DATE: December 11, 2013 REPORT NO. CS TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ]

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1 CORPORATE SERVICES COMMISSION DATE: December 11, 2013 REPORT NO. CS TO: FROM: Chair and Members Human Resources Committee Darryl Lee, General Manager Corporate Services 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ] 2.0 TOPIC Human Resources Master Plan 3.0 RECOMMENDATION A. THAT Report CS regarding the Human Resources Master Plan BE RECEIVED; and B. THAT Staff BE DIRECTED to implement the recommendations and actions outlined in the Human Resources Master Plan. 4.0 PURPOSE The purpose of this report is to present the Human Resources Master Plan (HRMP). 5.0 BACKGROUND At Council s priority setting retreat in February 2012, it was unanimously agreed that the establishment of a Human Resources Master Plan would be one of the top priorities during this term of Council. City Council approved a capital project in the amount of $70,000 during the 2012 budget deliberations to engage a consultant for the development of a Human Resources Master Plan. A Request for Proposals (RFP12-159) was issued in December 2012 with a closing date of January 10, The Corporation received four submissions, of which one was rejected. Two of the proponents met the technical benchmark and were invited to

2 Report No. CS Date: December 11, 2013 Page 2 the presentation and interview stage. Staff then reviewed the cost submission for the highest scoring proponent. At the April 23, 2013 meeting of the Human Resources Committee and subsequent approval at the May 21, 2013 Council meeting, City Council approved the allocation of $25,000 from the Council Priorities Reserve Fund to fund the additional cost to engage Deloitte as the consultant for development of the Human Resources Master Plan. A kick-off meeting occurred early June and the Agreement between the parties was finalized by the end of July. In August of 2013, Deloitte was engaged by the City to support the creation of a Human Resources Master Plan (HRMP). Since that time Staff and the Consultant have been actively engaged in the project and ensuring the milestones were delivered. The intent of the HRMP is to identify and prioritize actions to ensure continued and efficient delivery of core operational services while focusing also on value-added talent programs and HR advisory services to meet future strategic needs for the City of Brantford. 6.0 CORPORATE POLICY CONTEXT One of the pillars in Brantford s community strategic plan is Excellence in Governance & Municipal. A long-term desired outcome is that the City will pursue excellence by being recognized as an "Employer of Choice" in the municipal sector. Strategic Action 4.10 is an initiative to develop a comprehensive human resources plan that addresses the needs for staff training and development, and succession planning. This report directly relates to this strategic action. 7.0 INPUT FROM OTHER SOURCES Input for the Human Resources Master Plan was gathered through consultation with the City s Executive Leadership Team and the leadership teams of each of the City s Commissions as well as staff from the Human Resources department. In addition, the Consultant met with the Mayor and Chair of the Human Resources Committee. Furthermore, the consulting organization utilized information from its databases and the experience of its own staff resources to develop the approach and recommendations outlined in the Human Resources Master Plan. 8.0 ANALYSIS The Human Resources Master Plan is attached as Appendix A. It is a comprehensive strategic document that provides direction to the Human Resources department regarding areas of focus and gap-closing initiatives to be pursued over the next five to seven years. The implementation of this HRMP will advance the maturity of key functions across the department to help Brantford pursue its goals of being a 21 st Century City and an Employer of Choice.

3 Report No. CS Date: December 11, 2013 Page FINANCIAL IMPLICATIONS There are no financial implications associated with receiving this report and the Human Resources Master Plan. As Staff proceeds with implementing the recommendations of the Human Resources Master Plan, any actions with financial implications will be brought to Council for consideration. No additional staffing complement is required at this time CONCLUSION The completion of the Human Resources Master Plan provides Staff with actionable items to support the City of Brantford s interest to enhance the current contribution of the Human Resources function. The recommendations reflect the City s interests to increase its competitiveness in key functional areas, most notably in the areas of HR Strategy and Talent. The initiatives and timelines in the Human Resources Master Plan prioritize activities to achieve the emerging vision and help position HR to support a 21 st Century City while ensuring retention of, and improvement to, current service levels. Anita Szaloky, Director - Darryl Lee, General Manager - Human Resources Corporate Services Attachments: Appendix A Human Resources Master Plan In adopting this report, is a by-law or agreement required? If so, it should be referenced in the recommendation section. By-law required [ ] yes [ X ] no Agreement(s) or other documents to be signed by Mayor and/or City Clerk [ ] yes [ X ] no Is the necessary by-law or agreement being sent concurrently to Council? [ ] yes [ X ] no

