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Canadian Forest Service
Human Resource Strategy
TAKING STOCK UPDATE
Angelo Mangatal, Senior Advisor
Planning and Accountability Division
Canadian Forest Service (CFS)
February 20, 2007
2
Table of Contents
Departmental Priorities
Overview
Review
Update
Workforce Statistics
NRCan –HR/ SSO
Next Steps
Conclusion
Annexes 1 to 7
3
Departmental HR Priorities
March 2006, DMC: Request for departmental HR plan including concrete actions to address:
– Development of EX feeder groups
– Collective staffing practices and processes
– Performance management practices
Departmental HR Renewal Plan (draft) based on:
– Environmental scan; Demographic analysis
– Official languages & EE requirements
– PSES results; Sector plans – synergies
– Consultations with Sectors and Branches
– PSMA obligations; Leveraging existing programs, training/learning, best practices
4
Overview
Why a Canadian Forest Sector HR plan? 1. HR Practices/planning interests are
fragmented across regional branches within
the Sector and in the department
2. Providing clear and consistent direction to
Sector Managers regarding HR related issues
3. Clarifying outcomes and impacts of PSMA –
requirement of CFS HR strategy
5
Overview
Canadian Forest Sector HR plan priorities still valid?
Three Priorities (Oct 10, 2006)
1. Assessing Positions at Risk in CFS
2. Leadership Succession & Development
3. Staffing Requirements
To date CFS has engaged in extensive data collection and analysis
– Workforce Analysis (Annex 1)
– A key component of planning is understanding workforce and planning for projected shortages and surpluses in specific occupations and skill sets.
6
Review
What has been done so far?
CFS Development of tools:
– Positions at Risk Tool
• Revised risk tool to be piloted
Leadership Succession & Development tool
• Two rounds of review of feeder group
competencies completed
7
Human Resources Staffing Requirements Tool
• Identified Core CFS Competencies (essential)
/Important CFS competencies (assets) Annex 2
• Template designed to track CFS to supplement
the Human Resource Staffing Requirements
tool
Term Employment Issue – engaged HR-SSO for
departmental solution (Workforce adjustment, etc.)
Annex 3 – Term 2005/06 statistical data
Review
8
Update
CFS Working group on OL to convene meetings within
regions – identify issues and propose solutions
Knowledge transfer - CFS Human Resources Strategy
(2006-2009), up to 27% of CFS employees will be
eligible to retire in March of 2010
– the first phase of the Departing Employees
Knowledge Capture Project (DEKCP) has begun -
focus is on managing the information or content
(data, information & knowledge) that we all create.
– Refer to Annex 4 – KT Project description
9
Update continued
Term Employment
Checklists and templates developed -
collaboration for Departmental- FPS response to
issue
Sunset program website information continues to
need further updating
Innovation management
within IMP, there is a subprocess called
«Ressource Management» (RM) in which we
assess the financial, human and informational
resources required to carry out the work in the
portfolio of projects…
work on the HR (listed above) part of the IMP and
KT is slated for next fiscal year post April 1, 2007
10
Actual attrition figures for 2006/07 will be available
April 2007 from SSO (see Annex 5 and 6 for
2005/06 figures)
Total number of departures (see Annex 7)
Further assessments of current competencies
within the sector to be confirmed via April 2007
performance reviews and learning plans
(competency gaps noted)
Workforce Statistics
11
Workforce Statistics
Competency profile of CFS to be reviewed against future organization needs (IMP & Business plan - PAA)
Six core CFS occupational categories: Executive; Scientific & Professional; Administrative and Foreign Service; Technical; Administrative Support; and Operational - March 2007
Closing competency gaps: CFS to Integrate learning and development needs with Departmental strategies for efficient use of resources – April 2007
12
NRCan SSO
Collective Staffing Actions: – AS 1 & 2 NRCan – Science Departments Initiative - Biologists
(BI), Chemists (CH), Forestry (FO), Physical Scientists (PC), Research Scientists (RES), Engineering (EN-ENG) and Land Survey (EN-SUR), Engineering Support (EG) – need to develop a departmental approach to HR Planning
HRSMB to provide simplified HR planning package to
facilitate the updating CFS HR plan: Define Roles and
Responsibilities – i.e. Are we capturing critical
knowledge from employees when they leave?
Develop matrix for capturing competency data – trends, effectiveness, etc.
13
Annex 2
PSMA Requirements
1. HR plans sufficiently integrated with overall business
plans to ensure that workforce has the talent to meet
objectives (PAA) ?
2. Management and other development programs
deliver what you require to meet changing priorities.
Ensure succession plans provide the needed current
and future talent for critical leadership positions.
3. Implement healthy workplace initiatives that will
result in
better performance, improved employee satisfaction
and
commitment, and staff retention?
