Human Resource SecretariatBusiness Plan2011-12 to 2013-14

September 2012

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Message from the Minister

AstheMinisterofFinance,PresidentofTreasuryBoardandMinisterresponsibleforthenewlycreatedHumanResourceSecretariat(HRS),Iampleasedtopresentourfirstbusinessplanthatoutlinesourdirectionsandprioritiesfor2011-2014.ThisPlanwaspreparedundermydirection,andassuch,Iamaccountableforitspreparationandfortheachievementofthegoalsandobjectivessetoutherein.

Asoutlinedintheappendix,thekeystrategicdirectionofgovernmentfortheHRSistoenhancestrategichumanresource(HR)managementintheprovincialpublicservicebyimprovingbusinessprocesses,simplifyingaccesstoHRservicesforemployees,andprovidingconsistencyinhumanresourceservicedeliveryacrossgovernment.

PriortothecreationoftheHRS,thePublicServiceSecretariat(PSS)hadthemandateoffosteringandsupportingserviceexcellenceinhumanresourcemanagementingovernmentdepartmentsandcentralagencies.UndertheHRS,thismandatewillbefurtherenhancedthroughtheincorporationofnewandinnovativewaystohelpachievethegoalsidentifiedinitstwokeyissues:Effective,InformedHumanResourceManagementandExcellenceintheDeliveryofHumanResourceProgramsandServices.

IwishtothankthemanyemployeesofthenewHumanResourceSecretariat,whosededication,innovationandperseverancewillbethedrivingforcebehindthesuccessofthenewHRSincreatingandpromotingexcellenceinhumanresourcemanagementwithingovernment.

THOMASW.MARSHALL,Q.C.

MinisterofFinance,PresidentofTreasuryBoardand MinisterResponsiblefortheHumanResourceSecretariat

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Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Plan at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Secretariat Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

BudgetandStaffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

MandateandLegislativeAuthority. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Lines of Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

LeadershipinHumanResources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

DirectionandSupporttoGovernmentDepartmentsandCentralAgencies. . . . . . . . . 13

ProfessionalAdviceandGuidancetotheEmployer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Our Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Values and Service Commitments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Issues, Goals and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Issue1:Effective,InformedHumanResourceManagement. . . . . . . . . . . . . . . . . . . . . . . . . . 21

Issue2:ExcellenceintheDeliveryofQualityProgramsandPublicServices . . . . . . . . . 24

Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

StrategicDirections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

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Introduction

InaccordancewiththeTransparencyandAccountabilityAct,thebusinessplanfortheHumanResourceSecretariat(HRS)identifiesthekeyprioritiesfortheworkoftheHRSfor2011-2014.Thisplanaddressestwoimportantissuesformanagingthecorepublicserviceforthefuture:

• Effective, Informed Human Resource Management -providingaccurate,relevantandtimelyhuman resource(HR)informationtosupportgovernmentdecision-making;and,

• Excellence in the Delivery of Human Resource Programs and Services-supportingthetransition requirementsoftheHRSanddevelopingaplantosupportexcellenceinthedeliveryofHRprograms andservices.

Placedwithinthecontextofchangingpopulationdemographics,newopportunities,emergingdemands,andthedesiretocontinuallyadapt,improveandmodernizepublicservicesacrosstheprovince,implementationofeffectivehumanresourcemanagementpracticeswithingovernmentiscritical.ThiswillbedemonstratedthroughthemandateofthenewlycreatedHRStoenhancehumanresourceserviceswithintheprovincialpublicservicebyimprovingbusinessprocesses,simplifyingaccesstoHRservicesforemployees,providingconsistencyinhumanresourceservicedelivery,andexploringnewandinnovativewaystohelpcarryoutthismandate.

WiththecreationoftheHRS,anumberofentitiesthatprovideHRserviceswithingovernment,andtheirrespectiveemployees,willbeintegratedintoasinglepointofcontactforHRservicedelivery.Thistransitionisexpectedtorolloutinphases,during2012-2013,asfollows:

• IntegrationofthePublicServiceSecretariat,thestrategichumanresourcemanagementdivisions,

andstrategicstaffingandrecruitmentfunctions(PublicServiceCommission);

• TransitionofselectcomponentsoftheCompensationandBenefitsDivisionoftheDepartmentof Finance;and

• Transitionofpensionscounselingactivities.

