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From Discovery to Innovation
“Developing Management Capacity, HR Planning and Learning for the Science and Technology Community” - A workshop on community leadership
Presented at CSPS and PSHRMAC conference – February 17, 2006
Ottawa Congress Centre
Presentation Outline
• Discover NRC – a history of collaboration• Strategic Planning• Employment Philosophy• HR Governance
– Human Resources Plan– Steering Committee
• Key Initiatives• Lessons Learned
Who Are we?• NRC is Canada’s leading government resource for
scientific research, development and technology-based innovation.– NRC’s work spans the innovation spectrum from
scientific discoveries at the frontiers of knowledge to technology commercialization
– NRC works in important new fields such as genomics, fuel cells, bioinformatics, photonics, nanotechnologies to sustainable development technologies
NATIONAL RESEARCH COUNCIL (NRC)• National organization, federal government
agency part of the Industry portfolio– > 4,500 full-time employees, > 1,100 guest
workers• Over 20 institutes/labs – represented in over 90
communities across Canada
A history of collaboration• Over 900 formal collaborative arrangements with
Canadian Partners and over 100 with International Partners worth over $16.5 million
• Representation on over 180 scientific editorial board• Active in 68 national and international research
networks • 412 adjunct professorships in Canadian Universities• 14 Industry Partnership Facilities (IPF) graduates in
2004/05
Vision - Strategic Pillars
• Outstanding People – Outstanding Employer• Excellence and Leadership in R&D• Technology Clusters• Value for Canada• Global Reach
NRC’s Employment Philosophy
• Recruit and retain outstanding people• Provide employees an opportunity to grow professionally,
utilize strengths and maximize their capability• Reward based on level of professional development and
level of productivity in their job• Create a respectful partnership based on trust and
understanding
So what are some of our challenges?
• Keeping pace with the recent growth (people, systems)• Juxtaposition between– the structure called for in
Government and the need for creativity and freedom of action
• Competing priorites/limited funds• Demographics (aging population)• Competition for talent • Continuous environmental analysis
Building Capability: The Role of HRM
Workforce Requirements and Organizational Capabilities
NRC Vision
HRM
NRC Strateg
y
HRM Strategy
Values & Ethics
Employment Philosophy
Linking HRM Objectives to Business ObjectivesBusiness Strategy
What are the strategic goals of NRC?
Organizational Capabilities& Workforce
RequirementsWhat is needed to enable
NRC to meet goals?
HRM Strategic FocusWhich HRM actions develop needed
capabilities?
Detailed MeasuresHow will we know HRM
actionssupport NRC business
goals?
Defining Workforce Requirements and Organizational Capabilities
Business Strategy
EnvironmentalForces
Internal Assessment
Organizational
Capabilities
Environmental Forces/External Challenges
Changing Demographics
Globalization
Changing Nature of Science
Aging workforce = labour shortages=competition, knowledge transfer, sustainable workforce
Immigrants represent 70% of labour force growth;
Multidisciplinary science = need for cross-functional capability
Internationalization of S&T: need to address current barriers
Building the innovation system: forging relationships with industry, academe and government
Commercialization & social impact
Government S & T Agenda
Internal Reality/Internal Challenges
Changing Demographics
Competency Gaps
Average Ages = RO (46); TO (41); MG (51)
56% of MG’s, 25% of RO’s, 33% of RCO’s are eligible to retire by 2008 without penalty
Workforce diversity (53.8% in 2002)
Nurturing scientific excellence
Managing organizational evolution: horizontal & diagononal innovation
Cultivating agility
Talent Management
Building a cohesive NRC driven by values & ethics
Alignment of Rewards
With Goals
Rapid Growth
Vertical Org. Structures /Work
Processes
Linking HRM Objectives to Business Objectives
Business Strategy
NRC assumes leadershipPosition in 3 new scientificEngineering research domains
New technology clusters in 10Canadian communities by 2006
Innovative S&T commercializationPractices
Canadian innovation systemsAssures access to international Facilities and research networks
Major innovator in HRM
Workforce Requirements
Organizational Capability
Research Excellence
Strategically Focused
Integrated
Adaptive
Linking HRM Objectives to Business Objectives
Workforce Requirements
Organizational Capability
Research Excellence
Strategically Focused
Integrated
Adaptive
HRM Strategic Focus
Develop leadership at all levels
Recruit outstanding employees
Build cross-functional & cross-cultural capability
Align compensation and reward practices
Performance Management
Linking HRM Objectives to Business Objectives
HRM Strategic Focus
Develop leadership at all levels
Recruit outstanding employees
Build cross-functional & cross-cultural capability
Align compensation and reward practices
Performance Management
Detailed Measures
Employee survey indicates satisfaction with leadership
Recognition internally & externally for quality of people
Speed with which new groups form
Increased organizational awareness
Better harmony within & across teams
Compensation supports recruitment and retention
Reinforced behaviours and attitudes
Build bench strength (next three generations of leaders)
NRCVISION(5 – 10 years)
I/P/BBusiness
Plans(3 years)
Operations
Individual/Group
Performance
I/P/B Perf.
