Human Resources Business Plan

Human
Resources
Business Plan 2012-2014
1 Human
Resources
Business Plan 2012-2014
BUSINESS UNIT NAME
Table of Contents Business Plan 2012-2014
1.0 EXECUTIVE SUMMARY ..................................................................................................................... 1 2.0 ACKNOWLEDGEMENTS .................................................................................................................... 2 3.0 BUSINESS UNIT OVERVIEW .............................................................................................................. 3 3.1 Mission\Vision\Values ..................................................................................................................... 3 3.2 Organization Chart ........................................................................................................................... 4 3.3 History .............................................................................................................................................. 5 3.4 Accomplishments ............................................................................................................................. 5 3.5 Initiatives and Major Capital Projects in Progress ........................................................................... 7 4.0 ANALYSIS .......................................................................................................................................... 8 4.1 Financial Summary ........................................................................................................................... 8 4.2 Core Business and Service Levels ..................................................................................................... 9 4.3 Performance Measures .................................................................................................................. 10 4.4 Key Customers and Stakeholders .................................................................................................. 12 4.5 Current Context ............................................................................................................................. 13 4.6 SPOT Analysis ................................................................................................................................. 14 5.0 STRATEGIC INITIATIVES & OPPORTUNITIES ................................................................................... 16 Human
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Business Plan 2012-2014
1.0 EXECUTIVE SUMMARY This business plan outlines the environment, challenges, opportunities and priorities for the Human Resources team over the next 3 to 5 years. This plan will act as a route marker to indicate if we are on the right path or to allow us to explain why we have chosen a new path. It is important to realize that as a member of the Corporate Services family we are by definition here to serve the corporation. While we have clear thoughts on our own priorities and wishes we are cognizant of the fact that we must align with the priorities of our customers. With this in mind we have created some space in this plan to fine tune our action items so that we are supporting the needs of our customers. We believe that our efforts will be congruent with our customers’ needs if we focus on building organizational trust within and between all levels of our employees. This will build stronger and more respectful relationships, create opportunities to establish dialogue, increase levels of employee engagement and result in a more productive workforce. This approach will also create the foundation upon which we can build more meaningful performance tools, development plans and succession strategies. The results of these efforts will be programs and services that will align values and support decision making. Our goal is that all employees will have clarity in how their contribution supports the vision; Managers will have the tools that they require to be effective in supporting and developing their staff; together we will “foster a culture of public service that earns the trust, respect and confidence of our community.” 1 Human
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Business Plan 2012-2014
2.0 ACKNOWLEDGEMENTS The following team members were instrumental in the development of this business plan: Brad Doak Human Resources Consultant Cara Lembicz Junior Human Resources Consultant Chris Lastiwka Compensation Consultant Dean Oikawa Benefits Manager Heather Reece Human Resources Consultant Jason Elliott Human Resources Manager Mary Kay Organizational Development Manager Rhonda Friesen Human Resources Consultant Graeme Woods Facilitator Thanks to all of the team for their support during this busy time: Barbara Halden Leora Dyer Carla Elfring Mari Penner Carla Koyata Matt Malinowski Chris Ingold Melanie Fox Darcy Zimmerman Rob Scotland Erin Pocai Rosi Gregory Jan Hudson Trina MacDonald Jodi Findlay Val Jackson Karey Setoguchi 2 Human
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Business Plan 2012-2014
3.0 BUSINESS UNIT OVERVIEW The Human Resources team coordinates the flow of people into, through and out of our organization. All of our activities support this flow of human resources. Our activities are grouped into key functions including: attraction, orientation, compensation and benefits, development, retention, labour relations, disability and wellness. The alignment and effectiveness of these functions ensures that the City of Lethbridge has the right people in the right positions at the right time. This in turn allows the City to deliver services to residents in an effective and efficient manner. In order to facilitate the delivery of our services we have divided our team into three service areas.  The Time and Labour team is responsible for the collection, input, auditing and reporting of data which informs the payroll system. This team works with our customers on a daily basis to share information and answer questions regarding this information. Meeting customers’ needs through effective use of our systems is a key objective of the Time and Labour team. 