ThetransitionwillentailfurtherplanningtoensurethattheHRSwillbepositionedtoprovideexcellenceinhumanresourcemanagement.

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Plan at Glance

Vision

ExceptionalPeople-ExceptionalPublicService

Mission

ByMarch31,2017,theHumanResourceSecretariatwillhavesupportedtheenhancementofthehumanresourcecapacityofthecorepublicservicetodeliverexceptionalprogramsandservices.

Goals

Goal 1:ByMarch31,2014,theHumanResourceSecretariatwillhaveenhanceditsabilitytoprovideaccesstoconsistent,relevantandtimelyinformation.

Goal 2: ByMarch31,2014,theHumanResourceSecretariatwillhaveenhancedthedeliveryofHRprogramsandservices.

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Secretariat Overview

In2011,theGovernmentProgramsOfficeconductedareviewofthehumanresourcessharedservicesmodelthatwasimplementedin2007andmaderecommendationsforchange.Thereviewidentifiedavarietyofissueswiththecurrentmodel,acrossgovernment,includingthefollowing:

• Nosinglepointofaccountabilityforhumanresourcemanagement

• InconsistentapplicationofHRpolicy

• Duplicationofeffort

ThisleadtothecreationofanewHumanResourceSecretariat(HRS),inApril2012,asameanstoenhanceHRserviceswithintheprovincialpublicserviceand,specifically,toimprovebusinessprocesses,simplifyaccesstoHRservicesforemployees,andtoprovideconsistencyinHRservicedelivery.

ThecreationoftheHRSwillsupporttheintegrationofHRservicesintoonesingleentitywithasharedvisionandaccountabilityforthedeliveryandmanagementofhumanresourcesacrossgovernment.ItwillalsosupporteconomiesofscaleinHRprogramareasaswellasopportunitiestoexploreandimplementbestpracticesinorganizationalstructureandHRservicedeliverymodelsthatarenotpossiblewhenHRservicesaredecentralizedandmanagedbyvariousdepartments.

Previously,muchofthismandatewasoverseenbytheformerPublicServiceSecretariatwhichwasresponsibleforthefollowing:

• SupportingtheTreasuryBoardCommitteeofCabinet(TreasuryBoard),responsiblefortheday-to-day managementandadministration(includinghumanresourcemanagement)ofthepublicservice;

• Settingtheconditionsofemploymentforallemployeesofthepublicservice;

• DevelopingandinterpretingHRpolicies;

• Negotiatingwithunionsonbehalfofgovernment;and

• DefiningHRmanagementproceduresandpractices,aswellasanumberofspecializedareasof programandservicedelivery(e.g.Frenchservices,employmentforpersonswithdisabilities, classificationandcompensation,organizationalmanagementanddesign).

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Overthenextfewyears,theHRSwillevolvetoplayamorecrucialroleindirectservicedeliverytodepartmentsandemployeesineffectiveHRplanning,organizationaldevelopment,employeerelations,occupationalhealthandsafety(riskmanagement),disabilitymanagement,pensionscounseling,compensationandbenefitsadministration,andadministrativeprocessesrelatedtostaffingandrecruitment.

Thefulltransitionwillbecomprehensiveandoncecomplete,theHRSwillmoveintoatransformationphasethatwillentailfurtherplanninganddevelopmenttosupporttheintegrationofallHRservices,therebyensuringthattheHRSwillbepositionedtoprovideexcellenceinHRmanagement,servicesandplanningacrossgovernment.

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Budget and Staffing Attheendofthetransition,theHRSisexpectedtooperatewithanannualbudgetofapproximately$23millionandastaffofapproximately2001.Asshowninthefollowingchart,theHRSwillincludeanumberofsectionsdistributedbetweenfourbranches-HumanResources,LabourRelations,CompensationandBenefitsAdministration,andClientServices.TheClientServicesBranchwillberesponsiblefordeliveringHRprogramsandservicestogovernmentdepartments.

TheDirectorsofbothCorporateServicesandCommunicationswillreportdirectlytotheDeputyMinisterandsupportthecorporateandcommunicationrequirementsoftheHRS.

