Roles and Responsibilities for the Human Resource Business Challenge

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1 Roles and Responsibilities for the In 2006 the BC Public Service began a major change initiative; to reinvent the BC Public Service as an employer. The first corporate human resource plan for the province outlined three goals: building our internal capacity, improving our competitiveness and managing for results. The Corporate Executive of government is focussed on the strategies and solutions to address the challenges outlined in the corporate human resource plan. The following clarifications are being made for the roles and responsibilities going forward to ensure that appropriate direction and supports are in place for every individual in the organization whether at the executive level or at the front-line of service delivery to be successful. Deputy Ministers Council and the Deputy Ministers Committee on the Public Service The corporate executive of government has a responsibility to seize the opportunity to shape a different and innovative approach to public administration and prepare the public service for the coming changes. The Deputy Ministers Committee on the Public Service, a sub-committee to Deputy Ministers Council, is responsible for guiding a strategic agenda to: define and advance at a corporate level a new way of operating within the BC Public Service; drive momentum on the human resource initiative; take advantage of opportunities to communicate and reinforce key messages to employees; encourage leadership at all levels of the organization for the transformation; and set the definition of success. DMCPS informs the corporate priorities and the strategic direction on those priorities. DMC approves the direction of DMCPS and communicates the approach through the organization. Focus areas for the strategic agenda include human resource policy vision, brand-identity, engagement, performance management, organizational culture and values, leadership development, succession planning, recognition and the evolution of service delivery. FROM: Human resource planning at a ministry level without a corporate or strategic approach. TO: Strategic Human Resource Strategy owned by the Executive of Government.

2 FROM: A human resource strategy defined by recruitment and retention efforts. TO: An expanded strategy that encompasses the future of public administration and delivery of government services. Premier s Office The Deputy Minister to the Premier, as the Head of the Public Service provides the overall leadership and direction to the public service initiative. The Deputy Minister to the Premier serves as chair of both DMC and DMCPS. The office is responsible for developing the overarching organizational strategy and driving the change through the organization. The office develops the corporate human resource plan and mobilizes ministry executives and all individuals in the public service on their role in the plan. The office also drives momentum in the plan through internal corporate communications and by setting direction on brand and identity and organizational culture and values. As each Deputy Minister reports to the Deputy Minister to the Premier, the office is responsible for holding executives accountable for their workforce strategies. The office supports both DMCPS and DMC. FROM: Human Resource Strategy at a corporate level being led by the Public Service Agency. TO: A leadership role for the head of the public service in setting the strategic human resource direction and driving change through the organization. FROM: Internal communications on a silo-basis in ministries. TO: Defining the public service as one employer with a corporate community and brand. Ministry Executives Deputy Ministers, Associate and Assistant Deputy Ministers Ministry Executives are responsible for understanding the business challenge of government, as defined by DMC, and applying this understanding to their organizations in order to set the ministry s strategy. In order to do this executives need a good understanding of the government s business challenge and the corporate priorities, as well as their workforce analytics and the challenges and opportunities facing individual lines of business. A focus on this business challenge is part of every executive s performance agreement. It is expected that this challenge will occupy more and more of an executive s time as the human resource issue become critical to delivering on the administration s objectives. July 2008 Page 2 of 6

3 Specific responsibilities include setting ministry-level strategy on engagement, management compensation strategy, succession planning, recognition, the evolution of service delivery to meet the business challenge and ensuring implementation of corporate initiatives. Executives are responsible for setting the direction for and approval of the ministry s workforce plan, which is a working document of the ministry s analysis of human resource supply and demand forecasts, forecasted vacancies, and Work Environment Survey results and the resulting ministry-level strategies that these analyses suggest. The ministry s plan is expected to have a strong linkage to the over-arching Corporate Human Resource Plan and ministry s executive play a key role in reaching across the organization in partnership with other executives to support corporate priorities. FROM: Human Resource planning being led by ministry Strategic Human Resource shops. TO: A hands-on role for the executives of ministries in strategic direction and planning. FROM: A somewhat exclusive focus in executive performance management on achievement of service plan goals. TO: A requirement that management of their human resources is a key expectation of executives and the critical component to achieving work goals. BC Public Service Agency The Agency is a shared-services organization accountable to their clients (government ministries, agencies, etc.) to ensure their business needs are met. They provide support and services to assist clients in achieving their human resource needs and improving overall effectiveness of the public service through the provision of human resource management policies and frameworks and a variety of human resource services, products and programs. The Agency s accountability to its clients is managed through its relationship with Ministry Executives and specifically Deputy Ministers. The core business functions of the agency are to provide timely and responsive services to clients (human resource transactions and advice), compensation and benefits policy and administration, labour relations advice, advice to the strategic corporate agenda, and policy governance. The Agency Head provides leadership in ensuring effective working relationships across the organization in human resource management. July 2008 Page 3 of 6