4 City of Brantford Human Resources Master Plan December 5, 2013

5 Introduction Background Through its Community Strategic Plan, the City of Brantford identified one of four strategic goals to be Excellence in Governance and Municipal which states an intention to pursue excellence by being recognized as an employer of choice in the municipal sector. In addition, the City identified a supporting strategic action to develop a comprehensive human resources plan that addresses the needs for staff training, development and succession planning. In August of 2013, Deloitte was engaged by the City of Brantford to support the creation of a Human Resources (HR) Master Plan. The intent of the plan is to identify and prioritize actions to ensure continued and efficient delivery of core operational services while focusing on the enhancement of value-added talent programs and HR advisory services. The HR Master Plan itself was developed through a review process from August to December 2013 and involved a comprehensive assessment of the current state of HR while highlighting associated gaps, priorities and areas of greatest opportunity. To support its goal to be an attractive employer and a 21 st century City, the Human Resources Master Plan herein highlights eleven (11) priority areas which will establish a foundation for key initiatives and activities to be executed over the coming five to seven years. 2

6 The Human Resources Master Plan is informed by a current state profile and a key findings report Current State Profile Key Findings Report The current state profile used an extensive data collection process to assemble a comprehensive view of the level of maturity of functions currently being carried out in the Human Resources department at the City of Brantford. To further support the Master Planning process, the Key Findings report reflected key gaps and recommendations associated with current and recommended levels of maturity while also identifying the emerging priorities and vision for HR. HR Master Plan The Human Resources Master Plan herein is a strategic plan that provides direction to the City s HR department regarding areas of focus to be pursued over the next 5-7 years. The implementation of this plan will advance the current HR organization while supporting Brantford s intent to be a 21 st Century City and an employer of choice. Indicates current report 3

7 The functional framework below highlights the eleven (11) priority areas that form the basis of the multi-year Human Resources Master Plan HR Strategy and Governance HR Service Delivery Model and Enablers Talent Organization Development Total Rewards Employee Relations HR Business Partner Services Employee Health and Safety HR Administration Payroll and Time HR Performance Measurement and Continuous Improvement HR Strategy and Planning HR Policy and Governance HR Culture and Capabilities HR Service Delivery Model and Organization Design HR Process HR Technology HR Communications Onboarding / Orientation Design Learning and Development Design and Delivery Critical Workforce Segmentation Career Development Performance Employee Recognition Succession Employee Engagement Workforce Planning Competency Modeling Leadership Development Design and Delivery Recruitment Strategy, Employer Brand Mgmt Organization Design Organization Change Culture Team Effectiveness Total Rewards Program Design Job Evaluation and Classification Market Research and Analysis Vendor Negotiations and Employee Relations Strategy Understand and Interpret Labour Law Negotiate Collective Agreements Manage Formal Complaints and Grievances Manage Employee Discipline and Discharge Establish Employment Policies and Terms and Conditions of Employment Leadership Advisory Services on Talent Planning Leadership Advisory Services on Talent Implications of Business Plans Leadership Advisory Services on Talent-related Priorities and Challenges Claims and Disability Safety and Wellness Training and Promotion Worksite Analysis and Risk The table above represents a comprehensive suite of strategic and tactical activities or functions typically performed within an HR organization. This functional framework was used as the basis for the current state assessment, gap analysis and prioritization in support of the HR Master Plan development. Onboarding and Orientation Administration Recruitment and Staffing Administration Employee Data Administration Separation Administration Compensation Administration Benefits Administration Reporting and Analytics Maintain Organization Chart and Position Records Routine Inquiry Administration Learning Administration Payroll Time (work scheduling, leave requests, time and attendance administration) 4

8 Master Plan s have been prioritized based on their importance and value to the organization and the urgency of their implementation s A B C D E F G H I J K Title Implement HR Master Plan Develop HR Technology Strategy Implement Business Partner Role Develop HR Communication Plan Design Refreshed Onboarding and Orientation Program Refresh and Enhance Approach to Learning and Development Design and Delivery Design and Implement Comprehensive Succession Tools Enhance Employment Brand Evaluate Human Resources Departmental Structure and Service Delivery Model Refresh Compensation Data for City roles Provide Leadership Advisory Services to support talent planning Importance / Value to Organization Low High Low Low urgency, high importance H Low urgency, low importance E D High urgency, high importance Urgency to Implement K F C High urgency, low importance J B I A G High 5

9 The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time Year 1 Year 2 Year 3 Year 4 Year 5 Year 5+ Implement HR Master Plan Develop HR Technology Strategy Implement Role of HR Business Partner Develop HR Communication Plan Design Refreshed Onboarding / Orientation Program Refresh and Enhance Learning and Development Design & Delivery Design and Implement Comprehensive Succession tools Enhance the City s Employment Brand Evaluate Human Resources Structure and Service Delivery Model Refresh Compensation Data for City Roles Provide Leadership Advisory Services to Support Talent Planning 6