TheofficesoftheHRSarelocatedmainlyintheEastandWestBlocksoftheConfederationBuilding,withsomeHRdivisionslocatedinvariouslocationsacrossSt.John’s,andoneemployeelocatedinCornerBrook.

1ThenumberofHRSstaffincludespermanentandtemporarypositionsanddoesnotincludeemployeeshiredthroughthe“OpeningDoors”programexceptforthoseworkingdirectlyfortheHRS.

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Organizational Chart

Director Corporate Services

Director Communications

Assistant Deputy Minister Human Resources

Assistant Deputy Minister Labour Relations

Assistant Deputy Minister Compensation and Benefits Administration

Assistant Deputy Minister Client Services

Human Resource Policy and Planning

Learning and Development

French Services

Strategic Initiatives

Human Resource Management System

Executive Director Collective Bargaining

Classification and Compensation

Organizational Management and Design

Job Evaluation System

*Payroll

*Group Insurance

*Pensions Counseling

*Staffing and Recruitment

Employment Equity for Persons with Disabilities

Strategic Human Resource Management(6 divisions)

Deputy Minister Human Resources

*Tobetransitionedatalaterdate

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Mandate & Legislative Authority

TheHumanResourceSecretariat(HRS)delivershumanresourceservicesbyfocusingoninnovation,efficiency,clearstandards,andconsistentapplicationofhumanresourcepoliciesacrossgovernment.

TheHRSalsosupportsTreasuryBoardwhoseresponsibilitiesarederivedfromtheFinancialAdministrationAct,thePublicServiceCollectiveBargainingActandtheExecutiveCouncilActandRegulations.

TheFinancialAdministrationActspecificallyidentifieshumanresource(“HR”)responsibilitiesofTreasuryBoard,asfollows:

• Determinespersonnelrequirementsandprovidesfortheallocationandeffectiveutilization ofpersonnel;

• Providesfortheclassificationofpositions;

• Determinesthepaytowhichemployeesareentitledforservicesrendered,thehoursofworkand leaveofthosepersonsandrelatedmatters;

• Establishesstandardsofdisciplineinthepublicserviceandprescribesthepenaltiesthatmaybe appliedforbreachesofdiscipline;

• Providesforothermatters,includingtermsandconditionsofemployment,TreasuryBoardconsiders necessaryforeffectivepersonnelmanagement.

ThePublicServiceCollectiveBargainingActgivesthePresidentofTreasuryBoardresponsibilityforcollectivebargaining,andtheExecutiveCouncilActandRegulationsprovidetheLieutenant-GovernorinCouncilwiththeauthoritytocreatedepartmentsandCommitteesofCabinet,andtoappointappropriateministers.

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Lines of Business

TheHumanResourceSecretariat(HRS)isaprofessionalorganizationwithingovernmentdedicatedtoprovidingexcellenthumanresourcemanagementservicesandsupportstoemployees,managers,departmentalexecutivesandTreasuryBoard.

TheHRScarriesoutitsHRmanagementmandatethroughthreelinesofbusiness:

• Leadershipinhumanresources;

• Directionandsupporttogovernmentdepartmentsandcentralagencies;

• Professionalguidanceandadvicetotheemployer.

Inadditiontothesemainlinesofbusiness,theHRShasspecialresponsibilityforcoordinatinggovernmentsupportforthedevelopmentoftheprovince’sFrancophonecommunitythroughafederal/provincialcooperationagreement.ThisisaccomplishedthroughtheOfficeofFrenchServicesunderthedirectionoftheMinisterResponsibleforFrancophoneAffairs.

Leadership in Human ResourcesTheHRSdemonstratesleadershipofthehumanresourcemanagementfunctionbysupportingemployeesandtheirmanagerstoachieveexcellenceinthedeliveryofpublicserviceprogramsandservices.Thisincludes:

• ProvidingleadershipanddirectioninHRplanning,programming,andinformationservicestoenable departmentsandcentralagenciestobettermanagetheirhumanresources;

• Conductingorganizationalresearchandevaluationactivitieswithanaimtocontinuallyimprovingand advancingthepublicserviceoftheprovince;

• Designinginnovativesolutionsforemergingpublicsectorhumanresourceissues;

• Developingandimplementingeffectivehumanresourcepolicies,programs,supportsandservicesacrossthe corepublicservice;

• Encouragingpracticesinsupportofworkplacerenewalinareassuchasworkplacediversity,healthy workplacepracticesandoccupationalhealthandsafetyprogramming.

