Human Resources Management System in Canada

Size: px
Start display at page:

Download "Human Resources Management System in Canada"

Transcription

1 The Government of Canada's integrated human resource systems Background Jacques M. Pelletier Assistant Commissioner Human Resource Management Sector Correctional Service of Canada Information technology has dramatically changed how the Canadian Government does business and nowhere is this more evident than in human resource branches across the government. Gone are the days when management could base HR plans on past trends. Not only has technology streamlined business practices, added flexibility and improved performance standards, but it has achieved economies of scale and improved efficiencies in a way no one could have foreseen ten years ago. The Government of Canada is committed to being the government most connected to its citizens, with Canadians able to access all government information and services on-line by Already, youth can register for youth employment programs on-line and taxpayers can submit annual income tax returns electronically. This has been accomplished through a workforce qualified to develop and implement such systems and has had significant impact on the way we work, on our organizational structures and interpersonal relations. This revolution in how the federal government delivers human resource services started seven years ago when Treasury Board (our government employer) urged departments to adopt a single shared systems model in choosing human resources software applications. Prior to 1994, more than 60 personnel systems were used throughout the federal government. The objective was to adopt one government-wide system, however, when this was further investigated, it was quickly determined that the Government would need to approve more than one system, as smaller departments were unable to obtain the same level of savings as the larger departments. Treasury Board approved three already existing HR systems and issued a contract to purchase a fourth commercial, off-the-shelf system. A number of submissions were subsequently evaluated, and the acquisition of the fourth Human Resources Management System (HRMS) was approved. It was agreed that the vendor of the off-the-shelf system would provide and maintain a Government of Canada (GC) version of the HRMS application that would incorporate the additional data and functionality necessary to meet the legislative requirements specific to the Canadian Federal Government. As the government evaluated the four systems, a number of departments concluded that the three existing systems were not able to meet their needs. These systems were not portable, some of which could only function within small departments. Consequently, in 1994, fourteen departments made the decision to move to the fourth option, the off-the-shelf commercial product. Shortly thereafter, a user Cluster group was formed to ensure the application met our requirements. Departments were not pushed to join the cluster, they came on board when they were ready. Currently 18 departments, including several of the large departments, are strategic partners in the Cluster group. Working together towards a common goal posed a challenge for member departments. Over time the participating departments have become sophisticated users of the application and have come to recognize the benefits of eliminating non-essential customisations to the

2 delivered commercial product in favour of a "bolt-on" approach to modifications. A bolt-on is a method by which essential customisations are built separately and simply linked into the software. By preserving the integrity of the core commercial product through the use of separate "bolt-on" components to address Government of Canada specific requirements, the maintenance costs associated with version upgrades have been significantly reduced. Moreover, the ability of departments to share information, utilize the new version's commercial functionality, and adopt the industry-proven best practices embedded in the product have also been greatly enhanced. It is through this approach to development and implementation that the participating departments have been able to leverage this new technology to its maximum benefit. Of course, the challenge is to get everyone to agree on a core product. The Cluster has already made giant strides in learning the value of cooperation and the power of partnerships. An excellent example of this was demonstrated when the federal government recently adopted a universal job classification system. First, a cluster sub-committee was formed to work with Treasury Board to identify what information was required. Then one department of the government drew up the required specifications while another developed the standardized report in the application for use by all Cluster members. In addition, member departments are now able to share standardized human resource processes. For example, the Cluster group has agreed on the consistent use of a number of codes to be used in the application. As well, the Cluster support team maintains standard tables and produces user documentation. This results in a time and resource savings for each Cluster member as they do not have to re-create tables and documents, but can use standard shared materials. Together the Cluster group represents 40 percent of the public service. When we take issues to Treasury Board, it gives the Cluster stronger representation which affords greater attention. Today, federal departments ranging in size from 400 to 17,000 employees use this human resource management system, and others are in the process of introducing it as their preferred HR solution. The human resource management system integrates human resource activities by removing any artificial barriers between the many human resource disciplines and provides a seamless web of service to our clients through a strong horizontal team approach. Human resource specialists use the application as an automated work tool streamlining many manual processes while management has the opportunity to use the powerful reporting capabilities. The application, through its web-based abilities, can remove cumbersome manual processes while providing fingertip access for employees and managers. Senior managers rely on vital statistics on which they can base forecasts and analyse current and future trends in human resources Human Resource Management System - Correctional Services Canada Prior to Correctional Service Canada moving to our present integrated human resource management system, we operated a number of independent applications to meet our requirements. Unfortunately they were not inter-connected and thus made it very difficult to obtain or cross reference relevant information. 2

