Public Safety Canada. Internal Audit of Talent Management. Final Audit Report

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1 Public Safety Caada Iteral Audit of Talet Maagemet Fial Audit Report November 2011

2 Audit of Talet Maagemet Table of Cotets 1.0 Executive Summary Backgroud Audit Objective Audit Scope Approach Fidigs, Recommedatios ad Maagemet Respose 13 Appedix A Audit Criteria 23 Ackowledgemets The audit team would like to thak those idividuals who cotributed to this project ad, particularly, employees who provided isights ad commets as part of this audit. 2

3 Audit of Talet Maagemet 1.0 Executive Summary 1.1 Backgroud Public Safety Caada is a relatively small ad ascet Departmet tasked with a high profile madate as the lead departmet for public safety, with resposibilities ragig from emergecy maagemet ad atioal security to crime prevetio, law eforcemet policy ad correctios policy. Withi the cotext of this sigificat madate ad requiremet for highly specialized skill sets, combied with the relative ease of talet mobility across Govermet of Caada departmets, it is critical for Public Safety to effectively acquire, develop, egage ad retai top talet. Over the past two years, reports such as the 2009 Report of the Auditor Geeral of Caada o Emergecy Maagemet at Public Safety ad the Departmet s Itegrated Huma Resources ad Busiess Pla of have highlighted challeges Public Safety Caada faces i the areas of Huma Resources Maagemet. Some of these key challeges iclude difficulty attractig ad retaiig qualified employees at the Seior Maagemet level ad higher tha plaed turover rates. I respose to these challeges, Public Safety Caada has commuicated a key priority to establish a robust talet maagemet program ad effective successio plaig. This audit has idetified ad used appropriate criteria to cotextually assess whether the Departmet is applyig appropriate talet maagemet practices. The audit has also idetified recommedatios to address priority opportuities for improvemet, thereby buildig the Departmet s iteral capacity for effective talet maagemet. Please ote that while the curret evirometal cotext may be characterized by fiscal restrait, progressive employers cotiue to ivest i effective talet maagemet to esure the acquisitio, developmet, egagemet ad retetio of a taleted workforce i both the shorter ad loger term. I order to provide additioal cotext to this egagemet, i cosultatio with the Departmet, Public Safety s curret ad desired huma resources strategy have bee profiled o the followig HR strategic maagemet cotiuum based o a aalysis of the Departmet s broader huma resources eeds. A orgaizatio s positio o the cotiuum determies the strategic cotext withi which HR goverace, core policies ad programs (icludig talet maagemet) ad eablig practices are established ad measured. Public Safety s desired huma resources strategy (i.e. positioed at the upper ed of a Huma Resources Maagemet strategy) was cosidered i establishig ad assessig agaist audit criteria. 3

4 Audit of Talet Maagemet HR Service Delivery Strategy Cotiuum Huma Resources Value Added Curret State Target State Persoel Admiistrator Huma Resources Maagemet Cost Huma Capital Focus o developig ad implemetig HR strategies to support busiess strategy ad actig as advisor to the orgaizatio (e.g. advise o orgaizatioal structure, develop ad implemet a comprehesive, competecy-based performace maagemet strategy). Focus o aalyzig huma resource eeds ad developig plas ad programs to address those eeds (e.g. aalyze traiig eeds, develop ad maitai successio plaig/career developmet programs, ad develop ad implemet competecy-based HR applicatios). Focus o establishig programs to provide employee services (e.g. develop ad maitai orietatio programs ad performace evaluatio process). Time Public Safety s desired positioig is cosistet with what would ormally be observed i a kowledgeitesive busiess where higher value added talet developmet is core to successful operatioal executio. This positioig is also slightly higher tha what would be observed across broader public sector orms. It has bee recogized by the audit team through iterviewee commets that the Huma Resources fuctio is committed to evolvig alog this cotiuum, as demostrated by the ogoig trasformatio project focused o establishig geeric job descriptios. Talet Maagemet Overview Talet maagemet is the process of acquirig, developig, egagig ad retaiig the skilled workforce required to achieve the orgaizatio s short ad log term objectives. Effective talet maagemet is broader tha the Huma Resources (HR) fuctio. I additio to developig ad deployig effective HR strategies, programs ad processes, talet maagemet requires appropriate goverace, ad the right orgaizatio-wide leadership behaviours. I may respects, HR is resposible for developig the strategies ad programs, ad leaders across the orgaizatio are resposible for deployig those strategies ad programs withi their teams, with a view toward acquirig, developig, egagig ad retaiig required talet. 1.2 Why it is Importat A specific cocer held by the Departmet is that sice Public Safety has a very taleted ad youger workforce tha typical Govermet of Caada departmets who may immietly experiece a high umber of retiremets, the competitio for Public Safety s talet from other departmets is likely to icrease. As a result, the Departmet believes that workforce ad successio plaig must be udertake i order to idetify ad proactively address the potetial future talet shortfalls. 4