10 Implementation Plan: HR Strategy and Planning HR Strategy and Governance HR Strategy and Planning Implement HR Master Plan The Human Resources department executes on its HR Master Plan, which enhances the future value, capacity and capability of HR to support a 21 st Century City. Develop strategies to undertake key initiatives associated with the HR Master Plan Integrate Master Plan into annual work plan Communicate Master Plan to targeted stakeholders Schedule annual review and validation of Master Plan activities Develop schedule and plan (e.g., bi-annually) for ongoing measurement, monitoring and milestone tracking Milestone Tracking All Master Plan initiatives and activities HR resource capacity and support Support of City s Council, and Staff A clear mandate and direction for Human Resources to support achievement of broader organizational objectives 7

11 Implementation Plan: HR Technology HR Service Delivery Model and Enablers HR Technology Develop HR technology strategy The Human Resources department leverages technology to drive efficiency, build capacity and enhance data to support meaningful management reporting. Undertake comprehensive HR systems inventory Review technology platforms in relation to current and future state HR operational needs Explore employee and manager self-service as a component of technology review Review and maximize existing JDE functionality or alternative systems, including point solutions for in-need HR activities, e.g., recruitment, organization charting and learning and development tools Review and identify needs relative to workforce data, analysis and reporting Identify workflow, ownership and routing of HR calls into the City s service centre Leverage CRM for associated tracking and resolution management, e.g. candidate inquiry calls routed from customer service to HR 8 Learning and Development; Organization Development; HR Communications; Onboarding/Orientation Design IT support and participation, resource capacity Additional HR capacity supported by enhanced efficiency and automation Enhanced leadership advisory services supported by more meaningful business reporting capabilities

12 Implementation Plan: HR Service Delivery Model HR Service Delivery Model and Enablers HR Service Delivery Model and Organization Design Implement role of HR Business Partner Human Resources enhances its service delivery model and improves departmental alignment and understanding of organizational needs through introduction of Business Partner role Implementation and ongoing evaluation of refreshed service delivery model through introduction of Business Partner (Service Representative) role Directly align HR resources to Commissions for support of strategic needs Engage Business Partner to support implementation of talent programs as well as ongoing recruitment and labour relations support Refresh job descriptions to reflect updated business partner role Support of / Commissions 9 HR better aligned to serve the needs of the organization while Business Partners enhance capacity of HR to effectively plan, implement and monitor business-aligned talent management activities, e.g. Succession Planning

13 Implementation Plan: HR Communications HR Service Delivery Model and Enablers HR Communications Develop HR communication plan The Human Resources department disseminates key information and messaging to internal and external stakeholders through a strategic and integrated approach to HR Communications, supporting Brantford s identity as a 21 st Century City. Conduct needs analysis to gauge staff interests and communication media preferences, e.g. survey, interview Leverage survey findings to develop a communication plan. Plan to include audience segmentation, media inventory and information preferences Integrate external audience into communication plan, e.g. leverage communications to convey a 21 st Century City and enhance employment brand and candidate experience Re-establish regular org-wide communication from HR, e.g. newsletter or blog Enhance communications related to collective agreement changes with City management Ensure that the broad organization-wide communications strategy considers need for internal staff communications Corporate Communications Strategy (and resources); HR Strategy; Learning and Development; Recruitment Strategy / Employer Brand ; Organization Development Information Technology 10 Staff and are engaged and aware of organizational activities, priorities and initiatives Enhanced communications supports Brantford s employment brand

14 Implementation Plan: Onboarding and Orientation Design Talent Onboarding / Orientation Design Design and deliver refreshed onboarding and orientation program All City employees are provided onboarding / orientation programming that supports job readiness and accelerates time to productivity as well as ensuring organizational awareness and an understanding of the City s employment value proposition. Develop key learning objectives for onboarding and orientation Design and deliver onboarding program Engage City leadership or staff in delivering onboarding programming Integrate civics content into onboarding program, e.g. presentations by organizational leaders highlighting their areas of focus (Mayor, CAO, GM s, Managers) to contribute to a big picture understanding of the City and its operations Evaluate alternative methods of delivery such as selfservice and online training where applicable Integrate design, objectives and approach to onboarding/orientation programs with broader staff learning and development mandate Learning & Development Information Technology 11 Refreshed onboarding / orientation enhances overall productivity and broadens civic awareness of new employees Alternative modes of delivery better serve Brantford s diverse employee base