4 Through the Agency Head, the Agency provides advice to DMCPS to inform their priority and strategy setting. The agency supports the implementation of specific corporate priorities assigned by the Premier s Office and supports ministry Business Partners in doing the same. FROM: A narrow role on the development and support to programs that cross ministries and limited influence on the strategic agenda. TO: A broader scope and mandate to lead the implementation of corporate initiatives. FROM: Random uptake on BCPSA services and no set service timelines. TO: A core set of services provided to ministries (without the ability to opt out) within set service standards and timelines; and, a suite of optional services. Specific Assignments Strategic Policy Governance Labour Relations Implementation of corporate direction Training alignment Data collection and analysis Operational Classification and compensation Benefits Training offerings Bulk hiring Advertising Advisory services Human Resource Business Consultants Ministry Formerly Strategic HR The HR Business Consultants are responsible for understanding the human resource strategy and challenge of government and applying this understanding to the organization they support. They are regular contributors to the agenda and strategic thinking at an Executive Committee. They provide this support by understanding and promoting dissemination of the workforce analytics of the ministry including supply (labour market for professionals unique to their organizations), demand (turnover statistics) and Work Environment Survey results at a detailed level for their organization. They are also key partners to the Ministry Executive in the planning and implementation of engagement activities. They provide advice, based on the analytics and their understanding of the ministry s business to executives who set the strategic direction. That advice encompasses the three corporate goals of: building our internal capacity, improving our competitiveness and managing for results. They provide analytic advice to the development of the ministry s workforce plan and implement assigned tasks. July 2008 Page 4 of 6

5 They keep regular channels of communication open with the Public Service Agency to ensure that ministry-level strategy helps to inform corporate direction and so that they understand the corporate priorities to ensure implementation and avoid duplication and overlap. FROM: Responding to service requests from ministry supervisors in such a way as to duplicate functions offered by the BCPSA. TO: Addressing the gap in HR business planning of understanding workforce analytics, implementing employee engagement activities roles which may require new skills and abilities. FROM: Varied reporting relationships. TO: Being recognized as a key contributor to ministry executives. Specific Assignments Strategic Hiring projections and analysis; WES analysis; Organizational development; Management compensation; Standards and training for technical proficiency. Operational Targeted bulk hiring (on solely unique professions). Supervisors Supervisors have responsibility for managing their staff resources. It is part of their performance plan and a time investment in human resource management is understood to be expected from supervisors in order that they can deliver on their business objectives. They are also responsible for: understanding and informing the workforce analytics that apply to their work unit, providing regular ongoing feedback to their employees on their performance and supporting the career paths of employees wherever that might take them within the BC Public Service. Supervisors rely on the Public Service Agency for transactionallevel support on their human resource needs. Supervisors also have a critical role in the information flow within the organization; as such, they are relied upon to share information with their staff on the corporate and ministry strategies and feed up to human resource professionals and executives information on how to address the challenges of their work-units as well as building upon their successes. FROM: Unclear expectations on the role in management of their human resources. July 2008 Page 5 of 6

6 TO: Clear expectations of supervisors on their role in developing and supporting their human resources articulated in EPDPs. FROM: A lack of clarity in what supports are available and by whom in the HR community to enable supervisors to fulfill their role. TO: Accessing transactional level services and advisory support from the BCPSA. Individuals Since the launch of the first Corporate Human Resource Plan in 2006, individual staff have been encouraged to play an active role in sharing their ideas on how we can all work to be a more competitive, responsive and productive employer. Individuals are responsible for their own performance against the organization s goals and for following the BC Public Service Values on how they approach their work. They are also responsible for identifying their career goals and developmental needs within the BC Public Service. FROM: Limited interaction and involvement of staff in how the BC Public Service is performing as an employer. TO: Opening up the channels of communication with staff through on-line surveys and new feedback mechanisms and then acting on their feedback. FROM: A lack of clarity on the expectations of staff in the performance management and career development process. TO: A role of being responsible for their performance against clearly articulated goals. July 2008 Page 6 of 6

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