusive Workforce
Multi-Generational Workforce
Talent Development
Technology and Innovation
These were developed through a consultative process across City
departments and validated with provincial and national industry
and demographic data. As“a 21st Century City”, we will use
multi-faceted approaches to satisfy the very ambitious goals
set out in our Strategic Plan.
This really is a time when our actions today will make a significant
difference to the future success and prosperity of our organization
and the community we serve. Our people have always been our
greatest asset and I look forward to continued support across
the entire corporation as we move into a defining period in our
City’s history.

Table of Contents
1 Our Vision
2 Our Mission
3 Our Corporate Values
4 Our Leadership Commitments
5 Workforce Futures
Strategic Goal—A Culture of Continuous Improvement
Executive Summary
13 Planning Context
Demographic Trends
Labour Trends
Generational Context
Table of Contents
23 Current Workforce Benchmarks
City of Saskatoon Workforce
Absenteeism
Turnover and Retention
Employment Equity
Age
Retirement Eligibility
Summary of Benchmarks
33 Strategic Priorities
Inclusive Workforce
Talent Development
57 Next Steps

Our Vision
1
In 2030, Saskatoon is a world class city with a proud
history of self-reliance, innovation, stewardship and
cultural diversity. Saskatoon is known globally as
a sustainable city loved for its community spirit, robust
economy, cultural experiences, environmental health,
safety and physical beauty. All citizens enjoy a range of
opportunities for living, working, learning and playing.
Saskatoon continues to grow and prosper, working with
its partners and neighbours for the benefit of all.

2
Our Mission
Our Corporation, the City of Saskatoon, exists
to provide excellent local government
through leadership, teamwork, partnership,
and dedication to the community.
We will be innovative and creative in the
efficient and effective delivery of public
services for the economic, environmental,
social and cultural well-being of the community.

Our Corporate Values
Respect
We respect others in the
organization, regardless of
their position or status,
through our specific actions.
3
Trust
We assume responsibility for
our own trustworthiness and
continuously build trust
with our colleagues so they
know they can rely upon us.
Courage
We have the courage to face
adversity with strength,
confidence and poise.
Honesty
We are known for our ability
to hold frank and honest
discussions that maintain the
dignity and perspectives
of others.
Integrity
Everyday, we demonstrate
accountability and our actions
are always honorable
and ethical.

Our Leadership Commitments
4
Our leadership commitments are another critical ingredient
for the City of Saskatoon to accomplish the vision and mission.
We value and need people who demonstrate our four leadership
commitments throughout their daily activities and in a manner
that help to achieve the Strategic Goals.
Reliable and Responsive Service
As leaders we work towards providing high quality service.
We take initiative to respond to the needs of our changing
community and strive to earn the respect and confidence of
the public.
Strong Management and Fiscal Responsibility
As leaders we strive to align our work to the corporate strategies
and deliver municipal services in cost effective ways. We endorse
the collective bargaining process. We continuously work towards
achieving maximum benefits and services by establishing
partnerships to leverage resources. And, we ensure future
generations are not financially responsible for the benefits
received solely by today’s residents.
Effective Communication, Openness and
Accountability
As leaders we make every effort to provide timely and
accessible information on services and programs to our citizens.
We maintain strong working relationships and open lines of
communication between City Council, Senior Administration,
civic employees and citizens.
Innovation and Creativity
As leaders we aspire to create a work environment that
allows us to generate new ideas to meet the changing needs
of the community. We aim to conduct our work using a
collaborative approach.

Workforce FuturesWorkforce Futures

In financial terms,‘futures’implies a financial
investment; one that can provide a significant
future benefit for investors. By using the same term
for workforce planning, we highlight the importance
of investing in the future of the City of Saskatoon
employees and the diverse skills, expertise and
commitment they bring to their jobs.
6

7
Strategic Goal
A Culture of Continuous Improvement
Saskatoon is the best-managed city in Canada.
We provide high quality services to meet the dynamic needs and high expectations of our citizens. We focus on continuous
improvement and providing the best possible services using innovative and creative means. We go beyond conventional approaches
to meet the changing needs of our city.
We are a preferred employer that attracts skilled and talented people from a variety of backgrounds and professional disciplines.
We are diverse and broadly representative of the community we serve.
We work together in a safe, healthy and productive environment. We know what is expected of us in our respective roles. And, we feel
engaged and empowered to build a better city – committing ourselves to high standards of performance and taking responsibility
for our decisions and actions each day.
Photo credit: Tourism Saskatoon

Continuous Improvement
8
Priorities for this Term
(4 Years)
Build a workplace culture that offers opportunities
for career development, work-life balance and
employee recognition.
Develop and monitor a recruitment and retention
strategy that attracts the best available talent and
retains new employees over the long term.
Identify targeted opportunities to implement
specific continuous improvement tools within
departments.
Strategies for the Long Term
(10 Years)
Create and encourage a workplace culture of
continuous improvement that encourages
innovation and forward-thinking.
Offer long term careers with desirable benefits.
Offer an inclusive workplace that embraces diverse
backgrounds.
Make health and safety a top priority in all that
we do.
Provide ongoing skills training and professional
development opportunities for staff.
Increase productivity by being more efficient in
the way we do business.
Leverage technology and emerging trends to
reach our goals, serve citizens and connect
meaningfully with our stakeholders.

Executive Summary | City of Saskatoon Workforce Futures
9
Executive Summary
Workforce Futures is the City of Saskatoon’s (the City) strategic
approach to addressing actionable workforce priorities. This
is to ensure a skilled, knowledgeable and inclusive workforce
motivated to respond to changing demographic trends, economic
conditions and technological innovations.
We will continue to build on our commitment to creating a culture
of inclusion, innovation, and adaptability. Workforce Futures
provides a foundation upon which to transform critical data
into strategic insight to ensure alignment of our workforce with
our operational demands and strategic direction. To begin, we
provide an overview of the statistical context in which workforce
planning happens. From there, key benchmarks are identified for
measuring the City’s workforce against public service norms, and
finally, we outline evidence-based strategic priorities.
Why Workforce Planning?
A generational shift is happening in workplaces across the country
– for the first time in modern history, four distinct generations
(Matures, Baby Boomers, Generation X, GenerationY) are working
together. This is changing the nature of the workforce such that a
market formerly controlled by employers is increasingly influenced
by potential employees.
The City of Saskatoon is responsible for a wide range of services:
public transit to infrastructure, utilities to environmental leadership,
land planning to recreational facilities and more. The Corporation
not only responds to community needs, it responds to community
interests and demands. With a growing and increasingly diverse
population, these needs, interests and expectations are becoming
progressively broader. A sustainable, appropriately skilled
workforce is necessary for the City to continue meeting essential
needs while also responding to changing demands.
Workforce planning is a strategic activity designed to
ensure the City of Saskatoon has the right number of
people, with the right kinds of knowledge and skills, in
the right places, to carry out its vision, mission and goals.
Workforce planning is designed to anticipate the human resource
needs of individual departments and integration with the City’s
Corporate Strategic Plan. The Corporate Strategic Plan highlights
the goal of attaining‘a culture of continuous improvement.’It
further outlines both long term strategies and short term priorities
that we will collectively achieve. Workforce Futures calls for regular
examination of the City’s current workforce to ensure that the
distinct, often specialized skill sets required by different depart-
ments, branches and units are included in departmental and
corporate planning.This process will support the accomplishment
of priorities outlined in the Corporate Strategic Plan.
“Workforce planning
offers a means of
systematically aligning
organizational and program
priorities with the budgetary
and human resources
needed to accomplish them.”
- Building Successful Organizations,
U.S. Department of Health
and Human Services, 1999

10
The Taskforce
In November 2010, the City of Saskatoon Human Resources
Department established a cross functional team to identify
actionable workforce priorities that need to be addressed in order
to support the strategic business objectives of our Corporation.
The Workforce Strategy Taskforce brought together the
specialized expertise of the Human Resources Department,
including Employment and Total Compensation, Labour
Relations, Occupational Health and Safety and Organization
and Employee Development.
The goal was to develop as broad a perspective as possible of
the Human Resources needs of the Corporation, while also
gaining insight into the unique needs and challenges of specific
departments and/or branches.To do this, the task force conducted
interviews with City of Saskatoon senior management and
individual branch managers.
The interviews and discussions were framed to capture managers’
perceptions regarding workforce needs. Results were
analyzed within the context of current and projected workforce
needs, both as they pertain to the Corporation and the wider
census metropolitan area. This ensures the City’s workforce
planning is connected to evolving trends in the labour market.
Aligning Workforce Planning with
Corporate Strategic Planning
“People management
should be looked at as a
strategic rather than a
technical issue.”
- Workforce Planning in Local
Government, Municipal
Association of Victoria,
Australia
2
9,191
Human Resouces Operations
Departmental
Workforce Planning
Corporate Human
Resources Strategy
Corporate
Strategy
Embedding Workforce Planning in Strategic Planning
Workforce planning is not simply a human resource issue; it is an inclusive process that directly
relates to every department, branch and unit. Strategic planning, budget planning, program staff,
program management, service delivery, all are dependent on the Corporation’s ability to recruit
and retain the right people, in the right jobs, at the right times.

11
The Benefits
Workforce Futures is the first step in the development of a
long term strategy that seeks to ensure the City has the
appropriate level of staffing with the required skills and
knowledge, to carry out its operations. The benefits are clear.
Workforce Planning enables managers to make strategic
decisions while planning for their human resource needs.
Within the framework, managers will anticipate and plan for
change proactively rather than being forced to react. It provides
a strategic method for addressing workforce issues, both
current and future.
Workforce planning is not done in isolation. It must be integrated
and aligned with the City’s business planning in order to provide
practical insights and strategic direction. Doing so will lead to a
number of clear benefits:
Demand for new or emerging skills is met through specific
recruitment or training initiatives.
Human Resources initiatives are consistent with business
plans.
Skill shortages are reduced.
Staff development needs are consistently identified.
Optimized staffing levels mitigate demand for an increased
staffing budget.
Staff required to meet future business needs are recruited or
developed.
Staff are able to exceed the expectations of our stakeholders
as a result of delivering optimal performance in an innovation
-friendly work environment.
City of Saskatoon Strategic Priorities
The strategic priorities presented here are relevant to every City
department. Managers can tie these priorities into their planning
such as operations and front lines of service, allowing them to
proactively work with the Human Resources team to prioritize
their people needs. The taskforce used the information gathered
from City managers with reference to leading human resource
practices to develop key themes, which evolved into the five
strategic priorities presented in this report.
I. Attraction, Selection and Retention
II. Inclusive Workforce
III. Multi-Generational Workforce
IV. Talent Development
V. Technology and Innovation

12
Workforce planning is a
strategic activity designed
to ensure the City of
Saskatoon has the right
number of people, with the
right kinds of knowledge
and skills, in the right places,
to carry out its vision,
mission and goals.