5 Audit of Talet Maagemet Other talet maagemet cocers expressed icluded: Risk of losig experieced employees i the ext three to five years makes workforce ad successio plaig critical; Delays i fillig vacat positios presets a risk to the orgaizatio s ability to fulfill its duties; Due to the size of the orgaizatio, successio plaig is difficult ad presets a risk; Need to brig structure, disciplie ad regularity to talet maagemet practices; Talet maagemet see as just a HR program rather tha a shared resposibility; Need for efficiet, practical tools suitable for a small orgaizatio; ad, Need for commitmet of employees to Public Safety rather tha a specific leader. Overall, the Departmet believes that there is a eed to have the appropriate processes ad tools i place to effectively maage talet. While the Departmet has take steps to implemet talet maagemet practices, this audit was iteded to serve a formative purpose to help the Departmet idetify cotextually relevat idustry practices ad priority areas for improvemet i order to meet its loger-term eeds. 1.3 Audit Objective ad Scope The objective of this audit was to determie if Public Safety Caada is applyig appropriate practices related to talet maagemet ad, if ot, to idetify recommedatios to address priority deficiecies or challeges. The scope of this audit covered the timeframe from March 1, 2011 to May 31, The scope of this audit icluded the followig high priority potetial talet maagemet dimesios, icludig the relevat key practices cotaied withi Deloitte s Talet Maturity Model: Talet Strategy Talet Maagemet Goverace ad HR Fuctioal Ifrastructure Talet Metrics Workforce Plaig Recruitmet ad Staffig Strategies Successio Maagemet Learig ad Developmet Performace Maagemet Audit criteria were developed i order to assess each of these dimesios (refer to Appedix A). 5

6 Audit of Talet Maagemet 1.4 Audit Opiio Based o evidece gathered ad assessed durig the audit, we foud both observed stregths ad areas for improvemet cocerig the talet maagemet practices withi Public Safety Caada. The greatest areas for improvemet were oted i the areas of Recruitmet ad Staffig Strategies ad Successio Maagemet. Areas where moderate issues were oted iclude: Talet Strategy, Talet Maagemet Goverace ad HR Fuctioal Ifrastructure, Talet Metrics, ad Workforce Plaig. Areas that were foud to be geerally cotrolled, with oly mior areas for improvemet, iclude Learig ad Developmet ad Performace Maagemet. 1.5 Statemet of Assurace I the professioal judgmet of the Chief Audit Executive, sufficiet ad appropriate audit procedures have bee coducted ad evidece gathered to provide seior maagemet with reasoable assurace of the accuracy of the opiio provided ad cotaied i this report. The opiio is based o a compariso of the coditios, as they existed at the time, agaist pre-established audit criteria. 1.6 Summary of Audit Fidigs Throughout the audit fieldwork, the audit team observed several examples of how talet maagemet programs, tools ad practices are well-desiged ad applied effectively. This resulted i several observed stregths across may of the audit areas. Of the areas cosidered to be high priority potetial talet maagemet risks, the areas of greatest stregth icluded Learig ad Developmet ad Performace Maagemet. The audit team also idetified areas where maagemet practices ad processes ca be improved: 1) Talet Strategy - There is ot a defied ad itegrated talet maagemet strategy across the Departmet icludig a talet maagemet approach, framework, ad guidig priciples. 2) Talet Maagemet Goverace ad HR Fuctioal Ifrastructure - There is o formal Huma Resources committee at the seior level or at the mid-maager level, or a existig committee with huma resources as a formal ad regular ageda item, to provide a meas for discussio of talet maagemet issues ad plas, ad esure itegratio of efforts ad cosistecy of practice. 3) Talet Metrics - There is ot a strategically-aliged ad defied set of talet metrics that are tracked ad reported o for performace moitorig ad maagemet decisio-makig purposes (for each brach or for the Departmet as a whole). 4) Workforce Plaig - With the exceptio of retiremet projectios, Departmetal workforce projectios are ot made beyod a oe-year timeframe, thereby limitig the orgaizatio s ability to predict ad develop plas to address loger-term talet shortages for critical skill sets. 6

7 Audit of Talet Maagemet 5) Recruitmet ad Staffig Strategies - There is o multi-year workforce pla to guide a proactive recruitmet ad staffig strategy. Furthermore, there is a eed to provide ehaced ad cosistet advice to hirig maagers, ad to achieve greater timeliess i staffig positios. 6) Successio Maagemet - There are o formal successio plas i place for high impact positios. 1.7 Summary of Audit Recommedatios 1) Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the developmet of Public Safety s talet maagemet strategy i collaboratio with brach leadership by doig the followig: Defie ad implemet a itegrated ad multi-year talet maagemet strategy across the Departmet, icludig a defied talet maagemet approach, framework, ad multi-year objectives ad iitiatives. Esure that multi-year plaig icludes proactive iitiatives to address forecasted workforce shortages ad idetified talet maagemet priorities over the defied time horizo. Cotiue to participate i itegratio sessios for brach busiess plaig, ad esure a stroger itegratio betwee the huma resources eeds ad priorities of the braches, ad those that are reflected i the aual priorities of Huma Resources (documeted withi the Corporate Maagemet Brach Busiess Pla). 2) Give the fiscal costraits i the curret operatig eviromet, it is recommeded that the Assistat Deputy Miister, Corporate Maagemet Brach, together with colleagues at the executive table itroduce huma resources issues as a stadig item o the agedas of two existig committees: oe committee of seior maagemet, ad oe committee of mid-maagers. The specific committees where a stadig ageda item o huma resources should be added are to be determied at the discretio of Public Safety executive, icludig the Assistat Deputy Miister, Corporate Maagemet Brach. It is essetial that the Director Geeral of Huma Resources be preset o these committees. 3) Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources do the followig to improve the use of talet metrics: Establish a talet maagemet strategy (see recommedatio #1) ad create a dashboard of strategically aliged talet metrics, targets ad actual results agaist targets, that is provided to seior maagemet o a regular (i.e., miimum quarterly) basis. A similar dashboard, customized for each brach should be provided to brach maagemet o a regular basis to facilitate iformed decisio-makig ad ehace accoutability. 7