3 It became clear to the Department that the collective effort and expense required to support these various systems was far greater than would be required by a single common shared system. Not only would we save in terms of effort and expense but it would allow the Human Resource Management Sector to play a strategic role in the Department's future. For example, with our integrated system we are able to produce complete workforce demographics that enable senior management to forecast succession requirements. The Department made the decision to move to the new system in However, we quickly realized that it was just not a matter of removing the old systems and installing the new system. Even though, as a member of the cluster, we had invested in an "off-the-shelf" application, we still needed to ensure that we were able to take advantage of the best possible benefits from the application and that we focused our efforts on measurable results, as opposed to processes and procedures. Probably one of the most important steps toward the implementation, was the involvement of our human resource specialists, a non-technical group. By using sound business processes, we ensured that we optimised on the strengths of our legacy systems, the experience of the other cluster departments and the abilities of the new application. We expected that reengineering or adapting our existing business processes would provide the following benefits: Consistency for employees moving between departments. Possibility of electronic transfers between departments Reduction in development and maintenance costs for the department Reduced load on human Resources, especially with self serve applications In the future there may be fewer resources and shared resources, which would require common business processes. Improvement in communication across departments and sharing of best practices Reduction in training requirements for human resource specialists moving between departments Standardized procedures, data reporting Common look and feel Lower risk with a common process Throughout this transition we really became an "agent of change". We impacted the way human resource business was conducted within the Department and empowered our employees and their managers. Our unscheduled leave business process, which is a self-service application, is a perfect example of being an "agent of change". In Canada, employees of the Federal Government are allowed a certain number of days for unscheduled leave (illness or for personal needs) each year. Before the introduction of the human resource management system all leave of this type had to be reported on a paper form, approved by management and then sent to the human resource office for recording. The process was very manual and often times managers, as well as employees, had no idea of the number of days the employee even had available. As 3

4 well, employees were often delinquent in handing in the paper form causing managers to spend unnecessary amounts of time requesting the forms from certain employees. A study was done in one area of our Department and it was discovered that the Government had most likely lost over one million dollars in unaccounted sick days! So we, in consultation with our human resource experts, our employees and their unions, changed the process! Everyone in CSC has access to a computer or terminal. As a result, employees and their managers can now view their leave balances on the system, so both know immediately what is available. Employees no longer fill in the manual form. They simply call a predetermined number and the adjustment is immediately made within the Leave Module of the Human Resource system. We found this to be a win-win situation for everyone. The employees like it because they can see their own leave and update their personal information such as their home addresses. Managers find it very helpful because they are no longer in a situation of chasing employees for leave forms and know immediately what leave they can approve. The Unions like it as they see it as providing necessary information to their members (our employees). Some of the most challenging issues we had to overcome were the ideas, methods and processes that people use on a daily basis. An entire strategy had to be built around managing this human change. Changing the mindset of employees through more effective uses of time and talents provided an avenue to readily deal with resistance to change. The message that change is an ongoing process, which effects all, involved in all levels of an organisation was sent loud and clear. Because of committed leadership from top down, preparation was made and willingness was exhibited in accepting the fact that fear of change was a challenge and that challenge was met head-on. By continually informing and consulting with our employees, we gave them a feeling of ownership with the new system. They actively participate in the major changes to the system. For example, when the core system did not meet our requirement to follow-up, report and monitor the employment of our temporary correctional officers, a team of HR specialists, correctional officer supervisors and systems specialists was put together to analyse the situation. The team came up with a "bolt-on" solution that met the departments needs. Everyone played an intricate role in the analysis, development, and implementation of the solution. Like most commercial software applications, the commercial Human Resource Management System has included new functionality with each version release. Our present Human Resources system provides several tools that are integral to decision-making, help automate our business processes and improve the delivery of our business. The system provides services from the rudimentary transactions such as the process to hire, pay, promote and transfer employees within our organisation to tools for decision-making in regard to our workforce. Now that organisations are becoming dispersed and global, and either decentralised or farreaching, it s not easy to understand what talent is where within the organisation. It can be very difficult to know whether you have certain talent and skills in either another location or another country. And tools such as resource management allow you, in a matter of seconds, to do a search across all available skills within the organisation. You can be sure that you are finding the best people to fit the skills of the task at hand, whether it s an internal project or a service being offered to customers. 4

5 Our Human Resource application offers comprehensive HR solutions, from recruitment to compensation to workforce development. In addition, through integration with our collaborative applications, self-service transactions can extend this functionality to our employees and managers. Features included are: Global workforce management Uses a single application to meet national and regional requirements, with comprehensive international language, and multiple currency capabilities. Meets the cultural and regulatory requirements in Canada and many other countries. Uses the Assignments Module to maintain accurate, comprehensive information on employees on assignment within and outside CSC, as well as exchanges with the private sector and international work arrangements. Total compensation management, reporting, and analysis Our compensation system includes salary plans/grades/steps, multiple pay components, variable compensation plans, and benefits. Budgets for and administer salary planning by pre-defined groups. Administers simple to complex, cash and non-cash variable compensation programs. (In Canada, the pensions of our retirees are handled centrally by the Superannuation Directorate of the department responsible for Government Services, and not by the Heads of Human Resources in the various departments Responsive workforce recruitment Controls and manages job requisition data and will eventually post openings, and allow online searches. Tracks applicants by personal data, skills, education, training, test results, and work experience. Routes resumes, schedules interviews, and tracks results, then process offers and new hires. Competency, career, and succession management Identifies and associates competencies with individuals, jobs, positions, and project teams. Identifies employee development needs, and then enrols employees in training programs. Finds leadership and talent gaps in the organisation, and identifies and follows up on high-potential employees. Comprehensive health, safety, and labour relations management Creates an accurate, up-to-date record of the steps taken to resolve labour relations 5