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Direction & Support to Government Departments and Central AgenciesDepartmentsandcentralagenciesareequalpartnersinthehumanresourcemanagementfunction.TheHRSdirectlysupportsdepartmentsandcentralagenciesincarryingouttheirHRresponsibilitiesby:

• DeliveringdirectHRservicesintheareasofemployeerelations,humanresourceplanning, integrateddisabilitymanagement,andorganizationaldevelopment.

• Providingeffectiveleadershipandcoordinationintheareaoforganizationallearningand developmentactivities,includingsessionstosupportcontinueddevelopmentofemployees;

• Supportingdepartmentalmanagersintheapplicationofpolicyandcollectiveagreement rightsandprocedures,includinggrievanceandarbitrationresolutions;

• Evaluatingandassessinghumanresourcerequirementsandrecommendingappropriate organizationalstructuresandefficienciesforgovernmentdepartmentsandcentralagencies;

• Developingandmanagingprofessionaljobevaluationandsalarymanagementservicesto ensurefair,equitableandconsistentcompensationinthepublicsector;

• Buildingthecapacityofgovernmentdepartmentsandcentralagenciestoprovideeffective Frenchlanguageservicestostakeholdersandclientgroups;

• Providingeffectivesupportsandservicestoemployeesanddepartmentsrelatedto employer-basedcompensationandbenefits(e.g.groupinsurance,payroll,leave administration,pensionscounseling);

• Providingstaffingandrecruitmentservicesthroughpolicy,programs,processesand strategies,andleadingthemarketingandadvertisingofjobpostings.

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Professional Advice and Guidance to the EmployerTheHRSprovidesanextensivearrayofsupportstoTreasuryBoard,includingthefollowing:

• EstablishingemploymentstandardswhichTreasuryBoardconsidersnecessaryforeffectiveHR management,includingtermsandconditionsofemployment;

• Providingadvice,analysis,policyoptionsandrecommendationsforTreasuryBoardandgovernment departments/centralagencies;

• Conductingresearchtoinformthedevelopmentandimplementationofgovernment-wideHRand compensationpolicy,planningandprogramminginitiatives;

• Designingandmonitoringgovernment’sHRmanagementstrategyforthecontinueddevelopment

ofallpublicsectoremployees;• Representingtheemployerincollectivebargaining,grievanceandarbitrationresolutions.

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Our Clients

Infulfillingitsresponsibilityforhumanresourcemanagement,theHRSrespondstotheneedsofthefollowingclientgroups:

• CabinetanditsassociatedTreasuryBoardCommittee;

• Executives,managers,andstaffofprovincialgovernmentdepartmentsandcentralagencies;

• Otherpublicentities;

• Applicantsandpotentialemployees;and

• Generalpublic.

Additionally,theHRSworks,interacts,and/orpartnerswithpublicsectorunions,employeeassociations,publicsectororganizationssuchastheNewfoundlandandLabradorHealthBoardsAssociationandtheNewfoundlandandLabradorSchoolBoardsAssociation,aswellasotherprovincialandterritorialgovernmentsinCanada.

Values and Service Commitments

ValuesareasymboloftheprinciplesthatguidetheactionsoftheHumanResourceSecretariat.TheSecretariatstrivestoprovideasupportiveandrespectfulworkenvironmentthatfostersaculturecharacterizedbythebehavioursthatsymbolizethevaluesofitsemployees.Thesevaluesarethenequallyappliedtotheservicesprovidedtotheclientsitserves.

INTEGRITY isthefoundationforacomprehensiveandtransparentapproachtoworkinginamannerthatishonest,objectiveandfair.

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• Wedemonstrateintegrityinrelationshipswithothers,inthequalityoftheworkwedoand theadviceweprovidetoourclients.

• Weprovideadviceandconsultationthatisofhighstandardandcanbetrustedandvalidated.

• Wetakeownershipforourwork,andacceptaccountabilityforourresults.