8 Audit of Talet Maagemet Review actual performace agaist target ad ehace or update Huma Resources plas accordigly. 4) Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the followig iitiative to improve Public Safety s workforce plaig processes: Workforce projectios (supply ad demad) should be made for the short, medium, ad loger terms, ad should serve as iput ito a multi-year talet maagemet strategy. 5) Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the followig iitiatives to improve Public Safety s staffig processes: Together with recommedatio #1, develop a proactive, strategic recruitmet ad staffig strategy to address forecasted workforce shortages i the short, medium ad loger term. Establish service level stadards ad track ad evaluate recruitmet ad staffig processes for efficiecy ad effectiveess. 6) Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the followig iitiatives to improve Public Safety s process for successio plaig: Cofirm critical workforce segmets (withi recommedatio #4) ad idetify specific competecy requiremets. Udertake multi-year supply ad demad forecastig withi high impact ad difficult to fill positios (withi recommedatio #4). As appropriate, implemet proactive strategies to develop talet pools of possible successor employees (e.g., idetificatio of key talet, assessmet of key talet, geeratio ad maagemet of successio-based developmet plas, etc.). For all key positios, idetify a possible successio pla, which at a miimum should idetify a idividual(s) who is capable of servig i a actig positio for a iterim basis to maage shortterm eeds. Through learig ad developmet processes, esure the possible successors build requisite skills. 1.8 Maagemet Respose Give the curret cotext, it is more importat tha ever for Departmets to implemet soud ad effective Talet Maagemet Practices. The Departmet accepts the coclusios ad recommedatios of this audit ad will take every step possible to improve its curret Talet Maagemet Framework. Public Safety will cotiue to improve its Itegrated Plaig fuctio, icludig the Itegrated Huma Resources 8

9 Audit of Talet Maagemet ad Busiess Pla. It will cotiue the implemetatio of the Huma Resources Trasformatio Iitiative ad implemet risks-based ad results-based approaches to Huma Resources Maagemet. Over the ext two years, the implemetatio of the departmetal Geeric Work Descriptio project will be a priority; the adoptio of Geeric Work Descriptios for every positio will provide solid foudatios o which to improve HR maagemet strategies ad practices. The Departmet will also cotiue to implemet, moitor ad improve its Talet Maagemet Program for executive. To further improve its Talet Maagemet Practices, the Departmet will, amog other thigs: Implemet results ad risks based maagemet approaches to HR maagemet icludig for Talet Maagemet Review it s goverace structure to esure HR is a stadig item o decisio-makig committees ad that forums are dedicated to HR maagemet issues Cotiue to build its strategic maagemet capacity i Huma Resources by formalizig the Busiess Maagemet Uit Develop a Itegrated Talet Maagemet Strategy The Departmet will also cotiue to be up-to-date o leadig edge Talet Maagemet Practices to esure it cotiually implemets iovative approaches to Huma Resources Maagemet. Approved By: Rosemary Stepheso Chief Audit Executive 9

10 Audit of Talet Maagemet 2.0 Backgroud Public Safety Caada is a relatively small ad ascet Departmet tasked with a high profile madate as the lead departmet for public safety, with resposibilities ragig from emergecy maagemet ad atioal security to crime prevetio, law eforcemet policy ad correctios policy. Withi the cotext of this sigificat madate ad requiremet for highly specialized skill sets, combied with the relative ease of talet mobility across Govermet of Caada departmets, it is critical for Public Safety to effectively acquire, develop, egage ad retai top talet. Over the past two years, reports such as the 2009 Report of the Auditor Geeral of Caada o Emergecy Maagemet at Public Safety ad the Departmet s Itegrated Huma Resources ad Busiess Pla of have highlighted challeges Public Safety Caada faces i the areas of Huma Resources Maagemet. Some of these key challeges iclude difficulty attractig ad retaiig qualified employees at the Seior Maagemet level ad higher tha plaed turover rates. I respose to these challeges, Public Safety Caada has commuicated a key priority to establish a robust talet maagemet program ad effective successio plaig. This audit has idetified ad used appropriate criteria to cotextually assess whether the Departmet is applyig appropriate talet maagemet practices. The audit has also idetified recommedatios to address priority opportuities for improvemet, thereby buildig the Departmet s iteral capacity for effective talet maagemet. Please ote that while the curret evirometal cotext may be characterized by fiscal restrait, progressive employers cotiue to ivest i effective talet maagemet to esure the acquisitio, developmet, egagemet ad retetio of a taleted workforce i both the shorter ad loger term. I order to provide additioal cotext to this egagemet, Public Safety s curret ad desired huma resources strategy have bee profiled o the followig HR strategic maagemet cotiuum based o a aalysis of the Departmet s broader HR eeds. A orgaizatio s positio o the cotiuum determies the strategic cotext withi which HR goverace, core policies ad programs (icludig talet maagemet) ad eablig practices are established ad measured. Public Safety s desired huma resources strategy (i.e. a Huma Resources Maagemet model) was be cosidered i establishig ad assessig agaist audit criteria. 10