Planning ContextPlanning Context

14
Workforce planning does not happen in a vacuum;
the City of Saskatoon is influenced by a number of
factors such as national and provincial population
and labour trends. This section outlines the key
demographic issues impacting our workforce
planning.

15
Demographic Trends
Saskatchewan is enjoying an economic and demographic
renaissance. As the provincial economy grows, so too does the
population, in both size and diversity. These trends are reflected
in the province’s largest city—Saskatoon. The city has accounted
for roughly 30% of Saskatchewan’s population growth since
2011. Between 2006 and 2011, Saskatoon grew by approximately
20,000 people or about 4,000 people a year. This is the rough
equivalent of adding a community larger than the size of
Humboldt to the city’s population every year.
(Source: The City of Saskatoon Planning Development Branch, December 2011)
Population Growth
Statistics Canada 2012 estimates the population of the
Saskatoon Census Metropolitan Area (CMA) at 284,000. Saskatoon’s
share of the CMA population is estimated to be 84.2%, which
puts the city’s population in 2012 at 239,200 – and growing.
The population of Saskatoon will surpass a quarter of a million
mark by 2017 at a low annual growth rate of 2.0%.
At a medium annual growth rate of 2.5%, the city will surpass
the 300,000 mark by approximately 2022.
City of Saskatoon Population Projection“The number one
challenge facing the City
of Saskatoon is meeting
the demands of growth.”
- City of Saskatoon
submission to
Premier Brad Wall,
March 4, 2011
Planning Context | City of Saskatoon Workforce Futures
Source: The City of Saskatoon Planning Development Branch, December 2011
2017 2022 2027 2032
0
100,000
262,263
269,552
277,320
290,225
305,167
321,049
320,094
345,888
373,979
350,725
387,742
428,523
200,000
300,000
400,000
2.0% Growth 2.5% Growth 3.0% Growth

16
Increasing Diversity
Aboriginal People
According to the 2006 Census, Aboriginal people make up 14.9%
of Saskatchewan’s population and 9.3% of Saskatoon’s population.
Saskatoon’s Aboriginal Population by Age
In Saskatoon, the Aboriginal population accounts for 17% of
Saskatoon’s total population of children aged 0 to 14, 19% of
the total population of those in the active labour force (aged
15 to 54), 4% of the total population aged 55 to 64 and 2% of
the total population of seniors aged 65 and over.
(Source: Statistics Canada, Aboriginal Peoples in Canada’s Urban Area –
Narrowing the Education Gap)
Immigrants
The number of immigrants to Saskatchewan and Saskatoon
has increased significantly in recent years. In 2009, Saskatoon
attracted 6,590 immigrants, including 2,564 permanent residents,
2,031 temporary foreign workers and 1,995 foreign students.
Number of immigrants to Saskatoon
Note: Includes permanent workers, foreign workers and foreign students.
Source:The City of Saskatoon Business Plan and Preliminary Budgets, December 2010
Historic trends put the city’s overall share of provincial immi-
grants at 40-42%. Recently, the city has attracted as many as
51%. If the province continues to attract 12,000 immigrants
a year, and if Saskatoon continues to attract 40%, by conser-
vative estimates the city could see an annual influx of 4,800
newcomers. If, however, current trends hold, the city could
see as many as 6,120 new immigrants a year.
(Source: SINP, Citizenship and Immigration Canada, Facts and Figures 2009)
According to Statistics
Canada findings, if the
Aboriginal population was
employed at the same
rate as the non-Aboriginal
population (approx. 67%
of population aged 15 and
older), there would have
been an additional 19,000
workers in Saskatchewan
in 2006.
- Statistics Canada Labour Market
Issues in Saskatchewan: A
Situational Analysis, Sask Trends
Monitor, May 2009
12
10
8
6
4
2
2012 2016 2021 2026
200,000
240,000
236,542
238,884
240,055
246,147
258,576
264,976
258,703
285,488
299,796
271,899
315,202
339,191
280,000
320,000
360,000
Low Growth Medium Growth High Growth
500
1,000
1,500
2,000
2,500
0
1,787
232
457
1,973
221
556
2,325
246
624
Non-Aboriginal Population Non-Aboriginal Population
2005 2006 2007 2008
0
3,500
7,000
2009
5.0
2.5
PQ BC ON
0
5%
10%
15%
20%
65+ years
55-64 years
15-54 years
0-14 years
83% 17%
81% 19%
96% 4%
98% 2%
20% 40% 60% 80%0% 100%
Senior (65+ years)
Mature Labour Force (45-65 years)
Young Labour Force (20-44 years)
2011
2016
2021
2026 21%
23%
32%
20% 40% 60% 80% 100%
23%
20%
36%
25%
17%
36%
26%
14%
37%
0%
Out-of-Scope
5.6%
In-Scope
94.4%
2012 2016 2021 2026
200,000
240,000
236,542
238,884
240,055
246,147
258,576
264,976
258,703
285,488
299,796
271,899
315,202
339,191
280,000
320,000
360,000
2005 2006 2007 2008
0
3,500
7,000
Human Resouces Operations
Departmental
Workforce Planning
2009 PQ BC ON
0
5%
10%
15%
20%
65+ years
55-64 years
15-54 years
0-14 years
83% 17%
81% 19%
96% 4%
98% 2%
2011
2016
2021
2026 21%
23%
32%
23%
20%
36%
25%
17%
36%
26%
14%

17
Increasing Age
According to a variety of sources, one of the most pressing issues
facing public sector employers over the next 10 years is the aging
of their workforce, particularly managers. A recent report found
that only 13% of today’s local government managers are under
40 compared to 70% in the early 1970s. The fastest growing
segment of the workforce is individuals older than 55, and the
population of workers between 35 and 44 is declining.
(Source: Generational Change Task Force, Government Finance Officers Association
Research and Consulting Center)
According to City of Saskatoon/Saskatoon Health Region
projections, seniors (those aged 65 and over) currently
comprise more than 13% of Saskatoon’s population. If no
further efforts towards attracting the younger generation
through immigration, in-migration and repatriation are put
forth over the next 16 years, this number could potentially
climb to 23% almost one quarter of the city’s total popula-
tion. This figure is based on population projections using a
standard medium growth scenario (1% annual population
growth rate).
Age Cohorts as Percent of Total Population, 2011-2026
Saskatoon’s median age (the point at which half the population
is older and half is younger than the stated figure) is currently
36.4 years. By 2026 the median age will be 40.7. This compares to
a median age of 25.8 years in 1976.
“The numbers are simple:
80 million baby boomers
will be retiring in the next
decade, there are only
50 million Generation Xers
to fill the gap.”
- Generational Change Task Force,
Government Finance Officers
Association Research and
Consulting Center, 2010
“As the value of people
increases, so does the
performance capacity of
the organization, and
therefore its value to clients
and other stakeholders. As
with any investment, the
goal is to maximize value
while minimizing risk.”
- Strategic Workforce Planning,
County of Fairfax, Virginia
0
12
10
8
6
4
2
2012 2016 2021 2026
200,000
240,000
236,542
238,884
240,055
246,147
258,576
264,976
258,703
285,48
299,
271,899
3
280,000
320,000
500
1,000
1,500
2,000
2,500
2002 2007 2012
0
1,787
232
457
1,973
221
556
2,325
246
624
Civic Boards Police
2005 2006 2007 2008
0
3,500
2009
Periodic
5.0
Ongoing
Medical
2.5
Workers’
Compensation
1.1
Total
8.6
PQ BC ON MB AB
0
5%
10%
15%
65+ years
55-64 years
15-54 years
0-14 years
83% 17%
81% 19%
96% 4%
98% 2%
20% 40% 60% 80%0% 100%
Senior (65+ years)
2011
2016
2021
2026 21%
23%
32%
20% 40% 60% 80% 100%
23%
20%
36%
25%
17%
36%
26%
14%
37%
0%
Out-of-Scope
5.6%
In-Scope
94.4%
Source: The City of Saskatoon and The Saskatoon Health Region Population
Projections (2006-2026), June 2010