15 Implementation Plan: Learning and Development Design and Delivery Talent Learning and Development Design and Delivery Refresh & enhance approach to learning and development design and delivery Human Resources plays a strategic role in learning and development; it proactively identifies opportunities for corporate learning to align to and support broader organizational objectives. Determine clear ownership for corporate Learning and Development (L&D) Establish governance model for corporate L&D Review L&D expenditures and budgets Allocate funds based on demand, ownership and agreed priorities Identify staff position to support development of strategy and execution of corporate learning and development mandate Initiate by identifying 3-5 key areas to focus for corporate learning and development, e.g. health and safety, customer service, leadership / management training etc. Explore common needs of Comissions to determine specific corporate level training gaps, needs and pain points Explore alternative modes of training delivery including 3 rd party, online, video etc. Link corporate training initiatives, e.g. customer service, into broader learning strategy Establish Learning Plans that outline learning/training goals for each job role Explore systems to support learning and development record-keeping and registration management, e.g., link completed/training activity to employee profile so HR and managers can track and report training at a staff level Succession Information Technology Onboarding and Orientation Learning & development is strategically designed to support key organizational, departmental and succession planning interests 12

16 Implementation Plan: Succession Talent Succession Design and Implement Comprehensive Succession tools The City maximizes organizational productivity through proactive succession planning. A strategic approach and employee data supports the understanding and management of staff succession Conduct critical workforce segmentation analysis to better ascertain attrition risk (degree and cause) over the nearterm Identify high potential successors/candidates across the organization particularly for at-risk or critical workforce segments Create development plans to facilitate knowledge transfer Continue supervisor and management development programs. Integrate these into broader succession planning and learning and development initiatives As beneficial, design and implement strategies such as step-down work options that enable retiring employees to transition out of roles more gradually Design and implement programs such as mentoring to enable knowledge transfer for key roles Learning & Development Support of and Staff Mitigate organizational risk relative to loss of key talent through focused succession planning and development of talent to fill critical roles today and in future 13

17 Implementation Plan: Recruitment Strategy and Employer Brand Talent Recruitment Strategy / Employer Brand Enhance the City of Brantford s Employment Brand The City of Brantford is viewed as an Employer of Choice. The City s employment value proposition is clear and communicated through multiple channels. Identify Brantford s unique employment value proposition and integrate this into broader web and candidate advertising Integrate into City s broader external communication and branding strategy to better represent the City as an Employer of Choice Redesign City of Brantford job postings to include information about Brantford s Employer of Choice attributes HR Communications Information Technology City has a reputation as an Employer of Choice in the marketplace which accurately reflects its positive attributes and attracts talent to the organization 14

18 Implementation Plan: Organization Design Organization Development Organization Design Evaluate Human Resources departmental structure and service delivery model The Human Resources department is effectively structured to serve the needs of the City with the capacity and capability to support and advise relative to broader organizational design and structure. Expand capacity and capability of HR to provide advisory support relative to organization design and structure Align an HR resource (e.g., Director) to advise and provide support relative to organizational re-structuring Review organizational structure and job duties of the HR department itself Implement changes as needed to ensure optimal resource allocation and alignment to corporate and HR objectives. e.g. Business Partner role 15 Leadership Advisory Services on Talent Planning Business Partner role Optimal resource allocation to support effective delivery of HR services Enhanced capacity of HR to support and advise relative to organizational structure

19 Implementation Plan: Market Research and Analysis Total Rewards Market Research and Analysis Refresh compensation data for City roles Human Resources provides the organization with expertise and knowledge relative to market appropriate compensation for all City staff and management. Undertake competitive compensation review Execute schedule of review and build into business plan cycle, e.g. every 4 years Conduct point reviews for key roles on an as-needed basis and for critical workforce segments Review corporate benefit plan design as a component of total rewards framework Establish a schedule of review and build into business plan cycle, e.g. every 4 years Leadership Advisory Services on Talent Planning Ensure a market appropriate compensation and rewards framework (monetary and non-monetary) to support attraction and retention 16

20 Implementation Plan: Leadership Advisory Services on Talent Planning HR Business Partner Services Leadership Advisory Services on Talent Planning Establish leadership advisory services to support talent planning Brantford Human Resources provides advisory services to City leaders relative to forecasting and planning talent needs today and in the future. Provide talent management support and advisory in relation to key corporate or department-specific needs and activities Design and Implement a reward and recognition program to reinforce customer service campaign Leverage Business Partner role to support leadership advisory needs relative to talent planning Learning and Development; Succession Business Partner role 17 Organizational and departmental needs and initiatives (i.e. customer service) are supported by talent programs that address, reinforce and support desired outcomes

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