11 Audit of Talet Maagemet HR Service Delivery Strategy Cotiuum Huma Resources Value Added Curret State Target State Persoel Admiistrator Huma Resources Maagemet Cost Huma Capital Focus o developig ad implemetig HR strategies to support busiess strategy ad actig as advisor to the orgaizatio (e.g. advise o orgaizatioal structure, develop ad implemet a comprehesive, competecy-based performace maagemet strategy). Focus o aalyzig huma resource eeds ad developig plas ad programs to address those eeds (e.g. aalyze traiig eeds, develop ad maitai successio plaig/career developmet programs, ad develop ad implemet competecy-based HR applicatios). Focus o establishig programs to provide employee services (e.g. develop ad maitai orietatio programs ad performace evaluatio process). Time Public Safety s desired positioig is cosistet with what would ormally be observed i a kowledgeitesive busiess where higher value added talet developmet is core to successful operatioal executio. This positioig is also slightly higher tha what would be observed across broader public sector orms. It has bee recogized by the audit team through iterviewee commets that the Huma Resources fuctio is committed to evolvig alog this cotiuum, as demostrated by the ogoig trasformatio project focused o establishig geeric job descriptios. Talet Maagemet Overview Talet maagemet is the process of acquirig, developig, egagig ad retaiig the skilled workforce required to achieve the orgaizatio s short ad log term objectives. Effective talet maagemet is broader tha the Huma Resources (HR) fuctio. I additio to developig ad deployig effective HR strategies, programs ad processes, talet maagemet requires appropriate goverace, ad the right orgaizatio-wide leadership behaviours. I may respects, HR is resposible for developig the strategies ad programs, ad leaders across the orgaizatio are resposible for deployig those strategies ad programs withi their teams, with a view toward acquirig, developig, egagig ad retaiig required talet. 2.1 Audit Objective The objective of this audit was to determie if Public Safety Caada is applyig appropriate practices related to talet maagemet ad, if ot, to idetify recommedatios to address priority deficiecies or challeges. 11

12 Audit of Talet Maagemet 2.2 Audit Scope The scope of this audit covered the timeframe from March 1, 2011 to May 31, The scope of this audit icluded the followig high priority potetial talet maagemet dimesios, icludig the relevat key practices cotaied withi Deloitte s Talet Maturity Model: Talet Strategy Talet Maagemet Goverace ad HR Fuctioal Ifrastructure Talet Metrics Workforce Plaig Recruitmet ad Staffig Strategies Successio Maagemet Learig ad Developmet Performace Maagemet Audit criteria were developed i order to assess each of these dimesios (refer to Appedix A). Public Safety s talet maagemet practices were examied relative to the Deloitte Talet Maturity Model to assess the curret versus desired state of talet maagemet sophisticatio. The Talet Maturity Model achors rage from Developig, whe talet programs are i their ifacy, to Market Leadig, whe programs are i the most advaced stage of developmet. Withi the cotext of Public Safety Caada s desired Huma Resources Maagemet strategy, as well as Public Safety s relatively early stage of orgaizatioal maturity, Public Safety s talet maagemet practices should be withi the Progressig to Advaced rage of program sophisticatio for each of the talet maagemet program areas that correspod to the idetified high priority potetial talet maagemet risks. Audit criteria ad procedures were desiged based o this uderstadig (see Appedix A for a complete list of audit criteria). 12

13 Audit of Talet Maagemet Developig Basic Progressig Advaced Market Leadig DEVELOPING BASIC PROGRESSING ADVANCED MARKET LEADING A stage i which a strategy, A stage i which a strategy, A stage i which a strategy, A stage i which a A stage i which a strategy, process or program is process or program is process or program is i a strategy, process or process or program is becomig larger, more formig a basis ad state of advacemet, program is far alog i pioeerig ad oe of the first orgaized ad is comig focusig o the movig forward ad makig time ad has made i its field to explore ew ito existece fudametals cotiuous progress substatial progress subjects, ideas or methods Maturity Levels Developig Basic Progressig Advaced Market Leadig Competecy Model No formal competecy models or behavioral defiitios exist Some competecy ad skill requiremets have bee idetified for jobs withi the orgaizatio, but they have ot bee icorporated ito a customized competecy model A CM exists but does ot have descriptios or behaviors associated with the competecies The CM has leadership competecies but does ot defie fuctioal ad techical competecies If multiple CMs exist for differet departmets or groups, they are disjoited ad ot liked to global, shared competecies Competecies are aliged with the orgaizatio desig/structure CMl icludes leadership, fuctioal ad techical competecies Competecies have associated descriptios ad behaviors If multiple models exist, they are liked by the orgaizatio s global competecies CMs icludes descriptios ad behaviors, which are commuicated to employees ad maagers to alig performace expectatios Competecies are role-specific, future-orieted, tailored to the uique culture, visio, values ad strategy of the orgaizatio ad have meaig for the people i the orgaizatio Competecy Developmet Process & Goverace No formal process for competecy developmet or refiemet i respose to orgaizatioal evets (e.g., chage i strategy) Leadership shows little awareess i CMs No goverace structure i place for competecy models There is a process i place for competecies, but it is ot kow widely or used cosistetly Leadership is aware of the importace of CMs, but CMs have provided limited support ad attetio Key stakeholders are ot cosistetly ivolved i the developmet process There is a developmet process i place, but it is ot maaged cetrally, so departmets ad groups follow their ow process ad are ot aliged orgaizatiowide There is leadership support of CMs If multiple models exist, there is a process for esurig all models are aliged with the orgaizatio s global competecies There is a cetrally-maaged process i place for developig ad refiig the orgaizatio s CM(s) Leadership support for CM is visible ad backed by resources The developmet process is uderstood ad followed cosistetly, orgaizatio-wide CM is reviewed ad refied i respose to orgaizatioal evets (e.g., restructurig) Key stakeholders i orgaizatio are egaged to validate draft competecies ad associated behaviors Employee Uderstadig & Egagemet There is o shared uderstadig ad awareess of competecy ad skill requiremets If a CM exists, there is o mechaism for commuicatig the model to employees Details ad expectatios about competecy ad skill requiremets are commuicated o a limited basis, but o formal mechaism is i place to facilitate cosistet messagig There is geeral awareess that the CM exists, but employees do ot uderstad how it is tied to their daily behavior ad liked to idividual performace ad achievemet of the busiess strategy Employees are ot motivated or empowered to maage their ow careers There is a formal traiig for maagers ad employees o how to use the CM There is shared uderstadig ad awareess of the CMs Employees uderstad what is expected of them i their roles ad what differetiates betwee higher ad lower levels of performace Employees uderstad the lik betwee their behaviors ad the busiess strategy ad are motivated to help the compay achieve its strategy Employees are motivated ad empowered to maage their ow careers by leveragig the competecy model Lik to Talet Program Compoets No CM exists to serve as the foudatio for talet programs Talet programs are ot focused o specific competecies or performace metrics A CM exists but is ot itegrated ito other Talet program compoets (e.g., recruitig/selectio, performace maagemet, successio maagemet) Competecies are leveraged i some Talet programs but are ot itegrated ito others Talet programs are updated i respose to chages to the CM resultig from orgaizatioal evets (e.g., acquisitio for product/service lie extesio) CM is used as foudatio for developig a itegrated talet maagemet program CM is used to idetify ad address skill gaps i the orgaizatio through talet programs (e.g., employee or leadership developmet) 2.3 Approach Procedures for gatherig evidece icluded ispectio of documets, iterviews, detailed review of a sample of files, computatio ad aalysis of data. The applicatio of these procedures allowed the audit team to formulate a coclusio as to whether the established audit criteria have bee met. Stadards followed for gatherig evidece icluded esurig iformatio was sufficiet, reliable, relevat, ad useful to draw coclusios. 2.4 Fidigs, Recommedatios ad Maagemet Respose Based o evidece gathered through documetatio ad file review, aalysis ad iterviews, each of the audit criteria was assessed by the audit team ad a coclusio for each audit criterio was determied. Results of the audit fieldwork iclude both observed stregths ad areas for improvemet cocerig the talet maagemet practices withi Public Safety Caada. Throughout the audit fieldwork, the audit team observed several examples of how talet maagemet programs, tools ad practices are well-desiged ad applied effectively. This resulted i several observed stregths which are provided i the followig list: 13