6 problems, and help the organisation avoid liability issues. Tracks detailed data on incidents, injuries, illnesses, dangerous occurrences, first aid and medical aid treatments, accident investigations, corrective actions, compensation claims, and medical examinations. Integration with our collaborative applications (such as our internal web) Using the Manager's Desktop, employees can update their own personal and demographic data, and managers can view employee status data, including their training history and leave usage. Eventually, with the next version's capabilities, applicants will be able to review job descriptions and apply online, and hiring managers will manage the whole process, from posting to interviewing to hiring. As well, employees will review their compensation history online; including pay and job changes, and managers can administer compensation programs. Employees will be able to update competencies, review their training summary, request training enrolment, and submit training requests. The Human Resource Management System Implementation - Correctional Services Canada Senior management support is one of the main keys to a successful implementation of any system. Without senior management's commitment to the new system, implementation will not move forward nor will it receive adequate financial resourcing. At Correctional Services, we sought and received our senior management's agreement for both the initial system and financial resourcing through a high level presentation. However, this is a continual process and each time there is an increase in financial requirements the project director must return to senior management and present the additional need for approval. Senior management must see that the application is more than a transactional processing system. It needed to be linked to the business objectives of the organisation to show how the system helps achieve results. As well, it has to be allied to senior management's vision for the federal government. For example the application has to meet the requirements of the government's commitment for doing business over the World Wide Web. It was important to position the product as integral to decision-making and as a tool to improve the delivery of business. We needed to get the message out about how this HR system can function in our environment to serve business needs in comparison to the more rudimentary administration and reporting functions of the legacy systems. As well we had to demonstrate how the application could lever the HR function out of the financial/operational side of business and into a management/decision-making role. It was essential to demonstrate to management that the HR system is not merely a useful tool in the HR branch, but also supports and enables the business of managing employees in all areas of the organisation. We realized that moving the application out of the HR environment would be essential to its whole-hearted acceptance at senior levels. We also realized that we were competing for limited financial resources. Our business case had to be strong enough to stand against other areas of the Department who were also 6

7 lobbying for these same resources. Careful attention to planning was essential given our annual financial cycle. Budget requirements are presented once a year, as a result we had to be extremely well prepared to defend our request for funding, as an opportunity lost results in long delays. A team was put in place for the actual implementation. The team consisted of members from within the department from both the functional and technical areas. Members were made up of HR specialists, employees and managers. An overall project plan was created that included the following: A Communications Plan: which outlined how, what and when we would communication to the HR experts, managers and employees before implementation, during implementation and post implementation. A Management of Change Plan: to assist us with the challenges of being an agent of change. The plan had to ensure that everyone's concerns were heard and followed up, that each area involved had an opportunity to be both consulted and to provide feed back. The management of change plan had to be very forward thinking in that it had to foresee what possible hurdles would come up. Re-engineering of the Existing Business Processes Plan: This was probably one of the most difficult areas to implement. People become very attached to old ways and methods of operating. We included a strategy to help convince our employees that change was a good thing and that they would be able to remain efficient and effective. The most important ingredient for making this a success was the involvement of the employees themselves in the process. A Training Plan: this plan outlined the methodology and schedule for training our 4,500 users located in many different physical locations across Canada. This plan had to include training for HR specialists, managers and employees, and had to be delivered within a tight timeframe. A Human Resource Sector Web Page: which provides on-line access to job opportunities, career management information, learning and development opportunities, employee leave entitlements and benefits. This web page is always evolving to better meet the needs of our users. Development plans and planned roll outs are posted on the site. And of course, The System Implementation Plan: which had the all of the many steps and milestones for the physical move from our legacy system to our new system. As with the implementation of any new system, there was a transition period during which time we ran both the new and old systems on a parallel basis. During this transition phase, which lasted approximately six months, there was an increased demand on resources given that staff had to feed and maintain both systems. 7

8 Human Resource Management System (HRMS) as a Tool in Support of Strategic Planning The role of human resources planning is to provide line managers with HR information to influence and assist them in decision making so as to ensure the right people are available in the future to respond to changing business requirements. Business decisions taken today impact on resources presently available and affect the balance between future human resources supply and demand. An effective integrated HRMS supports strategic planning. It serves as a major source of data from which major HR analyses, strategies, reports and briefing documents for senior management are based. Our HRMS promotes understanding of critical issues included in the CSC HR Framework and Key Result Areas: demographics, workforce well-being, resourcing and learning and development. Recently the appointment of a new Regional Deputy Commissioner in our Pacific Region was announced. Using data extracted from our HRMS, the management team of the HRM Sector was able to give him a comprehensive overview of the demographics of his region, along with the HR challenges he will be facing over the next few years. Effective human resources planning allows CSC managers to monitor business plans closely, to integrate future HR requirements with departmental strategic and operational plans, and, where necessary, re-align HR initiatives in line with CSC core values and strategic objectives. The quality of data in the HRMS impacts the organization`s ability to analyze its labour force and to respond to future pressures. CSC supports and encourages employee development. This in turn has a direct impact on employee movement, both within and outside of the organization. Our HRMS allows us to examine mobility, turnover and separation statistics, thereby ensuring a degree of stability, continuity and vision to the future. This ongoing monitoring contributes to the development of recruitment and learning strategies, which in turn ensure a balance of supply and demand Lessons Learned Through this experience the Department learned many valuable lessons. Senior Management support is essential to the success of the project. It provides vision, strategic direction and ensure alignment with departmental and government directions. As well, Senior Management will determine source and adequacy of funding; and ensure that funding is in place to support the annual budget. Support from Senior Management promotes the value/benefits of the system with counterparts throughout the Department. Data integrity can completely destroy a system's credibility. Areas responsible for the input of the data must take ownership of it and be responsible for its quality. It is essential that resources be dedicated to support and train employees responsible for the data entry. These employees must understand the importance of the accuracy of their work and how the information is used by senior management to make strategic business decisions. 8