DIVERSITYistherespectandvaluefortheuniquenessanddignityofeachindividual.

• Wekeepanopenmindandallowothersthefreedomtodothingsdifferentlybyencouraging creativityandinnovationinnewideas,approaches,programs,policiesandservices.

• Werecognize,seek,welcomeandlistentotheperspectivesandideasofothersandcommunicate openlyandhonestlyup,down,andacrosstheorganization.

• Wetreatpeoplethewaywewanttobetreatedandwewilltreatthemequitablyevenifit meanstreatingthemdifferently.

SERVICE EXCELLENCEinvolveslisteningto,understandingandfulfillingtheneedsofourclientsinabalanced,effectiveandconsistentmanner.

• Weacknowledge,listen,helpandfollowthroughonourcommitments,servicesandinteractions.

• Weareaccessibleandprovideseamlessservice,andconsistentlyseekinnovative,efficientand effectivewaystodeliverservicesthatmeetourclients’needsinatimelymanner.

• Wecollaboratewithpartnerstoensureprovisionofthebestadvice.

• Wemonitortheenvironmentforchangingneeds,newoptionsandemergingopportunities.

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Vision and Mission

Vision

ExceptionalPeople–ExceptionalPublicService

Ahighperformingpublicserviceisessentialtogovernment’sabilitytodelivereffectiveprogramsandservicestothepeopleofNewfoundlandandLabrador.Thisrequiresthatemployeesatalllevelsoftheorganizationhaveasupportiveandengagedworkenvironmentthatprovidestheinformation,skills,toolsandsupportsemployeesneedtobesuccessfulatwork.Italsorequiresthatmanagementpracticesandsupportsevolvetomeetthechangingdynamicswithintheworkplace,theworkforce,andsocietyatlarge.

Duringthetransitionphases,theHumanResourceSecretariatwillfocusonenhancinghumanresourceserviceswithintheprovincialpublicservicebyimprovingbusinessprocesses,simplifyingaccesstoHRservicesforemployees,andprovidingconsistencyinhumanresourceservicedelivery.Withinthescopeoftheseareas,theHRSwillcontinuetoplayaleadershiproleinthedevelopmentandimplementationofHRinformationandsupportsaimedatensuringsuccessatalllevelsoftheorganization–individualemployeesandmanagers,departmentsandcentralagenciesandgovernmentasawhole.

Mission

ByMarch31,2017,theHumanResourceSecretariatwillhavesupportedtheenhancementofthehumanresourcecapacityofthecorepublicservicetodeliverexceptionalprogramsandservices.

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Performance Measure

Enhancementofthehumanresourcecapacityofthecorepublicserviceissupported.

Indicators• StrategiestosupportserviceexcellenceinthedeliveryofHRprogramsandserviceshavebeen developedandimplementedacrossthecorepublicservice.

• Communicationhasbeenenhancedtosupporttheexchangeofinformationbetweendepartments,

centralagenciesandtheHRS.

• TheintegrityandaccessibilityofHRmanagementinformation,aswellasinformationcollection

andmanagementpractices,havebeenenhancedthroughanintegratedHumanResource

ManagementSystem.

• Humanresourcepolicies,programs,toolsandserviceshavebeenrevised,developed

andcommunicated.

• Learningactivities,toolsandresourceshavebeendevelopedtosupportemployeesatalllevelsof theorganization.

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Issues, Goals and Objectives

Asperthestrategicdirectionofgovernmenttoenhancestrategichumanresourcemanagementwithintheprovincialpublicservice,itisessentialfortheHRStomonitortheemergingtrends,issuesanddemographicsthatareimpactingthedeliveryofpublicservicestothepeopleoftheprovince.PreparingforchangeandsupportingserviceexcellencewillbeaccomplishedthroughanumberofHR-relatedfocusareasthatwillguideHRSactivitiesforthedurationofthisplanningcycle,e.g.improvingbusinessprocesses,simplifyingaccesstoHRservices,andprovidingconsistencyinHRservicedelivery.

Keydemographicchangesinfluencingthisplaninclude:

• Thepopulationoftheprovincehasstabilizedoverthelastcoupleofyears;however,theaging

trendcontinues.