14 Audit of Talet Maagemet Talet Maagemet Strategy Short-term (i.e. oe-year timeframe) huma resources plas ad priorities are completed o a aual basis by Huma Resources withi the Aual Busiess Pla for the Corporate Maagemet Brach. All directorates are ivolved i creatig busiess ad staffig plas which feed ito the Itegrated Huma Resources ad Busiess Pla for the Departmet. Corporate Services persoel (icludig Huma Resources, Iformatio Techology ad Fiace) participate i itegratio sessios with the braches to assist i stregtheig brach plas by providig their respective isights. Talet Metrics Employee egagemet is routiely measured (i.e., every three years) through the Public Service Employee Survey. A formal committee meets regularly to address the results of the survey, which has bee a catalyst for chage withi the Departmet. Recruitmet ad Staffig Strategies A umber of templates ad guides exist to assist i the staffig process. The Departmet has started to use some proactive staffig strategies (e.g., Express-Lae Staffig, collective staffig). Successio Maagemet The Huma Resources fuctio has developed a Guide to Successio Plaig available to staff. Learig ad Developmet Progress is uderway with respect to Learig ad Developmet (e.g. learig curriculums). Learig curriculums for some occupatioal groups are completed, but are ot yet completed dow to the classificatio level. Performace Maagemet Performace maagemet tools ad templates exist for learig plas, objective settig ad yeared performace reviews, which are madatory for all eligible staff. A aual EX Talet Maagemet process was recetly implemeted ad was performed for all EX positios i The process ivolves the completio of a talet maagemet questioaire by all icumbets i EX positios, the collectio of supervisory iput o the icumbet resposes, ad detailed review of the questioaires by Seior Maagemet. The process eables performace maagemet discussios ad provides a medium for Seior Maagemet to uderstad the stregths, weakesses ad ambitios of the EX icumbets. 14

15 Audit of Talet Maagemet The audit team also idetified areas where maagemet practices ad processes ca be improved. The followig are fidigs gathered by the audit team where opportuities for improvemet exist ad should be addressed by Huma Resources maagemet. Of those idicated below, the greatest areas for improvemet related to Recruitmet ad Staffig Strategies ad Successio Maagemet There is a eed to defie ad implemet a itegrated ad multi-year talet maagemet strategy across the Departmet I light of Public Safety s cotext ad desired Huma Resources Maagemet strategy ad the implicatios for the level of talet maagemet effectiveess, there should be a documeted set of talet maagemet priciples ad priorities to guide talet maagemet practices. Talet maagemet plas ad orgaizatioal plas should be aliged ad address busiess-drive talet maagemet eeds ad priorities. Although progress has bee made i developig a Itegrated Huma Resources ad Busiess Pla (IHRBP), there is ot a defied ad itegrated talet maagemet strategy across the Departmet icludig a talet maagemet approach, framework, ad guidig priciples. As a compoet withi a broad Huma Resources strategy, a talet maagemet strategy defies a orgaizatio s talet maagemet approach or philosophy, ad focuses o the four pillars of acquirig, developig, egagig ad retaiig the skilled workforce required to achieve the orgaizatio s short ad log term objectives. I additio, the curret IHRBP has gaps with respect to broader, multi-year plaig to address medium ad loger term busiess eeds ad workforce demographic eeds. The audit team observed that the IHRBP is a aual exercise which all braches cotribute to. There are talet maagemet elemets preset i the Departmet s IHRBP, which are also preset i the Corporate Maagemet Brach Busiess Pla. However, there is a opportuity to improve the aligmet betwee these two aual plas ad to itegrate aual plaig with a overall proactive talet maagemet strategy. Recommedatio: Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the developmet of Public Safety s talet maagemet strategy i collaboratio with brach leadership by doig the followig: Defie ad implemet a itegrated ad multi-year talet maagemet strategy across the Departmet, icludig a defied talet maagemet approach, framework, ad multi-year objectives ad iitiatives. Esure that multi-year plaig icludes proactive iitiatives to address forecasted workforce shortages ad idetified talet maagemet priorities over the defied time horizo. 15