9 An essential element often missing from implementations is a detailed project plan: why the software is being implemented, what parts of the business it will touch, and how long it will take. The lack of a clear plan also leads to another common problem with continual additions to the functionality and scope of the project. The project will never be completed as long as no limit has been set for the functionality and scope. We learned to plan more carefully by managing project scope and budget closely. Through this careful monitoring we were able to deliver on time and within budget. It's critical to map out business processes before implementing a system. System implementation gives you an opportunity to review processes and to find better ways to do things. Simply having the application reflect existing practices, is like just making an existing route faster, instead of finding a better route. Another area in which we could have done better was in the decision to customise the off-theshelf package. Customisation was deemed necessary to bring an application in line with specific company processes, but this was a mistake. Customisation adds time and cost to an implementation, as well as making it hard to upgrade an application once the developers have strayed from the vanilla version. Businesses really need to evaluate the need for customisation. However, should a customization be required, find a method of customizing that will maintain the applications integrity and not increase your maintenance efforts and costs. Correctional Services Canada met this challenge by using the bolt-on approach Human resource management systems involve people throughout a department, and the long list of troubled or failed implementations attests to the effects of neglecting people issues. The Department learned from the implementation to communicate better with users, to pick and train employees more carefully, and to work more closely with business managers. A phased implementation can generate good will with business executives and users who might otherwise fail to see the benefit of an application suite. This not only makes it less daunting and more manageable, but also lets the business derive immediate benefit from high-return applications. Conclusion The use of HRMS is evolving to meet the needs and wants of its users. There is clearly a shift from straight housekeeping data to information that will contribute to the strategic agenda (competency profiling, career management, succession planning, matching people with work). It is imperative that our HRMS serve as an effective means of gathering, storing and analyzing HR information. The Canadian government is currently overhauling its HR Management Regime, which will undoubtedly result in line management assuming more accountability for the management of their human resources. In response to this, managers will have to have direct access to HRMSs and such systems will be fundamental to the improved management of human resources. HRMS is a powerful tool which will increasingly assist managers in making strategic business decisions. It will never replace the analytical skills required of our HR staff, but it will prove to 9

10 be invaluable to us in our role of strategic partners, agents of change, champions of staff and HR experts. Biography Jacques M. Pelletier Assistant Commissioner, Human Resource Management Correctional Services Canada Jacques M. Pelletier was appointed to the position of Assistant Commissioner, Human Resource Management on May 15, In this capacity, he is accountable for facilitating achievement of Mission correctional goals by a qualified, results producing, and sustainable workforce working in a secure, reasonable, humane environment. The Assistant Commissioner, Human Resource Management achieves this by ensuring delivery of human resource programs and providing value added timely advice on human resource matters. He is a key member of the Executive Committee and reports to the Commissioner of Corrections. Specific functions of the management positions reporting to the Assistant Commissioner are Labour Relations, Organisational Design and Resourcing, Learning and Career Development, Organisational Renewal, Information Management and National Headquarters Operations. Mr Pelletier represents Correctional Services Canada (CSC) on a number of intergovernmental committees including Human Resource Council, Human Resource Forum, Universal Classification Standard Implementation Forum and the Personnel Advisory Group. Mr. Pelletier lectures at École nationale d'administration publique on organisational behaviour and human resource management. Throughout his career he has been engaged in the management of missions to Bénin, Brazil, Cameroon Ivory Coast, China, Costa Rica and Tunisia. Mr. Pelletier holds a Masters Degree in Business Administration and degrees in Bachelor of Business Administration and Bachelor of Arts from the University of Montreal. 10

Human Resource Secretariat Business Plan 2011-12 to 2013-14

Human Resource Secretariat Business Plan 2011-12 to 2013-14 Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly

More information

Public Service Commission

Public Service Commission Public Service Commission Strategic Plan Part A, 2011-2016 Year 5 2015/16 Promoting and modeling excellent human resource practices Message from the Minister It is my pleasure to update the Public Service

More information

Department of Finance. Strategic Plan 2011-2014. A vibrant and self-reliant economy and prosperous people.

Department of Finance. Strategic Plan 2011-2014. A vibrant and self-reliant economy and prosperous people. Department of Finance Strategic Plan 2011-2014 A vibrant and self-reliant economy and prosperous people. Department of Finance 2009-10 Annual Report 1 Department of Finance P.O. Box 8700, Confederation

More information

Final Audit Report. Audit of the Human Resources Management Information System. December 2013. Canada

Final Audit Report. Audit of the Human Resources Management Information System. December 2013. Canada Final Audit Report Audit of the Human Resources Management Information System December 2013 Canada Table of Contents Executive summary... i A - Introduction... 1 1. Background... 1 2. Audit objective...