18
Labour Trends
Saskatchewan’s economy has enjoyed a period of sustained
growth and major financial institutions are calling for that
growth to continue. Year-over-year gross domestic product (GDP)
forecasts range from 4.9% (RBC) to 2.8% (Scotiabank) growth.
Saskatoon’s healthy economy is part of a longer growth trend.
According to the Conference Board of Canada, Saskatoon has
posted a decade of strong growth, aside from mild declines in
2002 and 2009.
A recent Conference Board report forecasts that Saskatoon will
experience the strongest growth in Canada in 2011, and will
continue to do so through the next four years.
GDP is expected to expand by 4.1%, ahead of strong growth
rates of 3.4% and 3.1% in Calgary and Regina, respectively.
The surge will be driven by higher prices for natural resources,
particularly oil and potash.
Saskatchewan’s unemployment rate continues to be one of
the lowest in Canada, at 5.6% compared to the national 7.6%
in the spring of 2011.
(Sources: Statistics Canada Labour Force Survey; April 2011; Enterprise Saskatchewan,
Economic Checklist, April 11, 2011; Mayor’s Office press release, May 5, 2011)
Saskatchewan is predicted to face labour shortages beginning
around 2013 due to baby boomer retirements. In 2003 for every
person retiring or exiting the workforce in Saskatchewan, there
were two people entering the labour market. By 2020, however,
it is estimated that the provincial workforce will have a
replacement rate of only 75%. Aboriginal and immigrant
employment trends play a key role in arming the province to
deal with the growing demands of our labour market.
Aboriginal Employment
Saskatchewan continues to have Canada’s highest employment
gap between Aboriginal and non-Aboriginal people. Recent
statistics indicate a 13.5% gap between the percentage of
Aboriginal people who are employed in the province and the
percentage of non-Aboriginal people who are employed. This
compares to a 10.7% gap in Alberta, 5.6% gap in Manitoba and
4.8% gap in Canada overall.
Gap between Aboriginal, Non-Aboriginal Employment Rates
Source: Community,Workforce and Quality of Life Indicators for Saskatchewan,
Enterprise Saskatchewan, April 2010
Educational attainment remains the key to increasing
Aboriginal employment rates. The employment rate for
Aboriginal people between 25-54 years of age with a
post-secondary certificate, diploma or degree was 80.2%,
close to parity with 83.5% for non-Aboriginal people.
339,191
2005 2006 2007 2008
0
3,500
7,000
2009 PQ BC ON MB AB SK Canada
0
5%
10%
15%
20%
17%
19%
2021
2026 21%
23%
32%
23%
20%
36%

19
Immigrant Employment
Immigrants have benefitted from Saskatoon’s growing job
market, yet the employment rate of these newcomers continues
to lag behind that of Canadian-born residents. Limited statistical
data is available on recent Immigrants in Saskatoon, but a
Statistics Canada study published in 2005 using 2001 statistics
illustrates the long term nature of immigrant employment
challenges.
Saskatoon Immigrant Labour Force
Participation Rates by Age
15-24 25-44 45-64 Total
Recent Immigrants* 40% 75% 67% 67%
Canadian-born 70% 87% 78% 80%
* Arrived between 1996-2001
Source: Recent Immigrants in Metropolitan Areas: Saskatoon—a Comparative
Profile Based on the 2001 Census, Statistics Canada
Recent immigrants in Saskatoon have lower labour
participation rates than the Canadian-born residents,
at 67% versus 80%, respectively. The gap is especially evident
among young immigrants (aged 15-24), with 40% labour
participation compared to 70% for Canadian-born residents.
Participation rates improve the longer immigrants remain
in Canada.
Saskatoon Immigrant Employment Rates by Industry Sector
* Arrived between 1996-2001
Source: Recent Immigrants in Metropolitan Areas:
Saskatoon—A Comparative Profile Based on the 2001 Census, Statistics Canada
While recent immigrants tend to be over-represented in
lower paying hospitality and manufacturing sector jobs, the
public sector has higher attraction rates. Diversity policies
play a key role in allowing recent immigrants to attain
employment levels on par with Canadian-born residents.
Recent
Immigrants*
Canadian-born
Trade
Manufacture 18% 14%
Construction /
Transportation Trade
15% 32%
Business Services 10% 12%
Public Sector 37% 32%
Hospitality 21% 11%

20
Generational Context
One of the unique challenges facing public and private sector
employers is the broad generational context of the workplace.
For the first time in modern history, four generations are partici-
pating in the workforce; each with its own distinct characteristics,
core values, influences and work styles. This last variable, work
styles, presents the greatest challenge for employers and managers.
At the corporate, departmental, branch and unit levels, City
of Saskatoon managers are being tasked with integrating the
perspectives of different generations into a combined, cohesive
workforce. The following table provides an overview of the
generational context of workforce planning today.
“Younger workers with
marketable skills are
earning higher starting
salaries than ever before,
the average university
grad starting out earns
approximately $34,000
a year.”
-Youthography, Culture
in Transition

21
Matures (Born before 1946) Baby Boomers (Born 1946-1964)
Representation in Workforce Today 10% 45%
Representation in City of
Saskatoon Workforce
0.3% 47%
Characteristics
– Savings is important as a result of the Great
Depression
– Generally worked for only one place in their lifetime
– Men made up the workforce; women stayed home
to run a household
– Credit card debt
– Some choosing to lead the second half of
their careers with a different focus
– In control of nation’s most important institutions
– Coined the term‘workaholic’
Core Values
– Sacrifice and hard work, conformity and respect for
authority, delayed reward and duty before pleasure
– Team orientation, personal gratification, health
and wellness, personal growth, youthfulness, work
and involvement
Working With
– Complied with established systems, policies,
procedures
– “Climb company ladder by working hard”
– Workplace is formal, separate environment from
social structures
– Many continue working past retirement
– Number of hours worked = success with company
– Loyal to their company and value title and rank
– Competitive
– Personal accomplishment is important
– Respond to managers who reward them for their
hard work
– Prefer managers who facilitate vs. dictate rules
– Like flexible schedules and hours
Workplace Strategies
– Sabbatical options – longevity leave
– Increased vacation
– Retirement packages
– Fitness benefits
– Consulting options
Generational Context of Workplace Planning

22
Generation X (Born 1965-1978) Generation Y (Born 1979-1988)
30% 15%
36% 16%
– No concept of life without debt
– First to be told they would not be as successful as
their parents
– Watched major institutions fail public trust
– Influenced by the rise of the personal computer
– Born into tech-savvy world
– Have known great affluence
– Children of baby boomers and oldest Xers
– Considered a coddled generation
– Large group; rivals baby boomers in size. Members just starting to
enter the workforce
– Self-reliant, question authority, balance between
life and work
– Civic duty, achievement, sociability and morality
– Socially conscious and volunteer-minded, while materialistic
– Consider themselves“free agents”in the workforce
– No expectations of job security
– Need to offer them a work environment that they
find hard to leave
– Prefer a workplace that is less hierarchical and formal
– Training is one of their best motivators
– Adept at technology
– Looking for an opportunity to learn and move about
– Desire leadership from management;“army waiting to be guided”
– Free-agent mentality
– Comfortable with change. Used to tackling multiple tasks with equal energy
– Prefer“fun”workplaces
– Managers should use technology to communicate with them
– Need positive reinforcement
– Managers should place them in roles that push their limits
– Leadership development
– Mentoring
– Recognition/ incentive
– Vacation
– Cafeteria benefits plan
– Cross Training
– Education
– Leadership development
– Mentoring
– Recognition/ incentive
– Vacation
– Cafeteria benefits plan
– Cross training
– Education
Note: definitions of birth
years of baby boomers,
Generations X and Y vary;
this example is sourced
from a
United States based
Generational Change
Task Force, Government
Finance Officers
Association Research
and Consulting Center
(adapted from“Two’s
Company, Three’s a
Crowd, and Four’s a Lot
to Manage: Supervising
in Today’s Intergenera-
tional Workplace”, by Dr.
Willow Jacobson ) 2010

24
Workforce planning is most effective when
completed within business and strategic planning
processes. Benchmarking the City of Saskatoon’s
existing workforce data against provincial, national
and/or public service sector statistics enables
departments, branches and units to monitor
workforce trends and address gaps.

Current Workforce Benchmarks | City of Saskatoon Workforce Futures
25
When developing the workforce statistics for the City of Saskatoon
we have correlated the data for all permanent full-time, part-time
and job share employees as of January 1, 2012.We have not
included the data for employees subject to seasonal layoff or
temporary and casual employees. For comparison purposes
we have also correlated data at five-year intervals as at January 1,
2007 and January 1, 2002 respectively. In addition, all employees
used as part of the City’s work force statistics are composed of:
Civic employees: Employees that make up the civic
workforce within the City.
Boards: Employees that make up the workforce for all the
affiliated boards within the City including the Saskatoon
Public Library, Mendel Art Gallery, Credit Union Centre and
TCU Place.
Police Services: Employees that make up the workforce
within the Saskatoon Police Service.
For benchmarking purposes, we have selected public sector
organizations of comparable size and operation. Where there
was no data available within these parameters we have
selected a relevant public sector organization.
Number of Permanent Employees
Source: City of Saskatoon Human Resources Department
As of January 1, 2012, the majority 94.4% of the City’s
permanent employees are in-scope (unionized), 5.6% are
out-of-scope (exempt). This is on average greater than the
provincial public service; 83.9% of the Saskatchewan public
service employees are in-scope.
(Source: Saskatoon Public Service Commission, 2009-2010 Annual Report)
500
1,000
1,500
2,000
2,500
2002 2007 2012
0
1,787
232
457
1,973
221
556
2,325
246
624
Civic Boards Police
65+ years
98% 2%
20% 40% 60% 80%0% 100%
0
12
10
8
6
4
2
500
1,000
1,500
2,000
2,500
2002 2007 2012
0
1,787
232
457
1,973
221
556
2,325
246
624
Civic Boards Police
Periodic
5.0
65+ years
55-64 years
15-54 years
0-14 years
83% 17%
81% 19%
96% 4%
98% 2%
20% 40% 60% 80%0% 100%
Senior (65+ years)
2011
2016
2021
2026 21%
23%
32%
20% 40% 60% 80% 10
23%
20%
36%
25%
17%
36%
26%
14%
37%
0%
Out-of-Scope
5.6%
In-Scope
94.4%
Percentage of Employees by Affiliation