16 Audit of Talet Maagemet Cotiue to participate i itegratio sessios for brach busiess plaig, ad esure a stroger itegratio betwee the huma resources eeds ad priorities of the braches, ad those that are reflected i the aual priorities of Huma Resources (documeted withi the Corporate Maagemet Brach Busiess Pla). Maagemet Actio Pla The Departmet will cotiue to implemet ad improve its curret Talet Maagemet Program for Executives ad use empirical data to iform HR maagemet strategies across the Departmet. The Departmet will review its curret performace maagemet program for employees to esure it is better itegrated with other HR processes ad systems ad better meet the eeds of maagemet ad employees. The Departmet will develop a Itegrated Talet Maagemet Strategy. The Departmet will formalize its ewly created HR Busiess Maagemet Uit ad implemet soud strategic plaig, performace measuremet ad risk maagemet practices i Huma Resources. The Strategic Plaig Divisio ad Huma Resources Directorate will cotiue to work i close collaboratio to stregthe HR ad Busiess itegratio i the Itegrated Huma Resources Busiess Pla ad Brach Plas. Completio Date Ogoig ad completed o a aual basis Q Q Q Ogoig - aually Ehaced talet maagemet goverace should be implemeted at Public Safety I light of Public Safety s cotext ad desired Huma Resources Maagemet strategy ad the implicatios for talet maagemet goverace ad HR fuctioal ifrastructure, a structure should be i place to support talet maagemet goverace, icludig executive-level resposibility ad defied accoutabilities. Processes ad practices should be i place to gover talet maagemet effectiveess, icludig periodic reportig to the executive, resultig i accoutability for core talet maagemet results ad eterprise-wide cosistecy ad itegratio of efforts. A cross-fuctioal talet maagemet committee should be i place to moitor ad assess talet maagemet issues ad iitiatives. Although there is some reportig to seior maagemet o talet maagemet iformatio (e.g., Staffig Performace Report, Report o Labour Relatios, Compesatio ad Welless Programs), ad the importace of strategic huma resources maagemet has become a greater focus for the Deputy Miister, huma resources is ot a formal ad regular ageda item at the seior level, ad there is o formal HR committee at the mid-maager level to provide a meas for discussio of talet maagemet issues ad plas, ad esure itegratio of efforts ad cosistecy of practice. Such committees would esure that there is broad ad seior level awareess ad support for talet maagemet iitiatives. 16

17 Audit of Talet Maagemet Recommedatio: Give the fiscal costraits i the curret operatig eviromet, it is recommeded that the Assistat Deputy Miister, Corporate Maagemet Brach, together with colleagues at the executive table itroduce huma resources issues as a stadig item o the agedas of two existig committees: oe committee of seior maagemet, ad oe committee of mid-maagers. The specific committees that are best suited to iclude huma resources as a stadig item o their agedas are to be determied at the discretio of Public Safety executive, icludig the Assistat Deputy Miister, Corporate Maagemet Brach. It is essetial that the Director Geeral of Huma Resources be preset o these committees. Maagemet Actio Pla The Departmet will modify its curret Seior Maagemet Committee Terms of Referece to provide for regular HR-dedicated Maagemet Committee agedas. Completio Date Q The DG of HR will be a permaet member of HR-dedicated seior Maagemet Committees. The Departmet will establish a DG HR committee chaired by DG of HR. Q Establish, report ad aalyze talet metrics that are strategically aliged with the Departmet s talet maagemet strategy I light of Public Safety s cotext ad desired Huma Resources Maagemet strategy ad the implicatios for the type of talet metrics eeded, the Huma Resources fuctio should have a talet maagemet dashboard of key workforce metrics ad targets, ad use this iformatio to make aual decisios to improve talet maagemet. Talet maagemet metrics preseted to the Maagemet Committee ted to be focused o workforce demographics, turover ad curret state profile of the workforce, rather tha metrics related to strategic talet maagemet objectives such as progress agaist priorities. There is ot a strategically-aliged ad defied set of talet metrics that are tracked ad reported o for performace moitorig ad maagemet decisio-makig purposes (i.e. talet maagemet dashboard), which may idicate that Public Safety s maagemet does ot have the iformatio it eeds to make iformed decisios regardig talet maagemet. There is o talet maagemet dashboard of strategically-aliged metrics curretly i place for each brach or for the Departmet as a whole. However, specific talet maagemet metrics (focused o workforce demographics ad turover) are provided o a semi-aual basis to aid braches i their staffig plas (i.e., mid-year ad ed-of-year performace summaries). Recommedatio: Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources do the followig to improve the use of talet metrics: 17

