BUSINESS PLAN: Human Resources

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1 BUSINESS PLAN: Human Resources How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community The mission of the Human Resources Division is to attract, engage, develop and celebrate exceptional people in public service who are representative of our community. The Human Resources Division has accountability for the provision of all human resources services to all Service Areas of the Corporation, and some Boards and Commissions in the areas of labour relations, human rights, occupational health and safety, recruitment and staffing, attendance and disability management, position management, performance management, organizational design, pension and benefits, compensation management and employee recognition, employee relations, corporate learning and development, human resources information systems, and internal communications. The division is organized into five sections: Employee and Client Relations, Labour Relations, Rewards and Recognition, Occupational Health & Safety, Corporate Learning & Development and Human Resources Information Systems. Name the main activities done to provide this service: Name The Activities Done To Service 1. Labour relations: negotiate and administer collective agreements, grievance and arbitration processes; prepare and negotiate employee contracts; conduct workplace investigations and mediations; administration of the job evaluation processes. 1

2 Name The Activities Done To Service 2. Occupational Health and Safety: development, analysis, and management of Corporate Health & Safety Management System; administration of WSIB claims; development and delivery of training programs; liaison for Ministry of Labour inspectors; conduct workplace audits and develop actions plans to achieve compliance; accident investigations; and administers Joint Health and Safety Committees; develop and implement Return To Work programs; administer Occupational Health Services. 3. Corporate Learning and Development: identify learning and development requirements; source and recommend both internal and external training delivery options; design, develop and facilitate custom training programs; maintain employee training database; development, coordination and delivery of Corporate training programs such as Corporate Orientation, I Step Forward, Management Foundations Program, vehicle and equipment, software/technology; succession and career pathing consultation. 4. Employee and Client Relations: lead recruitment and onboarding of new employees; outreach initiatives (job fairs, schools, community agencies); work force planning (succession planning, position management, replacement planning); organizational design and restructuring; performance management; employee relations and union liaison; develop and implement co-op placements, internships and mentorships in partnership with community organizations. 2

3 Name The Activities Done To Service 5. Rewards and Recognition: negotiation, analysis, management and administration of: Pension; employee retirements; employee health, dental, disability and life benefit programs; STD and LTD claims; employee sick leave programs; return to work programs; occupational health and wellness; attendance management; performance management; compensation; recognition programs; employee suggestion program, employee assistance program; immunization program; and corporate employee events. 6. Human Resources Information Systems: Responsible for leading and administering systems development and maintenance to ensure system setup complies with collective agreements, policies and legislation; business process improvements using automation, training on new functionality and processes, and developing standardized reports; processing and reporting of management compensation and confidential labour relations matters. 7. Diversity and inclusion: Responsible for the development and implementation of initiatives which support the creation of a diverse workforce that is representative of our community and an inclusive organizational culture. 8. Employee engagement: Lead process of conducting regular employee engagement surveys, analysis of results and development and delivery of initiatives to improve engagement levels. 3

4 Name The Activities Done To Service 9. Internal communications: Develop and maintain infrastructure, protocols and initiatives for internal corporate communications (e.g. intranet, employee bulletin boards, newsletters); create proactive and responsive communications plans and tactics to support employee related initiatives; develop marketing materials which promote the Corporation as a prospective employer. What is the current state of this service? Changes to legislation including AODA, WSIB Restructuring initiatives that provide for a centralized model for the delivery of corporate and shared services Contract negotiations Stabilization and resourcing issues with various elements of the Corporate technology infrastructure An aging workforce Multi-generational workforce Increased difficulty securing qualified candidates within a shrinking labour force Attracting and retaining high performing employees within the current economic climate Increased regulatory examination by various legislative sources Changing health and wellness needs of our employees An evolving labour relations landscape Deferred retirement decisions 4

5 What is the current state of this service? (cont d) Aside from its ongoing operational activities, major accomplishments of the Human Resources division thus far in 2013 include: Expansion of online recruitment technology for unionized groups Developed a paid internship program for persons with identified disabilities, new immigrants and recent graduates Delivered several activities as part of an expansion of the Get Active-Stay Healthy Program Developed a corporate succession planning program Produced the At Your Service employee video Completed health and safety risk assessments and resulting actions with all Service Areas Developed and implemented an Employee Update Event, which contributed to skills development and engagement for over 1000 employees Developed and implemented an employee suggestion program Enhanced the Driver s Development Program Completed planning phase for HRIS road map Completion of foundational elements necessary for implementation of an HRIS Initiatives from the Human Resources Strategy anticipated for implementation in 2013 include: Revise current exit interview process Research and development of policies/programs which promote community volunteering for employees Establish systems for communicating corporate information to/with employees Develop programs which help prepare employees for corporate change Expand and enhance the Health and Safety Management System to include all Service Areas Develop a new workplace diversity and inclusion plan Develop a corporate mentoring program Develop an employee career development program Develop an onboarding program which expands on the current corporate orientation Establish a corporate learning management system Support initiatives related to the Mayor s Council to End Women s Abuse Review and update Kronos system to ensure system stability and improve performance 5

6 What is the future direction of this service? Future objectives Increased automation and establishing employee self-service for information access What is driving this service? As outlined for current state Emerging issues and challenges As outlined for current state What do you plan to do? Initiatives from the Human Resources Strategy for implementation in 2014: Conduct a corporate wide employee engagement survey Develop policies, programs, standards and procedures to adhere to CSA Z1000 standard for Occupational Health and Safety Review alternatives to the current job evaluation process Develop programs that include all employees in the performance development process Redesign the corporate learning and development program Automate the employee master file to eliminate associated manual forms Automate the manual time sheet and request for time off processes Interface associated HR software Establish manager and employee self-serve access Redevelop and implement the current employee recognition program It Starts With Me training, featuring revised related to Workplace Harassment, Code of Conduct, Workplace Violence Prevention and AODA integrated standards Collective agreement bargaining for various employee groups Develop a strategy to support the changing health and wellness needs of our employees Conduct a four year review of the compensation and benefit program for management employee group Implementation of the revised Workplace Diversity and Inclusion Plan Develop a marketing strategy for promoting the City of London as an employer of choice Develop and deliver a training program to improve leaders skills with managing their workforce Develop and deliver recruitment training for leaders Develop and deliver customer service training 6

7 Key Performance Indicators Description of measure How Much? 1. Number of retirements Number of WSIB incidents/claims Number of short term/long term disability claims open 4. Grievances referred to arbitration How Well? 5. Participation in Corporate Training courses New hires/promotions/transfers Grievances referred to Human Resources Number of collective agreements negotiated/arbitrated 9. Voluntary Turnover Rate 4.7% 7.0% 3.5% 4.7% 4.7% 6.0% 7.0% Is Anyone Better Off? 10. Average annual paid sick hours per employee Number of short term/long term disability claims closed 12. Percentage of employees returning to work 99% 99% 99% 99% 99% 99% 99% following WSIB incident/claim 13. Percentage of Occupational Health and Safety 95% 95% 95% 95% 95% 95% 95% Continuous Improvement Programs completed 14. Average annual WSIB hours per employee Average annual STD hours per employee Average annual LTD hours per employee

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