More information

HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008

HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 1 OVERVIEW OF THE PRESENTATION Purpose and objectives of the strategic framework HR Planning in the global context HR Planning

More information

HR Strategic Plan 2015-2019

HR Strategic Plan 2015-2019 HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an

More information

Branch Human Resources

Branch Human Resources Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

Defining Human Resources Moving to Strategic HR

Defining Human Resources Moving to Strategic HR Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,

More information

Explore the Possibilities

Explore the Possibilities Explore the Possibilities Seize the Moment 2013 HR Service Delivery and Technology Survey Executive Summary Report 2 towerswatson.com Explore the Possibilities Seize the Moment Table of Contents What the

More information

Status Report of the Auditor General of Canada to the House of Commons

Status Report of the Auditor General of Canada to the House of Commons 2011 Status Report of the Auditor General of Canada to the House of Commons Chapter 1 Financial Management and Control and Risk Management Office of the Auditor General of Canada The 2011 Status Report

More information

Branch Human Resources

Branch Human Resources Branch Human Resources Introduction An organization s ability to deliver services to citizens is highly dependant on the capacity of its workforce. Changing demographics will result in increasing numbers

More information

Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices

Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices HRsmart October 3, 2012 2 Introduction Carl Kutsmode Partner Talent Acquisition Management Consultant with over 18 years

More information

HUMAN RESOURCE AND INFORMATION SYSTEM (HRIS): FEATURES OF CURRENT SITUATION

HUMAN RESOURCE AND INFORMATION SYSTEM (HRIS): FEATURES OF CURRENT SITUATION HUMAN RESOURCE AND INFORMATION SYSTEM (HRIS): FEATURES OF CURRENT SITUATION Shabnam, Natasha Sahu ABSTRACT An information system is a computer - based system that provides both database processing and

More information

Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN

Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN Table of Contents INTRODUCTION Our Branch 85 CONTRIBUTION TO THE CITY S VISION The Way Ahead 87 Council Initiatives 87 CLT

More information

Workforce Solutions Talent Management Self Service

Workforce Solutions Talent Management Self Service Workforce Solutions Talent Management Self Service About Us Employee and Manager Self Service 5 ConnX Pty Ltd is a software and solution provider where the sole focus of everyone in the company is developing

More information

LuitBiz HRM modules include: Employee Management:

LuitBiz HRM modules include: Employee Management: LuitBiz HRM & ESS LuitBiz HRM is a cloud computing based human resources management software that can help you align your workforce's current capabilities and future potential with your business strategy.

More information

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process Business Process Description The recruiting and hiring process refers to the steps to identify, screen, select and hire people

More information

Human Resources Department 203.6 FTE s

Human Resources Department 203.6 FTE s 27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,

More information

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR Sponsored by The Age of Modern HR Building human resources management systems that deliver ACROSS THE GLOBE, human resources

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

International Journal of Management and Social Science Research Review, Vol.1, Issue.2, Aug - 2014. Page 46

International Journal of Management and Social Science Research Review, Vol.1, Issue.2, Aug - 2014. Page 46 HRIS AND ITS IMPLICATIONS IN HRM INDUSTRY Ms.S.Usha Lecturer, Department of Business Administration, Madurai Kamaraj University College, Madurai. Ramu.V Assistant Professor, Dept. of Management Studies,

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

Human Resources FY 2014-16 Performance Plan

Human Resources FY 2014-16 Performance Plan Contents I. Mission Statement... 1 II. Department Overview... 1 III. Program Description and Responsibilities... 2 Administration... 2 Organization Development and Training... 2 Staffing and Recruitment...

More information

Employee / Manager Self Service Talent Management e-hr

Employee / Manager Self Service Talent Management e-hr Employee / Manager Self Service Talent Management e-hr About Sage MicrOpay Every organisation is different. So it s nice to know one company is able to meet the human resources and payroll challenges you

More information

A Strategic Vision for Human Resources

A Strategic Vision for Human Resources DISCUSSION DOCUMENT A Strategic Vision for Human Resources Organizational Possibilities Fitting the Pieces Together November 7, 2007 Costa Mesa, CA Framework Systems Theory Strategic Vision for Human Resources

More information

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

Revised Body of Knowledge And Required Professional Capabilities (RPCs) Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Human Resources. FY 2013 Actual

Human Resources. FY 2013 Actual Human Resources To develop and administer the processes needed to attract a qualified workforce, ensure its continuing development, and maximize employee retention through a balanced and competitive package

More information

Oracle Human Resources

Oracle Human Resources Oracle Human Resources Oracle Human Resources (HR) is a powerful tool for optimizing the use of the human assets of your business, whether you operate in the private or public sector. It allows you to

More information

2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE

2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE 2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE CONTENTS A Look Back as we Continue Forward 2 Message from the City Manager 3 Message from the Executive Director of Human Resources 4 Message from

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

VA Office of Inspector General

VA Office of Inspector General VA Office of Inspector General OFFICE OF AUDITS AND EVALUATIONS Department of Veterans Affairs Audit of Office of Information Technology s Strategic Human Capital Management October 29, 2012 11-00324-20

More information

DoDEA Personnel Center HR Competency Definitions

DoDEA Personnel Center HR Competency Definitions DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer

More information

CARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by:

CARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by: CARLETON UNIVERSITY POSITION DESCRIPTION Position Title: Manager, HR Systems Position No.: 298879 Reports to: Department: Assistant Director HR, Talent Programs Human Resources Approved by: (Incumbent/Date)

More information

What s Next? www.payroll.ca Dialogue March/April 2009

What s Next? www.payroll.ca Dialogue March/April 2009 What s Next? Payroll technology continues to advance and impact how you perform your job. To help keep you informed, DIALOGUE gathered representatives from key payroll service and software providers to

More information

The Integration of Strategic Planning and Portfolio Management

The Integration of Strategic Planning and Portfolio Management The Integration of Strategic Planning and Portfolio Management Bank of Canada Management Offices (PMO s) International Summit Brasilia, Brazil, April 9-10, 2014 Presented by: Sheila Vokey, Chief Financial

More information

HR Technology Strategies that Work in Healthcare. Background

HR Technology Strategies that Work in Healthcare. Background HR Technology Strategies that Work in Healthcare Shawn Davis Intermountain Healthcare Background Shawn Davis Director, HR Workforce Solutions & Analytics IHRIM Board of Directors (2009-2011) HRIP Certification

More information

Helping Midsize Businesses Grow Through HR Technology

Helping Midsize Businesses Grow Through HR Technology Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,

More information

EXAMPLE <PROJECT NAME> DATE

EXAMPLE <PROJECT NAME> DATE EXAMPLE DATE TABLE OF CONTENTS 1. EXECUTIVE SUMMARY... 2 1.1. Issue... 2 1.2. Anticipated Outcomes... 2 1.3. Recommendation... 2 1.4. Justification... 3 2. BUSINESS CASE ANALYSIS TEAM...

More information

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION Sub-Section 1.01 Purpose and Use of Manual 01 October 2002 1 of 3 1.

More information

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

This page was left intentionally blank.

This page was left intentionally blank. This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit

More information

Corporate Policy and Procedure

Corporate Policy and Procedure Page Page 1 of 9 TAB: SECTION: SUBJECT: HUMAN RESOURCES RECRUITMENT EMPLOYEE RECRUITMENT POLICY STATEMENT PURPOSE SCOPE The City of Mississauga ensures equality in employment for all applicants and is

More information

The centre of government: an update

The centre of government: an update Report by the Comptroller and Auditor General Cabinet Office and HM Treasury The centre of government: an update HC 1031 SESSION 2014-15 12 MARCH 2015 4 Overview The centre of government: an update Overview

More information

Robbie Ewen Fellowship Report By Fiona MacAskill University of Aberdeen

Robbie Ewen Fellowship Report By Fiona MacAskill University of Aberdeen Robbie Ewen Fellowship Report By Fiona MacAskill University of Aberdeen 1. Introduction The University of Aberdeen is about to embark in the implementation of an Enterprise Resource Planning (ERP) which

More information

Department of Human Resources Strategic Plan

Department of Human Resources Strategic Plan Department of Human Resources Strategic Plan Planning Period: 2011-2015 State of Vermont Department Strategic Plan Page 1 Table of Contents Message from the Commissioner... 3 Department Overview... 3 Department

More information

An Introduction to Moorepayhr. A cloud-based integrated HR and Payroll solution specifically designed for small and medium sized businesses.

An Introduction to Moorepayhr. A cloud-based integrated HR and Payroll solution specifically designed for small and medium sized businesses. An Introduction to Moorepayhr A cloud-based integrated HR and Payroll solution specifically designed for small and medium sized businesses. Table of Contents 0 Welcome 04 About Moorepay 05 What is Moorepayhr?

More information

Making the Business Case for HR Investments During Economic Crisis

Making the Business Case for HR Investments During Economic Crisis I D C V E N D O R S P O T L I G H T Making the Business Case for HR Investments During Economic Crisis March 2009 Adapted from Putting Performance at the Hub of the Talent Universe by Lisa Rowan, IDC #214468

More information

2012 Higher Education Survey

2012 Higher Education Survey Consulting Higher Education 2012 Higher Education Survey The State of HR Effectiveness Highlights About this Survey The Challenge For HR leaders in higher education, the challenge increasingly is how to

More information

Human Resource Management

Human Resource Management Human Resource Management Module 18 Participate in this seminar to learn more about the board of education s role as an employer. Module 18 workshop and resource materials include these important topics:

More information

Integrated Learning and Performance

Integrated Learning and Performance Integrated Learning and Performance EXECUTIVE SUMMARY In today s Age of Talent, Enterprise Learning and Talent Management have become key factors in organizations strategic competitiveness. The tight labor

More information

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management OFFICE OF THE PRIVACY COMMISSIONER OF CANADA Audit of Human Resource Management May 13, 2010 Prepared by the Centre for Public Management Inc. TABLE OF CONTENTS 1.0 Executive Summary... 2 2.0 Background...