The Employee Resource Centre (ERC) team looks after all the benefits and disability programs. This includes the flexible benefit plans, short and long term disability claims management, return to work program, wellness program, and pension plans. The ERC team is often the first point of contact for employees with questions due to the convenient office location near Public Operations and Transit. 
The Corporate Human Resources team is located in City Hall and is responsible for employee attraction, onboarding, training and development, information management, labour relations, compensation, employee relations, manager support and general human resources advice. 3.1 Mission\Vision\Values Mission: We provide professional human resource services in order to attract, retain, support and develop our employees so that they can serve the public in a way that earns the trust, respect and confidence of our community. Vision: To promote a fully engaged workforce who serve our community with excellence. Values: The HR Team supports the values espoused by our Leadership Team. 3 Human
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Business Plan 2012-2014
3.2 Organization Chart 4 Human
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Business Plan 2012-2014
3.3 History As a department, Human Resources (HR) has come a long way since 1891. In our current form we have only been together since 1990 when Payroll moved to Finance and “Personnel” was renamed to “Human Resources”. In 1996 the Employee Resource Centre (ERC) was formed and the Time and Labour team joined Human Resources in 2006. In reviewing our history since the 1990’s we noted some themes emerging. In the early days of HR there was an emphasis on transactional work; collecting and accurately recording information related to a growing workforce. In the late 1990’s and into 2000 there was an effort to grow our programs and services offered to employees. It was also during this time that emphasis was placed on the importance of relationships with staff. Around 2005 efforts were focused on a growing staff compliment and the adjustments required supporting this significant change to our workforce. Customer focus was highlighted as the learning that occurred during this time. In 2010 we were working hard to align and integrate our programs and services to offer a coordinated solution in an efficient manner to our staff. This is a theme we see continuing in the near term. 3.4 Accomplishments We have survived a number of key staff changes on our team in the last three years. Each section of our department has experienced someone leaving or joining and despite the challenges we are proud to say that we have continued to deliver excellent service to our customers. The following is a brief description of some of the successes we’re most proud of! Disability Rates at Pre‐1999 Levels – Due to the ongoing efforts of our ERC staff to educate and gain the participation of our customers in return to work programs, our short and long term disability rates are at levels not seen since 1998. Our Disability Partnership model continues to be the envy of our municipal colleagues. Time and Labour – This Team has been extremely successful in delivering service with an emphasis on efficiency. Efforts of the team have allowed for a number of system improvements including the highly popular automatic uploading of time. This has created capacity among the team to offer their services to other areas of the organization. Maximizing use of our systems creates capacity which results in more efficiency. 5 Human
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Business Plan 2012-2014
New Employee Orientation Program – We are proud to list our new employee orientation program as an accomplishment this reporting period. Effectively bringing new staff on board does not end with the interview or job offer; all new staff participate in a half day session at City Hall where they get to network with other new and existing staff, including the City Manager. They also receive valuable information regarding key city functions and walk away with a gift. This program has been so well received that our not so new employees want to attend. Vascular Risk Assessment Program – This is the third year that we have offered this excellent program to our staff. It is a free, fun and informative way to raise awareness regarding your heart health and the risks of diabetes. 216 employees have been screened, many more than once, since January 2009. It has been such a success that we expect a waiting list for the upcoming assessments. This program also reinforces the importance of community partnerships. We would not be able to offer this program if not for the support of the University of Lethbridge nursing faculty, Alberta Health Services and Pfizer. New Manager’s Scavenger Hunt – This program offers a fun and interactive way to get new managers out of their offices, meeting key people in the organization, establishing contacts they can call on for assistance and discovering how we work in support of each other to achieve corporate goals. Crucial Conversations – In an effort to achieve our goal of building trust and improving relationships throughout the organization, we have looked for ways to improve the communication skills of our employees. Crucial Conversations is a program focused on doing just that and so far 150 of our employees have participated in the training. The program is delivered by in‐house trainers and given its success we have no plans to slow down until everyone is comfortable having crucial conversations! Leadership Skills Program – We trained 200 staff in our Leadership Skills for Supervisors sessions where participants learned a common language to use in many aspects of self awareness, coaching and supervising staff. Western Cities Conference 2010 – This past fall the City of Lethbridge HR team hosted 150 delegates from all over Western Canada and the Yukon for four days here in Lethbridge. We attracted world renowned business thinkers and authors who presented their materials to delegates and a large number of City staff. Our first time hosting this municipal HR conference was a huge success! 6 Human