18 Audit of Talet Maagemet Establish a talet maagemet strategy (see recommedatio oted i Sectio 2.4.1) ad create a dashboard of strategically aliged talet metrics, targets ad actual results agaist targets, that is provided to seior maagemet o a regular (i.e., miimum quarterly) basis. Create a dashboard of strategically aliged talet metrics for each brach that is provided to brach maagemet o a regular basis to facilitate iformed decisio-makig ad ehace accoutability. Review actual performace agaist target ad ehace or update Huma Resources plas accordigly. Maagemet Actio Pla The Departmet will develop a Itegrated Talet Maagemet Strategy The Departmet will formalize its ewly created HR Busiess Maagemet Uit ad implemet soud strategic plaig, performace measuremet ad risk maagemet practices i Huma Resources. The Departmet will create a HR dashboard icludig Talet Maagemet performace measures, aalysis ad treds. Completio Date Q Q Q Loger-term workforce plaig should be coducted I light of Public Safety s cotext ad desired Huma Resources Maagemet strategy ad the implicatios for workforce plaig, high impact ad difficult to fill positios should be idetified, ad the orgaizatio should forecast its demad for talet withi these segmets based o plaed orgaizatioal growth, as well as retiremet, mobility ad separatio projectios. The orgaizatio should also develop recruitmet ad successio plas to address projected workforce shortages. With the exceptio of retiremet projectios, o Departmetal workforce projectios are made beyod a oe-year timeframe, thereby limitig the orgaizatio s ability to uderstad ad develop plas to address loger-term talet shortages, especially for critical skill sets. Due to the lack of loger-term workforce plaig projectios, proactive recruitmet ad staffig strategies are ot developed ad implemeted for these critical workforce segmets based o multi-year talet demad forecastig. 18

19 Audit of Talet Maagemet Recommedatio: Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the followig iitiative to improve Public Safety s workforce plaig processes: Workforce projectios (supply ad demad) should be made for the short, medium, ad loger terms, ad should serve as iput ito a multi-year talet maagemet strategy. Maagemet Actio Pla The Departmet will iclude a formal process to idetify ad maage critical positios i its Talet Maagemet Strategy. The Departmet will formalize its ewly created HR Busiess Maagemet Uit ad implemet soud strategic plaig, performace measuremet ad risk maagemet practices i Huma Resources. HR ad will develop staffig strategies that will be itegrated i the TM strategy. The Departmet will implemet a ew staffig pla format that will be updated o a quarterly basis. The Departmet will provide workforce projectios to the braches, feedig their staffig pla ad the TM strategy. Completio Date Q Q Q Q Q Proactive recruitig ad staffig strategies should be developed to address forecasted workforce shortages. A ehaced ad aliged effort betwee HR ad hirig maagers is required to improve staffig services. I light of Public Safety s cotext ad desired Huma Resources Maagemet strategy ad the implicatios for recruitmet ad staffig, proactive recruitmet ad staffig strategies should be established o a aual basis to address potetial talet shortages that have bee idetified through workforce plaig activities. Recruitmet ad staffig processes ad tools should support the staffig strategy ad be efficiet, stadardized ad techology eabled. Hirig maagers should be aware of their optios, resposibilities ad the approximate timelies associated with recruitmet ad staffig processes, so that they ca pla accordigly. Due to the absece of loger-term workforce plaig projectios, Public Safety does ot coduct multiyear plaig based o multi-year projectios to guide a proactive recruitmet ad staffig strategy. With respect to the level of staffig service provided to iteral cliets, there is a eed to provide ehaced ad cosistet advice to hirig maagers, ad to achieve greater timeliess i staffig positios. It is recogized that HR iitiatives are already uderway that will eable greater timeliess i the staffig process (i.e., geeric work descriptios). 19

20 Audit of Talet Maagemet Recommedatio: Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the followig iitiatives to improve Public Safety s staffig processes: Together with the recommedatio oted i Sectio 2.4.1, develop forecastig-based, proactive recruitmet ad staffig strategies to address forecasted workforce shortages i the short, medium ad loger term. Establish service level stadards ad track ad evaluate recruitmet ad staffig processes for efficiecy ad effectiveess. Esure Huma Resources staff provide strategic advice to hirig maagers (icludig advisig them of their optios ad potetial cosequeces of various decisios) to support hirig maagers i fulfillig their staffig accoutabilities. It is recogized that while HR is resposible for developig the strategies ad programs, leaders across the orgaizatio are resposible for deployig those strategies ad programs withi their teams. Maagemet Actio Pla The Departmet will formalize its ewly created HR Busiess Maagemet Uit ad implemet soud strategic plaig, performace measuremet ad risk maagemet practices i Huma Resources. The Departmet will establish service stadards for HR operatios aliged with iterdepartmetal HR Commo processes The Departmet will establish results ad risks-based approaches to staffig, providig maagers with more flexibility, resposibility ad accoutability. Completio Date Q Q Q Successio maagemet for critical positios requires a greater degree of rigor ad formality. I light of Public Safety s cotext ad desired Huma Resources Maagemet strategy ad the implicatios for successio plaig, a formal successio plaig program should be i place for both executive positios ad other high impact ad difficult to fill positios, icludig programs to idetify ad develop talet pools of potetial successors. At Public Safety, there are o formal successio plas (i.e. where potetial successors are formally idetified ad a documeted pla to develop potetial successors has bee made) i place for executive ad other high impact ad difficult to fill positios. 20

21 Audit of Talet Maagemet Huma Resources has tools that may be itegrated with, ad support successio plaig across the Departmet, but they are ot beig used formally for this purpose. Examples of tools iclude performace maagemet guides ad forms, learig curriculums ad forms, EX talet maagemet questioaires, etc. Recommedatio: Uder the directio of the Assistat Deputy Miister, Corporate Maagemet Brach, it is recommeded that the Director Geeral, Huma Resources lead the followig iitiatives to improve Public Safety s process for successio plaig: Cofirm critical workforce segmets (see also recommedatio oted i Sectio 2.4.4) ad idetify specific competecy requiremets. Udertake multi-year supply ad demad forecastig withi high impact ad difficult to fill positios (see also recommedatio oted i Sectio 2.4.4). As appropriate, implemet proactive strategies to develop talet pools of possible successor employees (e.g., idetificatio of key talet, assessmet of key talet, geeratio ad maagemet of successio-based developmet plas, etc.). For all key positios, idetify a possible successio pla, which at a miimum would idetify a idividual(s) who is capable of servig i a actig positio for a iterim basis to maage shortterm eeds. Through learig ad developmet processes, esure the possible successors build requisite skills. It is recogized that while HR is resposible for developig the programs ad tools, leaders across the orgaizatio are resposible for deployig those programs withi their teams. I this regard, while HR must take a leadership role i successio plaig strategy ad tool developmet, orgaizatioal leaders must take the resposibility ad accoutability for esurig that these are carried out withi their directorates. Maagemet Actio Pla The Departmet will develop a Itegrated Talet Maagemet Strategy. The Departmet will formalize its ewly created HR Busiess Maagemet Uit ad implemet soud strategic plaig, performace measuremet ad risk maagemet practices i Huma Resources. The Departmet will iclude a key commitmet related to successio plaig i Executive s Performace Maagemet Accord. The Departmet will develop learig curriculums aliged with the Geeric Work Descriptio Project The Departmet will develop competecy profiles aliged with the Geeric Work Descriptio Project. Completio Date Q Q Q Q Q