26
In relation to Saskatoon’s population, the City’s Full Time
Equivalent Ratio (FTE ratio) is 1:73 (i.e. one permanent full time
City employee for every 73 citizens). This number incorporates
Saskatoon’s entire workforce including Civic, Police and Boards.
Once FTE’s for unique services to the City of Saskatoon such as
the Boards, Saskatoon Light and Power, and Engineering services
for our in-house Land Development are removed, the City’s Full
Time Equivalent (FTE ratio) decreases to 1:84.This ratio compares
favourably with other major western Canadian cities such as
Winnipeg at 1:79, Calgary at 1:75 and Edmonton at 1:82.
Absenteeism
In 2011, Civic employees were absent an average of 8.6 days.
This is below the Statistics Canada’s national benchmark average
of 10.9 days per employee for the same year.
Average Days Lost per Employee*
*Hours not available from Statistics Canada, therefore days lost used to compare data.
Source: City of Saskatoon 2011 Absenteeism Report; August 2012
More than half of Civic employees’lost days (5.0 out of 8.6)
are periodic absences of less than 10 days for the same illness
or injury.
Civic employees were absent on average 2.5 days due to
an ongoing medical condition (absence of 10 days or more
for the same illness or injury) and 1.1 days due to Workers’
Compensation claims (occupational illness/ injury requiring
medical treatment or assessment and lost time from work).
A trend reflected across Canada in both the public and
private service sectors shows an increase, with public
service sector absenteeism rates being consistently higher.
The City of Saskatoon continues to be lower than the
Statistics Canada benchmark.
“Statistics Canada has seen
a rise in absenteeism for
personal reasons since
1999. …they have noted
several factors that may
have contributed to this
trend, including: aging
workforce, high worker
stress, growing share of
women in the workforce
(especially those with
young children) and more
generous sick and family-
related leave benefits.”
- City of Saskatoon
2011 Absenteeism Report
0
12
10
8
6
4
2
Periodic
5.0
Ongoing
Medical
Condition
2.5
Workers’
Compensation
1.1
Total
8.6
Statistics
Canada
Benchmark
10.9
0.00%
1.00%
2.00%
3.00%
4.00%
2007
2.34%
2008
2.49%
2009
2.61%
2010
2.48%
2011
3.30%
PQ BC ON MB AB SK Canada
0
5+ years)
bour Force (45-65 years)
bour Force (20-44 years)
21%
23%
32%
% 40% 60% 80% 100%
23%
20%
36%
25%
17%
36%
26%
14%
37%

In 2010, the City’s workforce attrition rate (number of permanent
employees who left the City) was 5.37%.This compares favourably
with the turnover rates for Calgary at 5.8% and Edmonton at 7.2%.
The civic attrition rate for 2011 is 7.6%. This increase is largely
due to an increasing number of retirements due to the City’s
aging workforce demographics.
The City is performing well in terms of retaining employees.
Despite a nominal drop in the retention rates over the past five
years, retention rates for permanent employees remain above 70%.
Retention: Permanent Employees
The City’s five-year retention rate of 75.3% compares
favourably with the Saskatchewan Public Service Commission
five-year retention rate of 60% in 2009 to 2010.
Retention: Permanent Employees (percent stayed)
Length of Service
The average length of service for all City employees is 12.5 years,
a decline from 14.4 and 13.8 years in 2002 and 2007, respectively.
Average Years of Service (number of years)
Stayed
0%
25%
78.1% 75.3%
Left
21.9% 24.7%
50%
75%
100%
2001 to 2006 2006 to 2011
City Clerks
53.8%
55.1%
68.8
71
67.4%
City Manager
City Solicitor
Community Services
Corporate Services
Fire
Human Resources
Infrastructure Services
Utility Services
Police
Boards
20% 40% 60%0%
0
50%
25%
Stayed
0%
25%
78.1% 75.3%
Left
21.9% 24.7%
50%
75%
100%
2001 to 2006 2006 to 2011
10%
20%
30%
40%
50%
% More than
20 years
% More than
25 years
% More than
30 years
0
33%
29%
25%
13%
20%
14%
4% 5%
8%
January 1, 2002
15-24
4%
25-34
22%
35-44
26%
45-54
31%
55+
17%
City Clerks 90.5%
53.8%
90.5%
75.0%
81.9%
86.3%
55.1%
68.8%
71.3%
80.4%
67.4%
City Manager
City Solicitor
Community Services
Corporate Services
Fire
Human Resources
Utility Services
Police
Boards
20% 40% 60% 80% 100%0%
Co
Infr
0
20
10
2002
14.4
2007
13.8
12.5
2012
erks 90.5%
53.8%
90.5%
75.0%
81.9%
86.3%
55.1%
68.8%
71.3%
80.4%
67.4%
ger
itor
ices
ices
Fire
rces
ices
ices
lice
ards 27

0
50%
25%
Stayed
0%
25%
78.1% 75.3%
Left
21.9% 24.7%
50%
75%
100%
2001 to 2006 2006 to 2011
10%
20%
30%
40%
50%
% More than
20 years
% More than
25 years
% More than
30 years
0
33%
29%
25%
13%
20%
14%
4% 5%
8%
January 1, 2002
January 1, 2007
January 1, 2012
15-24
4%
25-34
22%
35-44
26%
45-54
31%
55+
17%
City Clerks 90.5%
53.8%
90.5%
75.0%
81.9%
86.3%
55.1%
68.8%
71.3%
80.4%
67.4%
City Manager
City Solicitor
Community Services
Corporate Services
Fire
Human Resources
Utility Services
Police
Boards
20% 40% 60% 80% 100%0%
28
However, tracking average length of service does not tell the full
story. Given the broad scope of the City’s services, the municipal
workforce is large and diverse. Employee tenure runs the full
gamut, from new hires with less than a year’s experience to
long term veterans with over 30 years of experience.
As the following chart shows, as of January 1, 2012, 25% of the
City employees have 20 or more years of service. This is down
from one-third (33%) at the end of 2002. At the same time, there
has been a slight increase in the number of employees who have
been with the City for more than 30 years, from 4% at the end of
2002 to 8% at the end of 2012. This number is expected to rise as
baby boomers reach retirement, and then drop once the majority
of them have exited the corporation.
Percentage of Long Term Employees
Why Retention Matters
The cost to replace one employee is estimated at one-third of the
employee’s salary. This cost is made up of advertising, screening,
interviewing, travel and relocation, orientation and onboarding,
and productivity losses in number of days until vacant position is
filled. For example, a minimum wage employee making $9.25/hour
earning $19,315/year will cost approximately $6,438/year to replace.
(Source: www.employeeretentionstrategies.com)
Employment Equity
The City of Saskatoon remains committed to providing local
government through leadership, teamwork, partnership and
dedication to the community. The Corporate Employment Equity
Program strives to support this mission by ensuring all members
of our community have fair and equal access to employment
opportunities. Employment equity enhances traditional policies
for recruiting, hiring, training and promoting employees while
creating an inclusive work environment free of barriers.
Employment equity statistics for the City of Saskatoon include all
employees within the civic workforce with the exception of
employees who are part of the Fire and Protective Services Depart-
ment. Within the Saskatoon Police Service, in-scope C.U.P.E 59
employees are included while all other employees are excluded.
Within the Boards which includes the Saskatoon Public Library,
all C.U.P.E. 59 members are included while all other members
have been excluded as part of the employment equity statistics.
“A 3,000-employee
organization with average
salaries of $45,000 that
reduces turnover by just
1% can save $1.3 million
[per year]…”
-“Hidden”Costs of Turnover
Can Greatly Exceed
Numerical Calculations
www. employeeretentionstrategies.com

29
Percentage of Workforce based on Self-Declaration
Permanent, Job-Share, Seasonal City of Saskatoon Provincial Public Service SK Human Rights Commission Goals
Women in Underrepresented Occupations 38.9% 38.5%* 47%
Aboriginal Employees 8.0% 11.8% 13.1%
Employees with Disabilities 3.7% 3.1% 9.7%
Visible Minority Employees 6.0% 3.5% 6.6% **
* Average of women in senior management (37.9%) and women in middle management and other management positions (39.1%)
** Urban goal of 6.6% for municipalities of Regina and Saskatoon 2011
Sources: City of Saskatoon Employment Equity Report 2011; Saskatchewan Public Service Commission Plan for 2011-2012
Women in Underrepresented Occupations (refers to
women who occupy less than 47%
of an occupation): Well over a third
(38.9%) of the City’s workforce is
female. This reflects steady progress
toward the Saskatchewan Human
Rights Commission (SHRC) goal
of 47%.
Visible Minority Employees (refers to persons of colour,
other than Aboriginal people): The
City has increased employment of
visible minorities, improving from
5.4% to 6.0% of the total workforce.
This is nearing the SHRC goal of
6.6%, and significantly higher than
the provincial public service repre-
sentation of 3.5%.
Aboriginal Employees (refers to First Nation, Métis or Inuit
peoples): More work is necessary to
improve representation of Aboriginal
employees in the City’s workforce.
Current participation is 8.0%,
compared to 11.8% in the provincial
public service and the SHRC goal
of 13.1%.
Employees with Disabilities (refers to people that
require accommodation to enable
participation): More work is
necessary to improve the City’s
percentage of employees with
disabilities, currently 3.7%
compared to the SHRC goal of 9.7%.

30
Age
As at January 1, 2012, almost one-half (48%) of the City’s
permanent employees are 45 years of age or older. This includes
17% of employees who are 55 years of age or older.
Age Demographics of City of Saskatoon Workforce (in years)
Source: City of Saskatoon Human Resources Department, January 2012
At 17%, the City’s proportion of older workers, 55+, is
slightly higher than the overall proportion of Canadian
workers (15%) and provincial workers (16.5%)
(see next chart).
Workforce Age: City of Saskatoon vs. Provincial and
National Populations
15-24 25-44 55+
City of Saskatoon* 4.1% 79.0% 16.9%
Saskatoon** 20.8% 51.7% 27.3%
Saskatchewan** 17.5% 66.0% 16.5%
Canada** 15.6% 69.2% 15.2%
* City of Saskatoon 2011 statistics
** Statistics Canada, Community profile and Labour Force Statistics, June 2011
Average Age of Public Service Employees (in years)
City of Saskatoon Canada
Permanent/
Job-Share
Seasonal
Employees
Public
Service
Employees
All
Employed
Canadians
2002 43.5 34.9 2001 44.7 38.8
2007 44.1 34.2 2004 44.9 39.6
2012 43.6 33.4 2007 45.3 40.0
Comparing the City’s employees permanent and job-share
with all of Canada’s permanent employees shows that the
City’s workforce is somewhat younger than the Canadian
public service sector average, but older than the overall aver-
age of employed Canadians.
The average age of the City’s permanent employees in 2012
is 43.6 years, a slight increase from 43.5 years in 2002.
0
50%
25%
15-24
4%
25-34
22%
35-44
26%
45-54
31%
55+
17%
0
10
2002 2
81.9%
86.3%
55.1%
68.8%
71.3%
80.4%
67.4%
Corporate Services
Fire
Human Resources
Utility Services
Police
Boards
20% 40% 60% 80% 100%0%
City Clerks 45%
35%
29%
30%
41%
22%
17%
26%
29%
25%
33%
City Manager
City Solicitor
Community Services
Corporate Services
Fire
Human Resources
Utility Services
Police
Boards
10% 20% 30% 40% 50%0%