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Business Plan 2012-2014
Online Recruitment System – Leveraging our ownership of PeopleSoft, we developed and are ready to implement a new PeopleSoft module which will enable candidates to apply for employment online. This system will help streamline the recruitment process for all involved and allow candidates a new way of interacting with the City of Lethbridge. Collective Bargaining – At the beginning of each business planning cycle we are either ramping up for, or winding down from negotiations with the various Unions representing our employees. At present we have nine different collective agreements and although some of the bargaining sessions have been challenging, in general we benefit from strong working relationships with our Union representatives; it has been many years since we have had labour unrest. Online flexible credit allocations – In 2010 we ran a pilot project to introduce employees to an online opportunity to make their annual flexible credit allocations for their health spending accounts. All reports were positive and we expect to fully implement this in 2011. 3.5 Initiatives and Major Capital Projects in Progress The Human Resources team is not directly involved in major capital projects at this time; we are however, indirectly involved. We support the staffing planning and workforce transition strategies with projects such as the ENMAX Centre, Public Operations renovations and Stafford Centre move. These projects require that staff needs are considered and training and support offered where appropriate. 7 Human
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Business Plan 2012-2014
4.0 ANALYSIS 4.1 Financial Summary Corporate Services
Human Resources
Budget Summary
2007
2008
2009
2010
2011
2008-2011
Actual
Budget
Budget
Budget
Budget
Change
Revenues
Other Revenues
Sales of Goods & Services
69,944
90,400
80,606
81,759
82,963
(7,437)
3,775
1,000
1,000
1,000
1,000
0
73,719
91,400
81,606
82,759
83,963
(7,437)
320,405
281,800
360,700
316,400
316,900
35,100
(605,918)
(490,200)
(525,000)
(548,400)
(573,300)
(83,100)
58,237
51,000
109,900
44,900
44,900
(6,100)
Other Personnel
154,297
140,500
150,700
157,700
164,700
24,200
Expenses
General Services
Interdepartmental Transfers
Materials & Supplies
Reserve Transfers
(46,031)
0
(75,100)
(36,300)
(38,100)
(38,100)
Transfers to Capital
Wages & Benefits
(23,337)
0
(65,000)
0
0
0
1,369,619
1,446,600
1,729,245
1,826,031
1,917,522
470,922
1,227,272
1,429,700
1,685,445
1,760,331
1,832,622
402,922
Total Human Resources
1,153,553
1,338,300
1,603,839
1,677,572
1,748,659
410,359
8 Human
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Business Plan 2012-2014
4.2 Core Business and Service Levels Human Resources – Core Business & Service Levels
Core Services ‐ Disability Management Description of Service:
Service Levels:
Claims adjudication To adjudicate claims in a timely manner Return to work To mitigate claims costs while ensuring safe return to work Employee education/awareness To provide information to avoid claims or reduce amount of time off on claim Core Services – Labour Relations Description of Service: Service Levels: Union/Management relations To respond to issues in a timely manner Negotiations
To conclude agreements which respect each parties’ needs Investigations/dispute resolution To provide a consistent approach and predictable outcomes Core Services – Recruitment and Staffing Description of Service: Service Levels: Staffing Planning To ensure the right position is posted to fill the need Attraction To post the positions at the right times in the right locations Selection/Onboarding To select the best candidates and position them for success Core Services – Information Systems Description of Service: Service Levels: Employee personal data To capture information accurately in a timely manner Employee pay data To capture information accurately in a timely manner Support systems To capture and report information that is useful to an engaging employee experience Core Services ‐ Total Compensation Description of Service: Service Levels: Benefits To offer benefits program which meet the majority of employees’ needs the majority of the time. Compensation To provide an equitable and transparent system that compensates staff fairly. Recognition To provide a program that has a high perceived value to our employees. 9 Human
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Business Plan 2012-2014
Human Resources – Core Business & Service Levels
Core Services – Employee Development Description of Service:
Core Competencies Service Levels:
To develop all employees’ core competencies to an appropriate level in a timely manner. Technical Competencies To make available training opportunities to support employees’ technical training requirements. Leadership Competencies To develop employees’ so they may position themselves for internal promotion. 4.3 Performance Measures Capturing and analyzing data to inform decision making is a priority for our team during this business cycle. The following are some common performance measures used today. 10 Human
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Business Plan 2012-2014
Disabilty Premium Rates
6
5
% of Payroll
4
3
2
1
0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Employee 25%
Employer 75%
Total 11 Human
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Business Plan 2012-2014
4.4 Key Customers and Stakeholders Human Resources – Key Customers/Stakeholders
Key Customers/Stakeholders Summary of Perceived Needs or Expectations 
City Council 