14
Complete performance reviews and competency assessments – identify future needs and current gaps (March 2007)
Priority list to be established to cost learning plans – developmental needs – formal education (CSPS, etc) training, assignments, secondments, etc. (CFS Leadership Development Assignments?)
Integrate HR and business planning processes (IMP)
Continued collaboration on development of a comprehensive performance measurement framework for HR
Next Steps
15
Use existing PSMA appointment framework to
staff immediate needs - internal appointments
with respect to PSMA (Merit, EE, OL)
Use existing collective staffing actions to
identify potential hires – develop retention
strategy – Annex 8 Policy Analysts development
program, CAP , MTP, MDAPP - drop off rates
Positions at risk: identify collective staffing
opportunities, begin advertised competition
process, hard to place positions could be non-
advertised (PSC monitoring performance)
Next Steps
16
HRSMB to convene sector specific meetings to
guide update and integration of sector HR with
departmental strategy – to identify needs best
addressed at the sector level and those which
should be addressed departmentally (i.e. Term
Employment)
Risk Management Pilot – for discussion - use
departmental risk management profile to be
disseminated-Integrated risk management tool
– TBS linking RM to funding priorities and PAA
Integration of CFS HR plans with IMP &
Business Plans (PAA) to NRCan/FPS priorities
Next Steps
17
CFS wants to move and be seen as a workplace of choice…
A champion of horizontal collaboration within the Sector and continued leader on integration of HR Planning with Business Planning initiatives in the department
A policy-based scientific and technical authority recognized leader (FPS Branding) in advancing the FPS as a continuous learning organization
Implementation of CFS HR Plans in learning and development of employees to promote CFS as a workplace of choice in one of the most important forest countries in the world
Conclusion
18
Workforce Analysis
Workforce analysis is an important element in the planning process. Nine areas that managers may consider in an effort to better understand their workforce.
A) Skills and competencies B) Learning, training and development C) Employment type and resourcing D) Separation E) Organization structure F) Employment equity G) Official languages H) Workplace well-being I) Values and ethics
Analysis in these areas can include both quantitative and qualitative data.
Annex 1
19
Annex 2
Essential Competencies CFS
• Adaptability
• Strategic Thinking
• Analytical thinking
• Client focus
• Achievement Orientation
Important Assets
• Relationship Building
• Visioning & Alignment
• Problem Solving
• Creativity and Innovation
• Teamwork
• Project Management
20
Term Employment Positions CFS
PeopleSoft February 28, 2006
Annex 2
Annex 3
2003/2004 2004/2005 2005/2006
BRANCH/
REGION
A-
Base
SUN
SET
Grand
Total
A-
Base
SUN
SET
Grand
Total
A-
Base
SUN
SET
Grand
Total
AFC 8 5 13 7 5 12 8 2 10
LFC 11 13 24 11 12 23 5 14 19
GLFC 17 10 27 14 9 23 9 6 15
NoFC 19 12 31 21 14 35 24 9 33
PFC 12 52 64 13 56 69 19 49 68
NCR 10 0 10 10 2 12 11 1 12
Total 77 92 169 76 98 174 76 81 157
21
Annex 4
Departing Employees Knowledge Capture Project (DEKCP) First phase of the (DEKCP)- perform an Focused
Environmental Scan internal/external - learn how
to capture and transfer:
tacit knowledge (intangible in the minds of
individuals)
explicit knowledge (tangible, material) and the
legacy information of departing employees.
Focus - managing data, information & knowledge
that we all create - many HR processes are
integral in our ability to manage information
effectively i.e. exit interviews and succession
planning enable efficient capture and transfer of
information.
22
Annex 5
Year
Eligible to Retire* Actual
Retirements**
2000/2001 22 12 = 55%
2001/2002 35 20 = 57%
2002/2003 44 18 = 40%
2003/2004 58 32 = 55%
2004/2005 66 25 = 37%
2005/2006 86 19 = 22%
CFS Retirement trends
23
Annex 6
Table 3: CFS Eligibility to Retire* (calculated as of December 1, 2005)
By March 31, 2007 By March 31, 2010
Occupational
Category Population # Eligible to Retire % # Eligible to Retire %
EXEC 18 5 28 7 39
SC & PR 326 59 18 91 28
AD & FS 106 11 10 17 16
TECH 178 36 20 56 31
AD SUP 9 2 22 5 56
OPER 7 1 14 1 14
Grand Total 644 114 18 177 27
24
Departure Analysis 2001 to 2006
2000
/01
2001
02
2002/
03
2003/
04
2004/
05
2005/
06
Retirement 12 20 18 32 25 19
Transfer
Out
9 12 5 16 8 7
Other* 12 12 8 19 19 22
Total 33 44 31 67 52 48
Annex 2
Annex 7