• Theprovinciallabourmarketistightening,particularlyforhighdemandoccupations.

• Employersarecompetingagainsteachotherforasmallerlabourpoolandalsofacingcompetition fromrecruitersfromacrossNorthAmerica.

• Inrecentyears,theprovincehasbeenexperiencingagreaterbalancingofratesofout-andin- migrationofskilledyouthandworkers–whilesomearestillleavingtheprovince,othersarearriving orreturning.

• Migrationisexpectedtodrivepopulationgrowthinthefuture.

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Consideringgovernment’sownemployeedemographics,sometrendsareemerging.Forexample,theaverageageofthecorepublicservice2workforcehasremainedrelativelyunchanged,atabout44yearsofage,since2004.Between2004and2010,thenumberofcorepublicserviceemployeesunder35yearsofagegrewby56percent,whilethe50+agegroupgrewby39percent.Aswell,since2008,thenumberofretirementshasbeenincreasing.Seasonedemployeesworkingwithnewemployeeshelpstofosteracultureofhealthandsafety,diversity,innovation,learning,andpartnershipwithinthepublicservice.

Tocontinuetoencourageandpromotethisculture,theHRSwilldevelopandimplementsupports,anddisseminateinformationneededtoensuresuccessatalllevelsoftheorganization.TheHRShasidentifiedtwokeyissuesforthe2011-2014businesscycle:• Effective,InformedHumanResourceManagement,and• ExcellenceintheDeliveryofHumanResourceProgramsandServices.

Theseissuesarebrieflydescribedinthefollowingsections.Thegoalsidentifiedforeachissuereflecttheexpectedresultsfor2011to2014,whiletheobjectivesprovideanannualfocus.

2CorepublicservicereferstoProvincialGovernmentdepartmentsandcentralagencies.

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Issue 1: Effective, Informed Human Resource Management

Asperthestrategicdirectionofgovernment,theHRSischargedwithenhancinghumanresourceserviceswithintheprovincialpublicservice.Inresponse,theHRSwillaimtoenhanceaccessibilitytoaccurate,relevantandtimelyinformationtosupportgovernmentdecision-makingforeffective,strategicHRmanagement.Fromahumanresourcesperspective,informationmayrefertodataabouttheorganization(e.g.employee-orposition-basedinformation),ortheactivitiesoroutputsofHRprogramsandservices(e.g.policies,processes,employeeandmanagerhandbooks)thathavethepotentialtoshape,eitherdirectlyorindirectly,thedeliveryofservicestothepublic.

EmergingtrendsanddemographicscontinuetoinfluencetheevolutionofHRmanagementinitiatives.Assuch,theavailabilityofcomprehensiveandconsistentinformationhasbecomecriticalforeffectiveworkforceplanningtoaddresschange,especiallyintheareasofsuccessionmanagementandtheattractionandretentionofemployees.Suchinformationalsoinformscoremanagementfunctionsincludingproductivity,performance,attendancemanagement,andhealthandsafety.

TheHRSplaysakeyroleinensuringthatthebestpossiblehumanresourceinformationisavailabletosupportthedecision-makingprocessesofTreasuryBoardanddepartments,andultimately,thedeliveryofhighqualityprogramsandservicestothepublic.Overthecourseof2011-2014,emphasiswillbeplacedonsupportingdepartmentalHRplanningandmanagementactivitiesrelatedtointernaltalentandknowledge,careergrowthanddevelopment,andinnovationinorganizationalmanagementthroughtheeffectiveuseofdepartmentalHRinformationresources(e.g.demographicinformationrelatedtovacancies,recruitmentactivity,etc.).

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Toaccomplishthis,government’snewinformationtechnologysystem–theHumanResourceManagementSystem(HRMS),currentlyunderdevelopment,willsupporthumanresourcesandpayrollrequirementsbymodernizingwork-flowprocessesandcentralizinghumanresourceinformationinordertofacilitatemoredetailedandtimelyhumanresourcereporting.Withinthereportingperiod,aphasedapproachhasbeenadoptedforthedevelopmentofthissystem,asfollows:• PhaseOneisexpectedtobecompletein2011-2012andincludestheinitialplanningandfinalizationof systemrequirements.• PhaseTwoisexpectedtorolloutbetween2012and2014,andwillincludetheimplementationofthenew systemforpayrollandbenefitsforteachers,pensionersandthepublicservice,aswellasBaseHR,Position Management,timeandlabour,andabsencemanagementfunctions.