Processes and practices which are fair and legal Accountable staff Fair compensation systems 
Leaders 


Trend analysis Advice on organizational issues Subject matter experts (Labour, benefits, systems) 
Applicants 

Access and information Clear hiring processes 
Employees 



Pay and benefits Training and development opportunities Clear expectations/direction Coaching 
Managers 





Employee support, advice, coaching Subject matter experts (compensation, labour etc.) Team building, relationships Return to work information Performance and attendance management Interpretation of agreements, policies 
Suppliers; Trainers; Consultants 
Information, reporting, clear processes, business 
Boards (Disability, Museum) 
Citizens 


Fair and efficient hiring Productive employees Value for tax dollars 
Regulatory Bodies 
Reporting and information 
Unions 
Fairness, trust, sharing of information, ability to represent their members 
Other municipalities/employers/networks 
Information, sharing, support, advice Police, Library, 
Negotiations, employee support, guidance, advice 12 Human
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Business Plan 2012-2014
4.5 Current Context TRENDS: 
Increase in multiple careers with multiple employers 
Decrease in continuity of staffing 
Increase in retirements (boomers leaving = loss of knowledge) 
Increase in conflict among employees 
Increase in sick claims as baby boomers age 
Increased complexity of sick claims 
Increase use of technology leads to increased training needs 
Increased number of employees with different needs (four generations) 
Increase in staff new to the City of Lethbridge 
Increased sensitivity to economic trends 
Increased speed at which the economy can fluctuate 
Increased responsiveness and partnerships with customers 
Increased complexity 
Increased self reliance of Managers 
Decrease in availability of trades/skilled workers 
Increased use of assessment tools 
Increased demand for higher wages 
Increased demand for flexibility (schedules, location, retirement) 
Increased financial sensitivity 
Up to date advice and information 
Trusting relationship with HR staff 
Hands on personal service 
Adoption of new tools and processes (i.e. self service) 
Availability of labour to replace retirees 
Legislation – Employment Standards, Labour, Human Rights 
Collective agreements, organizational policies and procedures CUSTOMER NEEDS: UNCERTAINTIES: OTHER FACTORS: (Technology, Facilities, etc.) 13 Human
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4.6 SPOT Analysis STRENGTHS: 
The HR Team – knowledgeable, experienced, professional, diverse points of view, dedicated, adaptable, self directed, skilled, development support, customer focused 
Customer Service Model – accessible, understandable, focused, diverse work, deep understanding of customers, confidence of managers 
Strong Programs – Flex benefits, training and development, service recognition, disability management, time collection/entry 
Good Employer 
Relationships are important and valued 
Lack of perception of work culture 
Lack of employee to employee trust, respect, accountability and
communication 
Lack of documented procedures – knowledge management within HR 
Limited succession planning 
Limited organizational history on HR Team 
Silos within HR – functions can easily get disconnected from overall function 
Need to improve measurement of HR performance 
Employee development programs are one size fits all 
Get very busy doing transactional work 
Managing demographics – values are different, aging workforce, retirements, productivity PROBLEMS: 14 Human
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Business Plan 2012-2014
OPPORTUNITIES: 
Use portal to educate and enhance communication with customers 
Develop new recruitment and reputation management strategy 
Leadership development (Leader vs. technical expert) 
Develop metrics for HR service levels and performance 
Develop internal marketing strategy 
Set clear priorities 
Create a knowledge management system 
Engage employees differently 
Develop alternative learning methods (mentorship, wikis, active learning) 
Budget pressures 
Changing demographics 
Unclear priorities ‐ Many of our work priorities are customer driven 
Disconnect in attitudes and understanding of organizational values, culture and behaviors 
Recruitment challenges in particular areas 
Lack of aligned/integrated performance management system 
HR not always used as subject matter experts – “HR is just common sense” 
Change in union executive – relationship building THREATS: 15 Human
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5.0 STRATEGIC INITIATIVES & OPPORTUNITIES HUMAN RESOURCES – 5 Bold Steps
Bold Step 1. Workforce Engagement 2.
Employee Portal Development/ Implementation
Primary/Secondary Objectives  Determine what programs and services to keep, stop, start  Align our efforts with customer needs  Create focus for our employees and the HR team  Ensure that we are supporting our workforce  Build trust and mutual respect to increase engagement 
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


Enhance communication with employees Increase self service Inform, interact, engage Clear, understandable, accessible and timely information Single source of information
3. Capture & Establish Baseline Data  Utilize objective data to support decisions and recommendations  Justify service levels and increase confidence in decision making  Evaluate strategies and identify trends and opportunities more quickly  Create a benchmark for future comparability  Continuous improvement 4. Performance Management [linked with customer priorities] 5. Employee Development [linked with customer priorities] Notes: #4 and #5will be a secondary step after effort and momentum is created in #1. 16