More information

Human Resource Strategic Plan

Human Resource Strategic Plan Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and

More information

SAMPLE JOB DESCRIPTIONS

SAMPLE JOB DESCRIPTIONS SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant

More information

How To Maintain An Effective System Of Internal Control Over Financial Reporting

How To Maintain An Effective System Of Internal Control Over Financial Reporting Internal control over financial reporting Statement, assessment summary and action plan For the fiscal year ending March 31, 2012 Summary of the assessment of effectiveness of the system of internal control

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

HR WSQ Qualifications. Certified HR Professional Programmes

HR WSQ Qualifications. Certified HR Professional Programmes Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

Exposing the hidden cost of Payroll and HR Administration A total cost of ownership study

Exposing the hidden cost of Payroll and HR Administration A total cost of ownership study www.pwc.com/ca Exposing the hidden cost of Payroll and HR Administration A total cost of ownership study A PwC/ADP study March 2012 Executive overview Do you know how much your organization is really

More information

Enterprise Management: Community Impact

Enterprise Management: Community Impact Enterprise Management: Community Impact Presentation at the: Financial Management Institute of Canada Professional Development Week 2012 November 27, 2012 Ross MacLeod Assistant Deputy Minister Governance,

More information

WHERE S THE ROI? Leveraging Benefits Realization Activities to Optimize Your Organization s Investment in ERP Software

WHERE S THE ROI? Leveraging Benefits Realization Activities to Optimize Your Organization s Investment in ERP Software WHERE S THE ROI? Leveraging Benefits Realization Activities to Optimize Your Organization s Investment in ERP Software In today s increasingly competitive business environment, investments in ERP are becoming

More information

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS Helping Companies Optimize Their HR/ Benefits/Payroll Service Partnerships White Paper The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) Contents Executive Overview 3 About the

More information

Department of Human Resource Management

Department of Human Resource Management Department of Human Resource Management I. Internal Scan Introduction The Department of Human Resource Management (DHRM) is the central human resource agency for the executive branch of Utah State government.

More information

LARGE PROJECT MANAGEMENT AND OVERSIGHT

LARGE PROJECT MANAGEMENT AND OVERSIGHT LARGE PROJECT MANAGEMENT AND OVERSIGHT Report to The Senate Subcommittee on Transportation, Treasury and General Government The House Subcommittee on Transportation, Treasury and Independent Agencies Prepared

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

Audit of Monitoring and Payments

Audit of Monitoring and Payments Audit of Monitoring and Payments WESTERN ECONOMIC DIVERSIFICATION CANADA Audit & Evaluation Branch June 2011 Table of Contents 1.0 Executive Summary 1 Findings 1 2.0 Statement of Assurance 2 3.0 Introduction

More information

To find out more, please contact your Capita consultant or visit www.capita.co.uk/employeebenefits

To find out more, please contact your Capita consultant or visit www.capita.co.uk/employeebenefits assure Delivering DC health excellence benefits excellence self- sustaining Good broking alone is not enough to deliver lasting value. There is substantial evidence to confirm that employees value highly

More information

KNOWING WHEN TO AUTOMATE AND UPGRADE YOUR PAYROLL PROCESSING

KNOWING WHEN TO AUTOMATE AND UPGRADE YOUR PAYROLL PROCESSING KNOWING WHEN TO AUTOMATE AND UPGRADE YOUR PAYROLL PROCESSING Executive Briefing KNOWING WHEN TO AUTOMATE AND UPGRADE YOUR PAYROLL PROCESSING Many business owners and managers believe automating payroll

More information

Michigan s HR Optimization Project--NASCIO Case Study

Michigan s HR Optimization Project--NASCIO Case Study Executive Summary Michigan s Human Resource (HR) Optimization Project was an interdepartmental initiative to increase the effectiveness and efficiency of statewide HR services delivery, by building upon

More information

The hidden reality of payroll & HR administration costs

The hidden reality of payroll & HR administration costs The hidden reality of payroll & HR administration costs Exploring hidden cost drivers and characteristics of cost-effective organizations January 2011 Contents Executive overview 1 Methodology 3 Key findings

More information

ROLE OF HRIS IN PERFORMANCE EVALUATION & DECISION MAKING

ROLE OF HRIS IN PERFORMANCE EVALUATION & DECISION MAKING 229 ROLE OF HRIS IN PERFORMANCE EVALUATION & DECISION MAKING ABSTRACT MS. KAMINI TEOTIA* *Assistant Professor, Alpine College of Engineering, G.B. Nagar, U.P. This paper presents a human resource information

More information

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies

More information

Role of Information System in Human Resource Management for Global Business Competitiveness

Role of Information System in Human Resource Management for Global Business Competitiveness Role of Information System in Human Resource Management for Global Business Competitiveness Sunanda Sharma 1 Abstract Today s global economy requires increased attention to the issue of business competitiveness.