22 Audit of Talet Maagemet The Departmet will develop ew programs ad improve existig programs cotributig to kowledge trasfer ad formalize its metorig program. Q

23 Audit of Talet Maagemet Appedix A Audit Criteria The coclusios reached for each of the audit criteria used i the audit were developed accordig to the followig defiitios. Coclusio o Audit Criteria 1 Well Cotrolled 2 Cotrolled 3 Moderate Issues 4 Sigificat Improvemets Required Defiitio of Coclusio Well maaged, o material weakesses oted; ad Effective. Well maaged, but mior improvemets are eeded; ad Effective. Moderate issues requirig maagemet focus (at least oe of the followig two criteria eed to be met): o Cotrol weakesses, but exposure is limited because likelihood of risk occurrig is ot high; o Cotrol weakesses, but exposure is limited because impact of the risk is ot high. Requires sigificat improvemets (at least oe of the followig three criteria eed to be met): o Fiacial adjustmets material to lie item or area or to the departmet; or o Cotrol deficiecies represet serious exposure; or o Major deficiecies i overall cotrol structure. The followig are the audit criteria ad examples of key evidece ad/or observatios oted which were aalyzed ad agaist which coclusios were draw for this audit. I cases where sigificat improvemets (4) ad/or moderate issues (3) were observed, these were reported i the audit report. Coclusio Audit Criteria o Audit Observatios Criteria Talet Maagemet Strategy There is a documeted set of talet maagemet priciples ad priorities to guide talet maagemet practices. Talet maagemet plas ad orgaizatioal plas are aliged ad address busiess-drive talet maagemet eeds ad priorities. Moderate Issues There is ot a defied ad itegrated talet maagemet strategy across the Departmet icludig a talet maagemet approach, framework, ad guidig priciples. Although there are documeted huma resources plas ad priorities completed aually for a oe-year period, the IHRBP has gaps with respect to broader, multi-year plaig. All directorates are ivolved i creatig staffig plas which feed ito the Itegrated HR ad Busiess Pla. Some likages exist betwee the aual Itegrated HR ad Busiess Pla ad the aual Brach Busiess Pla, ad itegratio 23

24 Audit of Talet Maagemet Audit Criteria Talet Maagemet Goverace ad HR Fuctioal Ifrastructure A structure is i place to support talet maagemet goverace, icludig executive-level resposibility ad defied accoutabilities. Processes ad practices are i place to gover talet maagemet effectiveess, icludig periodic reportig to the executive, resultig i accoutability for core talet maagemet results ad eterprise-wide cosistecy ad itegratio of efforts. A crossfuctioal talet maagemet committee is i place to moitor ad assess talet maagemet issues ad iitiatives. The Huma Resources (HR) fuctio s service delivery ratios ad cost-to-maage statistics are i aligmet with cotextually relevat bechmarks. Talet Metrics The Huma Resources fuctio has a talet maagemet dashboard of key workforce metrics ad targets, ad uses this iformatio to make aual decisios to improve talet maagemet. Employee egagemet is assessed aually or bi-aually. Workforce Plaig High impact ad difficult to fill Coclusio o Audit Criteria Moderate Issues Moderate Issues Moderate Issues Observatios sessios are held to stregthe brach plas from the corporate services perspective. There is a opportuity to more tightly lik the HR compoet of the Corporate Maagemet Brach Busiess Pla with the Itegrated HR ad Busiess Pla for the Departmet. There is o formal committee at the seior level or at the mid-maager level to discuss ad address talet maagemet issues ad plas, ad esure itegratio of efforts, cosistecy of practice, ad esure that there is broad ad seior level awareess ad support for talet maagemet iitiatives. Existig seior maager committees oly focus o HR issues o a itermittet basis (i.e. for the aual EX Talet Maagemet Exercise, or i reviewig workforce demographics). HR does ot track metrics to measure departmet-wide HR effectiveess ad efficiecy as a whole (refer to Talet Metrics sectio below for further details). There is ot a defied set of metrics tracked ad reported o for maagemet purposes. There is o talet maagemet dashboard of strategically-aliged metrics curretly i place for each brach or for the Departmet as a whole. Talet Maagemet metrics (focused o workforce demographics ad turover) are provided o a aual basis to aid braches i their staffig plas. Metrics are ot measured to provide assessmet agaist strategic priorities ad objectives. Some trackig of metrics such as staffig ad classificatio statistics are doe by HR. They are ot ecessarily reported o outside the Departmet. Employee egagemet is routiely measured, ad committees are established ad meetig regularly to follow up o the results of the employee egagemet survey. With the exceptio of retiremet projectios, o workforce projectios are made beyod a oe- 24

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