31
Retirement Eligibility
In the next five years (2012-2016), 28% of the City’s permanent
workforce will be eligible for unreduced retirement, including
16% who are eligible to retire in 2012.
Employees Eligible for Retirement
The retirement situation the City is currently facing is similar
to the situation in other Canadian cities and in the public
sector in general. For example, in the federal public service,
over 25% of their workforce will be eligible to retire in 2012;
and 27% of the City of Toronto’s permanent employees will
be eligible to retire by the end of 2015.
(Source: City of Toronto Council Briefing, Transition to 2010-2014 Term)
According to Statistics Canada, public service sector workers
tend to be older and to retire younger than private sector
workers.
Which Departments are Most Affected?
All of the City’s departments are, or will soon be, dealing with
increasing retirement rates.
Percentage of Employees by Department Eligible to Retire
in the Next 5 Years
The challenge is most pronounced in Corporate Services,
where 41% of employees will be eligible for retirement in the
next five years, with 26% being eligible in 2012.
Retirement eligibility is also high in City Clerks and Community
Services: 45% and 30% of employees, respectively, are eligible
to retire by 2016 (30% and 17%, respectively, in 2012).
33% of Boards employees and 29% of Infrastructure Services
employees are eligible to retire by 2016.
0
50%
25%
15-24
4%
25-34
22%
35-44
26%
45-54
31%
55+
17%
0
10
2002
14.4
2007
13.8
1
2
75.0%
81.9%
86.3%
55.1%
68.8%
71.3%
80.4%
67.4%
Community Services
Corporate Services
Fire
Human Resources
Utility Services
Police
Boards
20% 40% 60% 80% 100%0%
City Clerks 45%
35%
29%
30%
41%
22%
17%
26%
29%
25%
33%
City Manager
City Solicitor
Community Services
Corporate Services
Fire
Human Resources
Utility Services
Police
Boards
10% 20% 30% 40% 50%0%
0
10
2002
14.4
2007
13.8
12.5
2012
45%
35%
29%
30%
41%
22%
%
26%
29%
25%
33%
0% 30% 40% 50%
Non-eligible
72%
Eligible in
next 5 years
28%
“When employees retire, it
results in a cascade effect
and potentially a period of
instability because when
one employee leaves, it is
not just a vacated position
that needs to be staffed,
but many of the feeder
positions down the line. It is
not just a simple matter of
a one-to-one replacement
because it involves
consequences for training,
knowledge transfer and
human resources
management.”
- Federal Public Service
Retirements: Trends in
the New Millennium,
Statistics Canada

32
Summary of Benchmarks
The current workforce benchmarks provided in this section, tell us our current state. This information provides important drivers for the development of our
workforce strategies. The following summary of our current conditions will serve to lay the foundation and be the critical driver of our strategic priorities for
workforce planning.
Finding – The City’s five year retention
index is in line with Saskatchewan
comparatives while turnover rate is
moderate.
Action – With the increasing number of
retirements and new generation workforce
entrants, this trend is not expected to
remain stable over the next five years.
Identifying how to attract and retain a skilled
workforce is critical to the City’s success.
Employment Equity
Finding – Progress is being made in all
areas of employment equity. There is more
work to be done in the employment of Ab-
original people and persons with disabilities.
Action – In light of looming labour shortages,
we must develop proactive strategies to
tap into the diverse labour pool available in
Saskatchewan, while ensuring that we have
an inclusive workplace that is representative
of the community in which we live.
Age
Finding – While we are on par with the
national average, we have an aging work-
force in critical roles that has tremendous
experience and knowledge that must be
preserved.
Action – An aging workforce that may
not be replaced at the same rate creates a
need for a focused succession planning
strategy for these critical roles.
Retirement
Finding – Some City departments are
more significantly impacted by the
retirement eligibility than are others.
Action – There is an increasing risk of
losing corporate memory. We must target
strategies to address the upcoming gaps
that may result in potential loss of
knowledge and skills in these areas.
Absenteeism
Finding – The City’s rate is lower than the
national average, however there is concern
regarding the cost of absenteeism to the
organization.
Action – Our goals will be achieved
through a stable and productive workforce.
Strategies to engage and retain a productive
workforce are essential to our success.
Finding – We are currently experiencing
growth in our workforce, and we predict
even more in the future.
Action – As pressures to recruit and retain a
competent and well trained workforce
continue to rise, we must develop
pro-active strategies to meet the demands
of our growing city.

34
The Workforce Futures strategic priorities were developed using input
collected from in-depth interviews with City of Saskatoon senior
managers and branch managers.Their perceptions were analyzed within
the context of Saskatoon’s current and projected workforce needs –
not only as they pertain to the City, but also as they pertain to the wider
census metropolitan area. This will help ensure the City’s workforce
planning strategy and the resulting priorities are developed in context
of the broader labour market, and responsive to its evolving trends.
Analyzing data received from interviews and in conjunction with
leading human resource practices, the following five strategic
workforce planning priorities were identified:
I. Attraction, Selection and Retention
II. Inclusive Workforce
III. Multi-Generational Workforce
IV. Talent Development
V. Technology and Innovation

Strategic Priorities | City of Saskatoon Workforce Futures
35
Strategic Plan 2012-2022 Workforce Futures 2013-2016
Continuous Improvement – Strategies for the Long Term (10 yrs) Strategic Priorities
Create and encourage a workplace culture of continuous improvement that
encourages innovation and forward-thinking.
Offer long term careers with desirable benefits. Attraction, Selection and Retention
Offer an inclusive workplace that embraces diverse backgrounds. Inclusive Workforce
Make health and safety a top priority in all that we do.
Talent Development
Provide ongoing skills training and professional development opportunities
for staff.
Talent Development
Increase productivity by being more efficient in the way we do business. Technology and Innovation
Leverage technology and emerging trends to reach our goals, serve citizens and
connect meaningfully with our stakeholders.
Continuous Improvement – Priorities for this Term (4 yrs) Strategic Priorities
Build a workplace culture that offers opportunities for career development,
work-life balance and employee recognition.
Talent Development
Develop and monitor a recruitment and retention strategy that attracts the best
available talent and retains new employees over the long term.
Talent Development
Identify targeted opportunities to implement specific continuous
improvement tools within departments.
Workforce Futures Link to Strategic Plan
The Strategic Goal of A Culture of Continuous Improvement has been identified by City Council in order to realize our vision and a
ccomplish our mission over the next ten years.
To ensure all critical aspects of our workforce challenges were fully addressed and using the feedback from conversations with senior
and operational managers, five key inter-related strategic priorities were identified as Workforce Futures links directly to the Corporate
Strategic Plan.
WorkforceFuturesStrategic Priorities were designed to support achievement of our Strategic Goal of A Culture of Continuous Improvement.

36
Perhaps one of the biggest challenges facing public sector
employers today is the competition for talent. While private
sector employers have been developing innovative, aggressive
strategies to attract, recruit and retain a new generation work-
force, public sector employers, municipalities included, have
lagged behind. This may be the result of a long-standing view of
the public sector as a highly-desired employer due to superior
job security and benefits packages.
But a generational shift is changing the way potential employees
look at employers. Baby Boomers, Generation X and GenerationY,
all have different values, expectations and requirements of their
work-life. With a wave of baby boomer retirements looming, and
an ever revolving workforce, public and private sector organiza-
tions are competing to recruit talent to their teams.
The City of Saskatoon, and the community, has benefited from
the ability to attract top talent in past years. To ensure the City
remains a highly-desired employer, the workforce planning
strategy must focus on three areas.
Attraction, Selection and RetentionI.

Attraction, Selection and Retention | City of Saskatoon Workforce Futures
37
Attraction
It is imperative that the City be pro-active in implementing
strategies that will ensure our ability to continue to attract top
talent. We must become a competitive player, with a focus on
advertising our individual lines of business.
The City’s many business lines offer a broad range of career
opportunities; it is time to capitalize on this diversity when
competing with other employers in similar lines of business.
Advertising and Branding
Branding the City of Saskatoon as an employer of choice would
be an important attraction initiative. We can do much more to
promote our competitive edge, such as highlighting the ability
for career-pathing within the organization, advertising our
attractive benefits package, promoting a culture of continuous
improvement and building stronger partnerships with educational
institutions to attract their top graduates.
Saskatoon has been growing faster than any other major city in
Canada.We must take full advantage of this growth to attract talent
to our city or to attract more employees from the increasingly
diverse talent pool. We have made some progress in attracting
talent from the growing young Aboriginal population; however,
initiatives that further promote pre-employment readiness will
strengthen recruitment success within this talent pool.
Social media is a tool the City of Saskatoon can use to improve its
brand. More and more employers are proactively using blogs,
wikis, micro-blogs, social networking sites (e.g. Facebook,Twitter,
YouTube), video and photo sharing websites, forums, message
boards and other user-generated content to reach out to potential
qualified candidates – not just locally but around the world.
Global Recruitment
Similar to other employers in Saskatchewan, the City faces a
shortage of qualified skilled trades workers. The provincial and
federal government have instituted programs in response to
these shortages that enable the employers to tap into the global
market to bring workers to Canada from abroad. The City must
develop initiatives that enable us to leverage these programs to
fill the gaps in skilled trades shortages.
In addition, the provincial government has clearly articulated a
three pillar approach to addressing the labour force shortages
and one that we feel is very relevant to the City of Saskatoon’s
approach to addressing these labour gaps:
Pre-employment training and education for Aboriginal youth
Inter/intra-provincial migration to Saskatoon
International immigration