FuturephasesoftheHRMSwillbeafocusforthenextplanningcycleandwilldeliveradvancedHRfunctionsforthecorepublicserviceintheareasoforganizationaldevelopment,humanresourceplanning,occupationalhealthandsafety,andrecruitment.

Itwillalsoprovideastablefoundationforenhancementstohumanresourcefunctionsduringfuturephasesoftheproject.

Goal: By March 31, 2014, the Human Resource Secretariat will have enhanced its ability to provide access to consistent, relevant and timely information.

Measure: Provisionofaccesstoconsistent,relevantandtimelyhumanresourcesinformationisenhanced.

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Indicators:• Accessto,anduseof,humanresourceplanninginformationandtoolshavebeensupported.

• DevelopmentandimplementationofcomponentsoftheHumanResourceManagementSystemhave beensupported.

Objective 2011-12ByMarch31,2012,theHumanResourceSecretariatwillhaveinitiatedactivitiestoupdatepriorityHRinformationresources.

Measure: ActivitiestoupdatepriorityHRinformationresourcesareinitiated.

Indicators:

• HRinformationresourceshavebeenidentified.

• PriorityHRinformationresourceshavebeenreviewed.

• UpdatestopriorityHRinformationresourceshavebeeninitiated.

Objective 2012-13ByMarch31,2013,theHumanResourceSecretariatwillhavesupporteddepartmentalaccesstoanduseofhumanresourceinformation.

Objective 2013-14ByMarch31,2014,theHumanResourceSecretariatwillhavesupporteddevelopmentofthenewHumanResourceManagementSystem(HRMS).

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Issue 2: Excellence in the Delivery of Human Resource Programs and Services

ExcellenceinserviceandprogramdeliverywillassistintheachievementofthestrategicdirectionofgovernmenttoenhanceHRserviceswithintheprovincialpublicservice.Thiscanbeaccomplishedthroughemployeeswhopossessthetalent,skills,andcommitmenttoprovidethislevelofservicetothepublic,aswellasaworkenvironmentthatsupportsthegrowth,developmentandwell-beingoftheemployeeswhoareinvolvedindeliveringthesegovernmentprogramsandservices.

Significantoutcomeshavealreadybeenaccomplishedintheareaofserviceexcellenceaspartofgovernment’smostrecenthumanresourcemanagementstrategy,CreatingTomorrow’sPublicService.Thisstrategywasdesignedtopromotesuccessatalllevelsoftheorganization,andprovidedtheinitialframeworkfordepartmentsandagenciestoforecastandmanagetheirworkforce,whilecontinuingtomakestridestowardavisionofserviceexcellenceforthecitizensoftheprovince.

Ofcourse,serviceexcellencealsorequiresacommitmenttoenhanceinternalhumanresourceservicestoemployeesanddepartmentsbyimprovingbusinessprocesses,simplifyingaccesstoHRservices,providingconsistencyinhumanresourceservicedelivery,andexploringnewandinnovativewaystohelpcarryoutthismandate.

From2011-2014,theHumanResourceSecretariatwillcontinuetobuildonthefoundationsoftherecentHRstrategywhilefocusingonthetransitionofemployeesandentitiesresponsibleforthedeliveryandmanagementofHRservicesacrossgovernmentintooneentityresponsibleforexcellenceininternalHRmanagement.Thistransitionwilltakeplaceinphases,andwillbeginwiththeincorporationoftherolesandfunctionsofPublicServiceSecretariatinthespringof2012.Thebalanceoftheentities(i.e.sixstrategichumanresourcemanagementdivisions,CompensationandBenefitsDivision,GroupInsuranceDivision),aswellasstrategicstaffingandrecruitmentfunctions,andpensionscounselingactivitieswilltransitiontotheHumanResourceSecretariatinthefall/winterof2012-2013.

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FollowingtransitionofallHRservicedeliveryentitiesintothenewHumanResourceSecretariat,theHRSwillmoveintoatransformationphasethatwillentailfurtherplanninganddevelopmenttosupportintegratedHRservicedelivery.