Report Management Accountability
Framework
DepartmentalPerformance
Report
PLANNING
I/P/BStrategic
Plans(5 years)
REPORTING
Integrated Planning
Q4Jan. 1 – Mar. 31
Q1Apr. 1 – Jun. 30
Q3Oct. 1 – Dec. 31
Q2Jul. 1 – Sep. 30
FY-End Resource Adjustments (January)
NRC Report on Plans & Priorities (RPP) tabled in Parliament (March)
Review of End of FY Performance, Adjustments to Plans & Resource Requests for upcoming FY - (February - March) *
Presentations by VPs and DGs to Council/Advisory Boards (March) *
Preliminary Resource Allocation for upcoming FY (End of March)
Environmental Scan--Review & Update (April - August)
Final Resource Allocation and Adjustments to Plans for current FY - (April) *
Updated Accountability Management Agreements - AMAs (MGs) - (April) *
MRRS/EMIS Review & Updates (July)
SEC Priorities Retreat for upcoming FY (Early September)
Corporate Branches Planning Integration Workshop for upcoming FY (September)
MG Leadership Forum (Late September)
Mid-FY Review Against Plans (Reporting by Exception Only) & Status on Resources (Early October)
Mid-FY Resource Adjustments (Mid-October)
NRC P&PM Network Meeting (October)
NRC Departmental Performance Report (DPR) tabled in Parliament (October)
Mid-FY Adjustment to Plans & Proposed Changes for upcoming FY (November)
Proposed Integrated NRC Planning, Risk & Performance Management Process & Cycle
(Draft- 30 November 2005)
Corporate Activities
Meetings
Resources
Portfolio & I/P/B Activities
Reviewing & Reporting
Planning & Implementing
Management Accountability Framework – review (November)
* Issue--Current NRC Financial Cycle for end-of-year budget expenditures is May/ June
NRC P&PM Network Meeting (Early February)
Resource FY-End Forecast Review (November -December)
New activities are highlighted in red text
Q4 Jan. 1 - Mar. 31
Q1Apr. 1 - Jun. 30
Q3Oct. 1 - Dec. 31
Q2Jul. 1 - Sep. 30
HRB Activities
NRC HRM meetings (e.g.: HRMSC)
Accountability Management Agreements
Financial resources committed
I/B/P involvement
Submit OL Annual Report to PSHRMAC
Send out call for EE Accountability Agreement
HRMSC Performance Report against HRM Plan
Completion of individual I/B/P EE Accountability Framework
Review by the Human Resources PromotionCommittee (HRPC) of promotion cases
Call for NRC Outstanding Achievement Awards
Call for I/B/P HR Plans
Preparation of data produced for HR Measurement Framework-Part of DPR process
Submit EE Annual Report to TB/Parliament
Submit Multiculturism Report to Heritage Canada
NRC Leadership ForumCall for I/B/P preparation of
Employee Performance Reports
Call for MG Performance Review
Review HRM Plans & Policies -stemming in part from I/B/P HR Plans
Review MG’s Performance Assessment
HRB HRM Integrated Planning and Performance Management Process/Cycle
Call for RO/RCO promotion cases - non delegated-
Call for I/B/P HR Plans
Review by the Human Resources PromotionCommittee (HRPC) of promotion cases
Call for RO/RCO promotion cases - non delegated-
Draft 4 / August 29-05
HRB/FB user group conference
AD Conference
Compilation of hiring data
Evaluation of recruitment programs
HRM IT/IM Strategy and Operations Plan
Call for “LEAD” participants
Assess “LEAD” candidates
Identify possible “LEAD” assignments
Review Outstanding Achievement Award submissions
Delivery of outstanding Achievement Award Ceremony
S&T-Community Initiatives at work in NRC• Leading Scientific Teams• Life Long Learning Guide• Leadership Workshop for Women in Science
How did we get here?
• Appreciation of the Business Imperative• Shared HR Agenda both with internal management and
S&T Community• Establishment of Human Resources Management
Steering Committee (HRMSC)• Senior Executive Commitment and involvement• HRB’s involvement in community initiatives
Lessons Learned• Change in mindset – move away from “reductionist thinking”• Encourage and build from the innovators• Approach large scale change from both a tactical and strategic
angle• Challenge current culture (assumptions, behaviours and
beliefs)• Plan for implementation while in development: be aware of
assimilation capacity• Secure strong consistent sponsorship from senior
management: not an HR initiative• Ensure local advocates and change agents: involve targets• Consult, communicate, listen and adapt• Make it real…link to organization’s vision
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