38
Selection
Research shows that the Canadian labour market is on the
verge of a dramatic transformation, one that will redefine how
organizations hire and how individuals find their next job. A
generational shift is happening in workplaces across the country,
for the first time in modern history, four distinct generations
(Matures, Baby Boomers, Generation X, Generation Y) are
working together. This is changing the nature of the workforce
such that a market formerly controlled by employers is
increasingly controlled by potential employees.
Competency Based Hiring
The City of Saskatoon will benefit from a competency framework
to guide hiring decisions. The current approach to recruitment
is to (a) screen appropriate applicants based on a paper resume,
(b) conduct an interview and (c) assess the best candidate based
on the match with job qualifications and duties. This traditional
process has worked adequately in the past, but the lack of a
competency framework means the specific competencies for the
position have not been defined. This significantly impacts the
accuracy of the selection process.
Many large organizations, including municipalities, are establishing
core competencies for their organization and developing specific
technical competencies according to job category. This leads to
competency-based job descriptions, which serve as the foundation
for the selection process.
Applicant Tracking System (ATS)
Leading employment practices include the tracking of
employment trends, potential applicant pools and forms of
successful advertising through web-based applicant tracking
software. In addition to eliminating administrative redundancies
and reducing printing costs substantially, an ATS will aid in
providing the organization with a formal talent pool. Talent pools
represent a skills inventory of current employees and potential
external candidates who have shown an interest at some point in
employment with the City. This is a critical aspect of a talent
management strategy that can enable an organization to
evaluate the success of our branding as well as conduct passive
recruitment for hard to fill positions.
Retention
As identified in the 2009 Report on Service, Savings and Sustain-
ability for the City of Saskatoon,“consensus thinking is clear in
that cities must change to remain competitive and ultimately
successful in addressing the list of existing and emerging issues.”
The City of Saskatoon is striving to build a culture of innovation
and creativity in which“staff are willing to take on new challenges
with new approaches, and new strategies with enthusiastic energy
and drive” (SSS Report 2009). In order to foster such a culture,
the City of Saskatoon will need to coach, engage, empower and
recognize employees as a means of ensuring retention. At the
same time, we must embrace healthy turnover as an opportunity
for internal progressions while welcoming a new pool of talent to
lead the organization into the future.
“Work in partnership with
education institutions
for co-op and practicum
opportunities. We can tie
educational institutions to
our business needs.”
- City of Saskatoon
Senior Manager,
Workforce Strategy
Taskforce Interviews

39
New Employment Engagement
Engaging new employees helps them become full contributors
to the organization by acquiring the necessary knowledge,
skills and behaviours. Several socialization techniques are used
by leading employers to onboard new employees resulting in
higher job satisfaction, better job performance, and a greater
understanding of role alignment to organizational objectives.
The City must develop a pro-active New Employee Engagement
Program to ensure that our workforce is engaged and
understands how their roles support organizational strategy.
At the same time, we need to ensure time is built into supervisors’
and managers’work plans to enable them to be successful at
onboarding their new staff.
Total Rewards Strategy
Leading employers today leverage both the concept of total
rewards as well as its individual elements to attract and retain
top talent. Job seekers of the new generation are looking for
rewards they value in return for the time, talent, effort and
results they can offer to their potential employers.
Total rewards is a very powerful tool used for building a
distinctive employment brand, as well as triggering behaviours
that achieve high performance. An effective Total Rewards
Strategy aims to feature five main elements. Each of these
elements is made up of programs, practices and philosophies
that collectively aim to attract and retain top talent:
1. Compensation
2. Benefits
3. Flexible Workplace
4. Career Development
5. Rewards and Recognition
According to a
Workopolis survey,
the top five triggers
that make employees
consider leaving an
organization are:
1. Wanting a better
work environment
2. Not feeling valued
3. Wanting a better
benefits package
4. Wanting better
work-life balance
5. Looking for more
career opportunities
- Workopolis Job Seeker Survey,
2010, conducted by
Northstar Research

40
1. Compensation
In line with a corporate pay philosophy, compensation practices
should support business strategy while enabling external
competitiveness. Programs should be consistent throughout
the entire organization and communicated at all levels to
ensure clarity. The philosophy should echo the organization’s
commitment on how it values employees and supports
it’s brand in being an employer of choice.
2. Benefits
Cash compensation received by employees is typically
supplemented by benefit programs. These benefit programs
offer security to employees and their families and, although
not always paid in cash, are considered to be a very tangible
advantage to employees. Examples may include:
Healthcare Benefits
Short Term/Long Term Disability Benefits
Pension Plan
Life Insurance
3. Flexible Workplace
Employers recognize that at different life stages, employees
may seek to balance their work and outside interests (e.g.
study, family, community involvement) by using flexible work
practices. They also recognize that over an individual’s career
those interests may vary, and the type of flexibility desired
may also vary. Accommodating an employee’s need for
flexibility, subject to reasonable business needs, is becoming
the norm. Examples may include:
Flexible Work Options
Voluntary Furloughs
Reduced Work Weeks
Tele-work/Virtual Offices

41
4. Career Development
Training and development opportunities enhance employees’
skills and competencies. Employees who have the opportunities
for professional and personal growth, feel engaged and
motivated to advance within the organization.This also
enables employers to plan for the advancement of talented
employees into leadership roles within the organization.
Aligning employee goals with organizational goals will help
build a strategically aligned workforce. Examples of career
development inventory may include:
Tuition Reimbursement
Leadership Training
Mentorships and Succession Planning
Career Pathways
5. Rewards and Recognition
In a rapidly changing job market, attractive compensation
packages alone are not enough to retain a productive
workforce. Today, over 97% of employers offer some sort of
rewards and recognition program. The federal government
defines recognition as“honouring, encouraging and supporting
individuals and teams who contribute, through their behaviour
and their actions, to the success of the organization. Recogni-
tion involves openly giving praise, granting monetary and
non-monetary awards, and celebrating and communicating
successes.”Successful Rewards and Recognition Programs
acknowledge employee contributions immediately, reinforce
desired behaviours, and support business strategy, leading to
organizational success. Examples may include:
Peer Recognition Awards
Corporate Recognition Programs
Exceeding Performance Awards
Employee Innovation Programs
In summary, the five elements within theTotal Rewards Strategy
represent what is most valued by employees in an employment
relationship. The City will benefit from consolidating its existing
rewards and benefits in the form of a total rewards inventory.
Further, an integrated Total Rewards Strategy must be adopted,
to ensure the retention of valued contributors to
organizational success for as long as is mutually beneficial.
Employee Engagement and Satisfaction
Increasing competition for talent requires the City of Saskatoon
to develop ongoing strategies to address retention. Many public
sector employers are facing the same challenge. In order to provide
successful, objective methods to increase retention, the City
needs to understand the sources of employee engagement and
satisfaction. Employee surveys are an invaluable tool in under-
standing these sources, and for measuring the effectiveness of
current programs being delivered.
“ The Conference Board of
Canada study, Making it
Meaningful: Recognizing
and Rewarding Employees
in Canadian Organizations,
found that the average
annual amount spent on
recognition is $175 per
employee. Public sector
organizations average
$123 in expenditure per
employee; those in the
private sector spend
$208 on average.”
- http://ca.finance.yahoo.com/
news/MAKE -REWARDS-AND-
RECOGNITION-cnw -3578573674.
html?x=0

42
Strategic Priority I – Attraction, Selection and Retention
Action Outcome
Attraction
Adopt an Advertising and Branding Strategy that promotes consistency,
accessibility and prominently features the City as a preferred employer
within the local, national and global community.
Develop a Global Recruitment Strategy to help fill gaps in skilled
trades shortages by making use of the Provincial and Federal
programs, while keeping with the provincial government’s three
pillar approach to addressing labour force shortages.
The City is recognized as one of the top most engaging
employers in Canada and offers the most desirable career
choices for local and global talent pools.
Success Indicators:
Response rate for competitions
Source for hire
Selection
Implement Competency Based Hiring Practices for all professional
positions in the City.
Provide an attractive and user-friendly ApplicantTracking System
that provides a database of internal and external applicants and
enables efficient screening, selection and management of the
intellectual capital available to the City.
The City hires the most qualified and suitable candidates
through a credible competency based selection process.
All new hires exhibit the required core competencies that are
congruent with and enable the City’s strategic direction.
Success Indicators:
Workforce percentages by generational group
Retention
Offer a comprehensive New Employee Engagement Program that
provides employees with role clarity while demonstrating congruency
with corporate strategic goals.
Adopt an integrated Total Rewards Strategy that is comprehensive of
its five elements and includes programs, practices and philosophies that
collectively aim to attract and retain top talent.
Conduct Employee Engagement and Satisfaction Surveys which are
used to continuously improve employee practices.
The City is an employer of choice that retains an engaged
workforce in desirable careers while offering a dynamic work
culture, flexible work options, personal and professional
development opportunities and attractive compensation.
The City’s employment practices reflect action on valuable
employee feedback while embracing a culture of recognition
and strategically linking it with the organization’s direction
and priorities.
Success Indicators:
Retention index
Employee satisfaction and engagement levels

43
As a partner with the Saskatchewan Human Rights Commission
since 1986, the City of Saskatoon is widely regarded as a
progressive leader in corporate and social responsibility. As an
employment equity employer, we believe the civic workforce
should be representative of the public it serves. Further, we
continue to strive to build an inclusive workplace that widely
understands and accepts all dimensions of diversity. This is a
vital platform for our organization; it allows us to lead by example.
At a time when Saskatoon’s growth is outpacing all metro areas
in Canada, it is of the utmost importance that the City build on
our existing diversity strategies. In particular, we must focus on
attracting employees from the City’s growing young Aboriginal
and immigrant populations. This is especially vital with the
increasing labour shortages that will have an impact on the
labour market all across Canada. These shortages combined
with an increasing demand for services are putting pressure on
organizations like never before – employers need skilled people
and they need them now.
Inclusive WorkforceII.