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

Business Process Management (BPM) Software

Business Process Management (BPM) Software FlowCentric Processware 2013 FlowCentric Business Process Management (BPM) Software and Services enable organisations of all proportions, in a multitude of industries, to satisfy and often exceed their

More information

U.S. Department of Justice. Mission First...Linking Strategy to Success

U.S. Department of Justice. Mission First...Linking Strategy to Success U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1

More information

10 things you should look for. Choosing HR software

10 things you should look for. Choosing HR software 10 things you should look for Choosing HR software Introduction Selecting a new piece of HR software can be a daunting task. There s a lot to think about. At the end of the day, the chosen software won

More information

e-training Transition Project

e-training Transition Project e-training Transition Project Phase II e-training Communications Guide August 24, 2005 National Aeronautics and Space Administration Communications Guide for the Phase II e-training Transition August 24,

More information

2015-18 Department Business Plan. Human Resources

2015-18 Department Business Plan. Human Resources 2015-18 Department Business Plan Human Resources Key to my role as Director of Human Resources (HR) is to help create a positive and safe work environment that attracts talent and inspires each person

More information

NASCIO. Improving State

NASCIO. Improving State NASCIO 2011 Nomination Submission Improving State Operations Initiative The State of Tennessee Project Edison, State of Tennessee s ERP solution Project Manager: Stephanie Dedmon 1 Executive Summary The

More information

MANAGING THE EMPLOYEE LIFECYCLE

MANAGING THE EMPLOYEE LIFECYCLE MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager

More information

HRO in the cloud? What does the new generation of HR systems mean for HR sourcing?

HRO in the cloud? What does the new generation of HR systems mean for HR sourcing? Alsbridge Insights HRO in the cloud? What does the new generation of HR systems mean for HR sourcing? Executive Summary A number of new cloud based multi-process HR systems are competing for the attention

More information

Department of Finance. Strategic Plan 2015-2019. California s Fiscal Policy Experts

Department of Finance. Strategic Plan 2015-2019. California s Fiscal Policy Experts Department of Finance Strategic Plan 2015-2019 California s Fiscal Policy Experts California s Fiscal Policy Experts MESSAGE FROM THE DIRECTOR Since fiscal year 2011-12, the state has recovered from budget

More information

Sage HR Management. A powerful, simple and flexible Human Resource Management solution

Sage HR Management. A powerful, simple and flexible Human Resource Management solution A powerful, simple and flexible Human Resource Management solution Looking for more efficiency and cost control when it comes to managing your people? A common problem in mid- and enterprise-size businesses

More information

An Introduction to Moorepayhr. A cloud-based integrated HR and payroll solution specially designed for businesses large and small.

An Introduction to Moorepayhr. A cloud-based integrated HR and payroll solution specially designed for businesses large and small. An Introduction to Moorepayhr A cloud-based integrated HR and payroll solution specially designed for businesses large and small. Table of contents 0 Welcome 04 About Moorepay 05 What is Moorepayhr? 06

More information

Public Service Commission. Plan for 2015-16. saskatchewan.ca

Public Service Commission. Plan for 2015-16. saskatchewan.ca Public Service Commission Plan for 2015-16 saskatchewan.ca Statement from the Minister I am pleased to present the Public Service Commission s (PSC) Plan for the 2015-16 fiscal year. This Plan aligns

More information

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher Catherine Truss, David Mankin & Clare Kelliher Oxford University Press (2012) ISBN: 978-0199583065 Theme of the Book What makes a good HR strategy and how does one develop it? These are just two of the

More information

WHITEPAPER. 5 reasons why you need to move to cloud HRMS

WHITEPAPER. 5 reasons why you need to move to cloud HRMS WHITEPAPER 5 reasons why you need to move to cloud HRMS Introduction Global economic growth is creating new levels of competition for people and there is an ongoing battle for talent. Organizations are

More information

Sage HR Management. A powerful, simple and flexible Human Resource Management solution

Sage HR Management. A powerful, simple and flexible Human Resource Management solution Sage HR Management A powerful, simple and flexible Human Resource Management solution Sage HR Management Looking for more efficiency and cost control when it comes to managing your people? A common problem

More information

THE FUTURE OF HIGHER EDUCATION A CANADIAN VIEW

THE FUTURE OF HIGHER EDUCATION A CANADIAN VIEW THE FUTURE OF HIGHER EDUCATION A CANADIAN VIEW ACCESS INNOVATION COLLABORATION November 2015 www.contactnorth.ca Evolving Context 2 This is a time of change in higher education in Canada. David Agnew,

More information

Human Capital Update

Human Capital Update Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

White Paper March 2009. Government performance management Set goals, drive accountability and improve outcomes

White Paper March 2009. Government performance management Set goals, drive accountability and improve outcomes White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution

More information

HR Metamorphosis at City University - Summary of Changes Since 2009

HR Metamorphosis at City University - Summary of Changes Since 2009 For UHR website An HR Metamorphosis at City University London Summary Since 2009, a challenging, rolling programme of parallel and integrated HR initiatives has transformed the efficiency and effectiveness

More information

Career Management. Making It Work for Employees and Employers

Career Management. Making It Work for Employees and Employers Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

More information

Online Training. Training Categories: Page 2. Workplace Wellness (6 videos) Health and Safety (17 videos) Page 3. Page 6. Leadership (7 videos) Page 7

Online Training. Training Categories: Page 2. Workplace Wellness (6 videos) Health and Safety (17 videos) Page 3. Page 6. Leadership (7 videos) Page 7 Training Categories: Page 2 Workplace Wellness (6 videos) Our employee wellness training videos on topics such as Respect in the Workplace, Stress Management, Ergonomics and Substance Abuse are intended

More information

Thriving in the New Normal for Tax Administration

Thriving in the New Normal for Tax Administration Experience the commitment ISSUE PAPER Thriving in the New Normal for Tax Administration This paper discusses how tax agencies can identify specific revenue collection initiatives and begin to build the

More information