Goal: By March 31, 2014, the Human Resource Secretariat will have enhanced the delivery of HR programs and services.

Measure: DeliveryofHRprogramsandservicesisenhanced.

Indicators:• AplantosupportexcellenceinHRprogramdeliveryhasbeendeveloped.

• HRpolicies,programsandserviceshavebeenupdatedanddeveloped.

• Regularmonitoringoftheworkenvironmenthasbeenconductedandfindingshavebeen

communicatedtodepartments.

• TheintegrationofHRfunctionsintotheHRShasbeensupported.

Objective 2011-12ByMarch31,2012,theHumanResourceSecretariatwillhavesupportedgovernment-wideworkforcedevelopmentactivities.

Measure: Government-wideworkforcedevelopmentactivitiesaresupported.

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Indicators:• Researchandanalysisonworkforcedevelopmentprioritieshasbeenconducted.

• Resultsofthepublicserviceworkenvironmentsurveyhavebeencompiled,analyzedandshared withdepartments.

• Departmentshavebeensupportedtocompleteworkforceplansandbeginimplementationof

prioritydevelopmentactivitieswiththeiremployees.

• Areviewofgovernment’shumanresourcemanagementstrategyhasbeeninitiated.

• Prioritycorporatelearninganddevelopmentinitiativeshavebeenenhancedandcommunicated.

• HRpolicy,programsandserviceshavebeenidentifiedforreview,developmentand/orupdate.

Objective 2012-13ByMarch31,2013,theHumanResourceSecretariatwillhaveinitiatedthetransitionofemployeesresponsibleforthedeliveryandmanagementofHRservicesacrossgovernmentintoonesingleentity.

Objective 2013-14ByMarch31,2014,theHumanResourceSecretariatwillhaveenhancedserviceexcellenceinhumanresourcemanagementandplanningwithinthecorepublicservice.

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Appendix

Strategic Directions

Strategicdirectionsarethearticulationofdesiredphysical,socialand/oreconomicoutcomesandnormallyrequireactionbymorethanonegovernmententity.Thesedirectionsaregenerallycommunicatedbygovernmentthroughplatformdocuments,ThroneandBudgetSpeeches,policydocuments,andothercommuniqués.TheTransparencyandAccountabilityActrequiresdepartmentsandpublicbodiestotakeintoaccountthesestrategicdirectionsinthepreparationoftheirperformance-basedplans.Thisactionwillfacilitatetheintegrationofplanningpracticesacrossgovernmentandwillensurethatallentitiesaremovingforwardonkeycommitments.

Government’sstrategicdirectionrelatedtohumanresourcemanagementisclearinthatithaschargedthenewlycreatedHRStoenhancehumanresourceserviceswithintheprovincialpublicservice.Thisstrategicdirectioniscomprisedoffourmaincomponents,orfocusareas.Thesefocusareasareaddressedthroughthevariousplanningprocessesofthesecretariat.Asindicatedinthetablebelow,mostcomponentsareaddressedtosomeextentinthisbusinessplanwhileothersareaddressedintheoperationaland/orworkplanningprocesses.

Title:StrategicHumanResourceManagementintheProvincialPublicService.

Outcome Statement: Theoveralloutcomeisaworkforcethatispositionedtocontinuetoprovideserviceexcellencetothepeopleoftheprovince.Thiswillbeachievedthroughtheimprovementofbusinessprocesses,simplifiedaccesstoHRservicesforemployees,andprovisionofconsistencyinHRservicedelivery,whileexploringnewandinnovativesolutionstoenhancingtheseserviceareas.

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Achievement of this outcome requires systematic intervention in the following areas:

Component of strategic direction Applicable to other entities reporting to the Minister

This direction is addressed in the following plans:

Business Operational Work

Human Resource InformationSupportingeffectiveHRplanninganddecisionmaking.

Public Service CapacityEnsuringthecurrentpublicsectorworkforceispositionedforsuccess.

Public Service CompetitivenessPositioningGovernmentasanEmployerofChoice.

Public Service Work EnvironmentFosteringanenvironmentconducivetoemployeewell-beingandjobsatisfaction.

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