Inclusive Workforce | City of Saskatoon Workforce Futures
44
The City partners with over 50 local networks and organizations
to reach diverse populations across the province. While it is
important to retain, strengthen and build on these relationships,
input from interviews and discussions with City managers has
also underscored the importance of expanding our networks
beyond Saskatchewan. Across all employee groups, we recognize
the need for equipping, supporting and building awareness
around the value of an inclusive workforce. This will enhance
the City’s ability to attract and retain a diverse people from all
over the world.
Diversity and Inclusion Strategy
On a broader scale, the City, as a leading employer, must
continue to strive towards the goal of removing internal
barriers to employment.
This can be achieved through various means, including:
Outreach recruitment programs
Recognizing foreign credentials
Establishing workplace inclusiveness committees
Evaluating existing and new programs
“Canada stands to gain $4.1 billion to $5.9 billion
annually from improving it’s system of learning
recognition and promoting learning recognition.”
(Source: Brain Gain - The Economic Benefits of Recognizing Learning
and Learning Credentials in Canada, The Conference Board of Canada)
It is therefore critical for the City, as an employer, to strive to
close the gap in getting foreign credentials assessed for new
immigrants. It is vital that the City communicate its Diversity and
Inclusion Strategy through our website and other social media
and deliver intercultural and inclusion awareness, specifically
striving to develop cultural competence, through successful
learning models.
Saskatoon’s growth is creating unique challenges for all of the
City’s business lines. Expectations on infrastructure and services
are increasing, seemingly exponentially, which increases the
demands on City employees at all levels. In order to continue
providing a high standard of service, the City must attract and
retain skilled employees. In a highly competitive labour market,
a pro-active Diversity and Inclusion Strategy, together with a
Business Case for Inclusion may provide the best answer to the
City’s workforce challenges.
A challenge for many employers in Saskatoon, including the City,
is the attraction and retention of young Aboriginal people. This is
the fastest growing population in the province, yet it continues
to have the lowest employment rate. Employers must devise
creative solutions to address the challenges many people of
Aboriginal ancestry face in entering the workforce.
A major issue is educational attainment. According to 2006
statistics, the proportion of Aboriginal 25-54 year olds without
a high school certificate was almost three times the proportion
“At a municipal level,
social inclusion includes
such issues as citizen
participation in
government, accessibility
for persons with disabilities,
acceptance and settlement
of immigrants and
newcomers, inequality,
and protection of
vulnerable groups.”
- Inclusion Policy in Canadian
Municipalities: The Importance of
Inclusion, Public Sector Digest

45
of non-Aboriginal people in both Saskatchewan and Canada. To
address this, larger organizations have started to pro-actively
develop programs, in concert with educational institutions, to
assist potential Aboriginal employees in becoming workplace-
ready. The City has participated in programs such as the Heavy
Equipment Operator Pre-employment Training Program and has
been successful in attracting these graduates to our workforce.
We can play a more active role in such initiatives, either as a
partner or as a continuous supporter.
The City plays a lead role in ensuring Aboriginal youth are
engaged in the community and successful at finding gainful
employment. An Aboriginal Employment Strategy focusing on
attraction, selection, progression and retention of Aboriginal
people must be devised to ensure the City is proactively
responding to this growth while supporting operational
demands. At the same time, we must ensure that new
Aboriginal employees feel welcomed, valued and respected
within the workplace.
Inclusion Awareness and Business Case
for Inclusion
Understanding the historical and social aspects of Saskatoon’s
community can help the corporation develop a context relevant
to our people. This context forms a foundation for understanding
and can break down barriers – especially culturally based
barriers. It is therefore essential to attain an organizational
culture that is rich with diversity and inclusion awareness.
This can be done through providing successful intercultural
models of learning and adaptation that build capacity for
cultural competence within our organization.
Organizations leading in diversity and inclusion best practices
have developed a business case for inclusion.They are expanding
their recruitment efforts globally and working to recognize
international qualifications and credentials by: hiring employees
through various provincial and federal immigration programs,
providing pre-employment training programs, and apprenticeship
and internship opportunities to attract top talent at every level.
In recognizing the economic value of inclusion, employers are
thinking outside the box when implementing strategies to
attract and retain.
In conclusion, demand for skilled labour is turning the spotlight
on this available talent pool, defined in Saskatchewan Human
Rights Commission equity programs as people of Aboriginal
ancestry, people with disabilities, visible minorities and women
in underrepresented occupations. Equity employment is top-
of-mind for many employers. It is not only proving to be highly
successful for hiring, it is also allowing
organizations to acquire their most valuable assets – people –
and to build their intellectual capital.
“We need to define what
diversity strategy is,
[and] make this well
communicated so
everyone is on board.”
- City of Saskatoon
Senior Manager,
from Workforce Strategy
Taskforce interviews
Canada’s Best
Diversity
Employers 2012
Financial Group

46
Strategic Priority II – Inclusive Workforce
Action Outcome
Diversity and Inclusion Strategy
In partnership with the Human Rights Commission, develop a
Diversity and Inclusion Strategy inclusive of definitions, practices,
processes and goals of employment equity. The plan highlights
the organization’s intent to attain a representative workforce,
incorporates cultural competencies into hiring practices, conveys
the message of equal opportunity for all and outlines initiatives
to address any barriers to employment.
Every employee, potential candidate and member of the community
recognizes the City as a leader in employment equity practices and is
aware of the processes the City follows in ensuring a workforce that is
inclusive and representative of the community we live in.
Success Indicators:
Workforce representing diversity of City’s population
Success of diversity and inclusion programs
Formalize an Aboriginal Employment Strategy that enables
Aboriginal employees to enter and progress within the workforce,
allowing the organization to meet the growing demands for all
types of employment opportunities. The strategy addresses key
areas such as barriers to employment, the need for an employment
role-model program, careerpathing supports and establishing
Aboriginal employee networks.
The City is a proactive leader in employment opportunities for
Saskatoon’s growing Aboriginal population.The City leverages local,
municipal, provincial and federal partnerships in seeking successful
models for enhancing employment, training and retention
opportunities for Aboriginal people.
Success Indicators:
Workforce representing the City’s Aboriginal population
Success of Aboriginal employment programs
Retention index for Aboriginal employees
Inclusion Awareness and Business Case for Inclusion
Develop a Business Case for Inclusion for internal stake holders,
that highlights the economic value of acquiring a representative
workforce.
Develop Intercultural and Inclusion Awareness by
providing successful models for learning and adaptation, and
building capacity for cultural competence to enable and promote
an inclusive culture at the City.
A representative workforce is a strategic priority for the City and is
recognized as crucial for doing business. As the demographics in
Saskatchewan continue to change, the economic value of an
inclusive workplace is measured as a key indicator of success for
business outcomes.
The City attracts and retains a talented workforce as a result of our
prominently recognized inclusive culture. Our workforce is capable
of leveraging diversity within the work environment
due to its cultural competence.
Success Indicators:
Cost of turnover vs. retention
Diversity and Inclusion Survey

47
Baby Boomer retirements, a growing population of seniors, a
shrinking population of younger workers – these demographic
trends are not unique to Saskatoon; municipalities across Canada
are struggling with similar challenges. More than a quarter of the
City’s workforce is eligible to retire in the next five years. At the
same time, we have a multi-generational workforce comprised
of four different generations in the workplace; each with its
own unique set of values and work ethic. This increases the
importance of preserving corporate memory and offering
other programs to help ensure a sustainable workforce. Senior
managers believe a reasonable percentage of potential
retirees would be interested in prolonging their employment with
the City if programs were available that allowed for knowledge
transfer, mentorship and flexible work arrangements.
Over a quarter of the City’s workforce, 27% has been with the
Corporation for more than 20 years. This is a large segment for
any workforce, in any organization. It represents a wealth of
experience, knowledge and skills. As the City’s workforce ages,
more emphasis needs to be placed on keeping skills current
within the workforce to ensure that positions are not stagnant
but, rather, are adding optimum value to the organization.
Multi-Generational WorkforceIII.
“Knowledge transfer
is a huge issue with
upcoming retirements.”
- City of Saskatoon
Senior Manager,
Workforce Strategy
Taskforce interviews
“ Research shows that
organizations with an
integrated approach to
succession management
have higher retention
rates, increased employee
morale and an environment
that stimulates innovation
and organizational change.”
- The Government Finance
Officers Association report
on Generational Change

Multi-Generational Workforce | City of Saskatoon Workforce Futures
48
Succession Planning
Effective succession planning enables identification of key
positions and competencies within the organization and covers
both actions necessary to transfer knowledge and critical leader-
ship attributes needed to succeed in leadership roles. Succession
planning is needed for all City departments, branches and units.
Based on input from senior managers, it is clear that some
understand the concept and have implemented a plan while
others are unsure of the need or the process. There is pressure
to fill positions as quickly as possible in order to avoid any
interruption of service or business processes. However, change
also provides the opportunity to critically review these position
profiles before filling vacancies.
Managers must review the position and its role, with an eye
to creating greater efficiencies or responding to changing
Corporate needs. Proper succession planning would allow for
the necessary time to conduct an analysis of the needs of the
position, type of skills required, and develop potential internal
candidates for the position well in advance of a vacancy.
Knowledge Transfer
Knowledge transfer seeks to organize, create, capture or distribute
knowledge and ensure its availability for future employees. This
is a guided process that identifies relevant knowledge and skills
that reside within the organization’s employees, tools and tasks.
Although much of this knowledge is hard to articulate, leading
organizations have developed programs that aim at retrieving
and retaining such tacit knowledge. The City needs to begin by
pro-actively developing knowledge transfer plans for positions to
ensure a smooth transition of knowledge and skills from retirees
to successors.
Mentorships
Mentorship programs aim at providing a mutual benefit for the
mentor and the mentee. Mentors coach mentees by sharing their
developed competencies to help align with and achieve desired
objectives of the mentee. (This process supports succession
planning, enables knowledge transfer and accomplishes
employee engagement as the mentee works with the mentor
to grow his or her skill set). Employees who have demonstrated
excellent performance and have a desire to progress within the
organization should have the opportunity to develop their skills
by attaining a mentor, someone in a higher position to which
they may aspire. A successful mentorship program must provide
the necessary support for both the mentor and the mentee to
reach the desired outcome.
Succession planning and knowledge transfer practices are
critical initiatives for effectively managing a multi-generational
workforce. These practices, coupled with opportunities for
mentorship, will result in a retainable and engaged workforce.
“According to Statistics
Canada, 2.95 million
Canadians are now
approaching retirement.
And within the next ten to
twenty years, another 4.4
million will follow. The baby
boomers will start retiring
in 2011, and there will be
far fewer younger workers
entering the workforce to
make up for this exodus.
This will present a significant
hiring challenge across
many sectors, as there are
not enough people to fill
the emptying full-time jobs,
many of which are senior
leadership or highly
specialized positions.”
- Time for a New View of Job
Candidates, Workopolis, 2010

Multi-Generational Workforce | City of Saskatoon Workforce Futures
49
Strategic Priority III – Multi-Generational Workforce
Action Outcome
Succession Planning
Implement a Succession Planning Process that aids in identifying key
management positions and competencies within the organization that
are vulnerable to vacancies.
As the key positions become vacant, the City has the ability to fill
them with the required leadership attributes.
Success Indicators:
Percentage of key positions identified and succession planned
Knowledge Transfer
Develop Knowledge Transfer Practices that preserve corporate
memory, document processes, share specialized knowledge and
expertise, implement cross-training plans, and provide other
knowledge management and transfer mechanisms.
Successful transfer of knowledge is a priority for business
sustainability.
Success Indicators:
Percentage of key positions identified and knowledge
transferred
Mentorships
Develop an Executive Mentorship Program for staff who are looking
to enhance their knowledge, skills and experience by being a mentee;
through partnership with a mentor, who has the knowledge and skills
being sought.
Mentoring is tied into learning and development plans for
employees as well as succession planning. Employees feel
engaged and well prepared to succeed within the organization.
Success Indicators:
Number of employees mentored for key positions

50
Like other employers, the City of Saskatoon is competing for
talent in a rapidly changing market, one where current and
projected labour shortages are impending. An employer that
fosters continuous learning and growth is considered more likely
to succeed in this market. As such, lifelong learning and talent
development, together with opportunities for multi-faceted
careers, are becoming the norm for successful organizations.
‘Talent development’is an increasingly popular term. Having
largely supplanted‘training and development’, it encompasses
a broader range: from traditional training and development to
not-so-traditional career development, career management and
organizational development. An article on Wikipedia, widely
quoted by Human Resources firms, highlights the essential
difference between training and development and talent
development this way:
“While talent development is reserved for the top
management, it is becoming increasingly clear that
career development is necessary for the retention of any
employee, no matter what their level in the company.
Research has shown that some type of career path is
necessary for job satisfaction and hence job retention.”
(Source: Time for a New View of Job Candidates, Workopolis)
Talent DevelopmentIV.

Talent Development | City of Saskatoon Workforce Futures
51
Talent development is the means through which the City can
provide for efficient knowledge transfer (See Multi-Generational
Workforce strategic priority).
Knowledge is a vital strategic asset. Faced with looming Baby
Boomer retirements, the City needs to integrate knowledge
transfer processes in its succession planning. Many organizations
have implemented processes and systems to prepare people for
new and different positions within the organization, whether
through promotions or retirements.
Competency Framework
Competency Frameworks are critical to defining and measuring
the effectiveness and performance of your workforce. Matching
employee skills, behaviours, and attitudes to required core
competencies leads to both individual satisfaction and
corporate success.
The proposed Competency Framework provides a central focal
point for all of the City’s people practices. By identifying core
competencies the organization clearly articulates its performance
and values.The job specific competencies give further clarity
around expectations. The definition of these competencies
provides specific direction for selection, succession planning
and talent development.
Talent Management System
In interviews, the City’s managers recognize the need for talent
development within their work groups, but also acknowledge
that support and resources have been limited. Management is
seeking tools that allow them to effectively and efficiently
manage their workforce capabilities and identify their top
employees in order to ensure recognition and alignment of
employee performance to City’s strategic priorities.
Regular feedback and personal development plans ensure
employees understand expectations in terms of behaviour and
work. Individual objectives need to be aligned with the City’s
organizational objectives. These concerns underscore the need
for a talent development strategy.
Leadership Development
In addition to the Professional Development Training (PDT) and
the Management Development Program (MDP), the City must
provide training to develop key skills and leadership attributes
within new managers in order for them to succeed in becoming
effective coaches and leaders. This program should specifically
target the management skills needed to succeed within the City’s
environment. Key Skills for Management Program (KSMP) will act
as a precursor to support our existing leadership development
programs. New managers and supervisors should all be trained
in practices that ensure a supportive and nurturing environment
to facilitate the success of all employees within the organization.
This will not only prepare managers to succeed in future leader-
ship roles within the organization but will also build a culture of
accountability as a result of credible people practices.
According to a year
long study involving 77
companies and almost
6000 managers and
executives – the most
important resource over
the next 20 years will be
talent: smart, sophisticated
business people who are
technologically literate,
globally astute and
operationally agile.
And even as the demand
for talent goes up,
the supply of it will
be going down.
- The War For Talent
www.fastcompany.com

Talent Development | City of Saskatoon Workforce Futures
52
Strategic Priority IV – Talent Development
Action Outcome
Competency Framework
Design and implement a two-tiered Competency Framework
that first outlines core behavioral competencies that are required
for all employees. Secondly the framework identifies technical
competencies (that means knowledge, skills and abilities) that
are job specific. Together, these competencies aid in aligning
employee performance with the City’s business strategies.
All professional job categories have core behavioral and knowledge/skill-
based competencies defined. Selection, measurement and development
are based on these competencies. Thereby developing a culture of
accountability and superior performance at the City. The development
is specifically targeted around the required competencies.
Success Indicators:
Consortium of skills and competencies available to the City of Saskatoon
Talent Development
Acquire a comprehensive Talent Management System that
integrates a competency framework and aligns the goals of
each individual employee to the strategic goals of the
organization. (A system that enables the organization to
identify and secure top talent while keeping the workforce
more engaged by providing consistent and quality feedback
to employees).
All employees receive thorough annual development plans, providing
feedback on performance and update on annual progress. All employees
recognize and acknowledge the core competencies required by the
organization. They understand their personal objectives and how their
actions are tied into strategic goals of the organization at any given time.
Success Indicators:
Percentage of employees participated in training per annum
Percentage of employees receiving annual development plans
Leadership Development
Develop a Key Skills for Management Program
that trains new Supervisors and Managers on critical skills,
knowledge, competencies, values and behaviors required
to succeed in a leadership role within the City.
The City has an expanded talent pool of leaders who are well-trained and
whose values are aligned with the strategic business priorities of the City.
Success Indicators:
Training penetration rate for management positions

53
“An innovative
organization engages
everyone throughout the
organization in the
task of developing and
implementing new
ways to reach the
organization’s goals.
And everyone indeed
includes everyone,
from the chief executive
to the frontline workers.”
- Creating an Innovative
Organization: Ten Hints for
Involving Frontline Workers
In today’s rapidly advancing digital climate, technology is a
catalyst for business success. Public and private sector employees
have adapted to significant technological advances over the past
two decades. These changes will continue as new workforce
entrants expect technology to shape their jobs, create efficiencies,
support optimal performance and build a platform for innovation
and creativity. But while technology allows employees to become
engaged and take ownership of their work environment, it
challenges employers to be more immediately responsive to
employee and customer needs.
Technology
The role of technology in the workplace will continue to be
paramount in defining work environments. Over the next decade
it will, in fact, raise customer and employee expectations and play
a vital role in successfully acquiring and retaining employees. Job
seekers will look around to see what current and past employees
are communicating about an organization through various social
media. This kind of communication will reach thousands of
potential employees and will, in turn, determine the calibre of
the workforce attracted to the organization.
Technology and InnovationV.

Technology and Innovation | City of Saskatoon Workforce Futures
54
Current statistics illustrate the growing trend: in 2010, 51% of
all job seekers used online job sites, 43% checked out company
websites and 15% used online social networking sites.
(Source: Time for a New View of Job Candidates, Workopolis)
Human Resources Information System
Organizations are realizing that investing in state of the art
technologies provides important returns in the form of an efficient
and productive workforce. While the speed of technological
change is fierce, market demands are also unforgiving. Workforce
entrants want access to the latest, most convenient tools and if
they are not provided with such, they turn to competitors.
In response, many organizations (including municipalities) are
taking an enterprise-wide approach to resource planning and
designing systems that streamline the knowledge base across
the organization. Paper forms are being replaced with real-time
electronic records management and filing. As these changes
evolve, traditional types of job duties will become obsolete and
be replaced. Organizations in the service sector are becoming
efficiency-centered and are incorporating practices (i.e. Lean and
Six Sigma) to maximize customer value while minimizing waste.
Most City managers believe the Corporation’s existing technology
adequately supports current processes, but feel it won’t be
sufficient to support future needs. One area of significant interest
is web-based capabilities for internal reporting on people
statistics, such as attendance management and real-time access
to department specific statistics, applicant tracking, talent
management employee self service and manager self service.
A comprehensive Human Resources Information System (HRIS)
would allow effective collection and analysis of data to inform
strategic decisions at every level of the organization including:
Simplifying administrative tasks to enable HR roles to better
align with the organization’s operations and strategy
Facilitating effective HR planning and metrics
Innovation
Creating an environment that enables employees to apply their
creativity while trying twenty-first century approaches at work,
provides a platform for employees’professional growth and
personal satisfaction. It begins when organizations create and
communicate an explicit mission that gives their employees a
reason to be innovative. This mission, when aligned with the
everyday goals of frontline workers, reminds employees of
their purpose.
An article on involving frontline workers in creating an innovative
organization at Govleaders.org makes the point that, in an
innovative organization, employees are given an opportunity to
move around, to learn new jobs and provide feedback on
efficiencies in areas where they may be a third party.

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