annual people report 2013

Transcription

1 annual people report 2013

2 Message from Sandra Hentzen Executive Vice-President / Human Resources Supporting the people who deliver transportation excellence. Human Resources supports the TransLink vision of making our region a better place to live built on transportation excellence by building an engaged, aligned, accountable, and customer-focused group of employees. Over the past four years, Human Resources functions at the operating companies have been centralized at TransLink, providing us with the flexibility to serve each organization's unique needs. The ongoing process of aligning HR policies and practices across the enterprise also enables the delivery of efficient, effective and consistent service to all employees as part of the organization s commitment to people one of the key corporate strategic goals. The centralized approach also provides our people with more support to develop their careers within the broader TransLink enterprise, creates more opportunities to move more easily to other companies, and get the training they need to assume new roles. We are pleased to present the first Annual People Report and we look forward to our continued partnership with the enterprise! 1 Enterprise 5 Operating companies 19 Facilities 6,722 Employees TransLink consolidated the head offices of TransLink, Transit Police and Coast Mountain Bus Company in a new location in New Westminster s Sapperton neighbourhood in summer This was a milestone in streamlining the delivery of Human Resources services across the enterprise. Introduction TRANSLINK 2013 PEOPLE REPORT 2

3 TransLink at a glance The South Coast British Columbia Transportation Authority (TransLink) is Metro Vancouver s regional transportation authority, dedicated to developing and operating an efficient and sustainable transportation network throughout the communities we serve. Our services are delivered through operating companies and contractors in an integrated system of roads, regional transit and a network of bike and pedestrian pathways. Together, we connect the region and enhance its livability by providing a sustainable transportation network, embraced by our communities and our people. coast mountain bus company (cmbc) operates the SeaBus and more than 96% of the region s bus service. british columbia rapid transit company (bcrtc) operates SkyTrain and West Coast Express (WCE) services. west coast express (wce) operates the commuter rail service from Vancouver to Mission. translink security management limited (tsml/transit police) delivers policing service to the multiple modes of the transit system. pacific vehicle testing technologies (pvtt/aircare) provides emission testing for vehicles in Metro Vancouver. Our people in profile bcrtc cmbc translink 655 5, transit police aircare wce total ,738 Union affiliation: 6,125 Each organization within the enterprise negotiates their own collective agreement(s) and is responsible for their own Labour Relations. cmbc translink transit police Unifor Local 111 COPE Local 378 COPE Local 378 Unifor Local 2200 COPE Local 378 bcrtc aircare CUPE Local 4500 CUPE Local 7000 COPE Local 378 Demographics * 80% male 20% female 19 to to to , to to years 2,455 1, *excludes AirCare and WCE employees Introduction TRANSLINK 2013 PEOPLE REPORT 3

4 5 Organizational Development 8 Employee Relations 14 Total Compensation 18 Payroll 19 Looking Forward Table of Contents TRANSLINK 2013 PEOPLE REPORT 4

5 Organizational Development Our focus is investing in people, developing leadership as an enterprise resource, and building an engaged workforce across the enterprise. We work with the business units to identify gaps, then develop and align initiatives across the enterprise. For example, with more than 60 per cent of our workforce eligible to retire in the next 10 years, our key priorities are employee development, succession planning and knowledge transfer. TransLink was selected as one of the top 10 public sector Dream Employers of BC in 2013 in a survey sponsored by Miles Employment Group Ltd. in partnership with Business in Vancouver and Insights West. 1,054 Employees attended courses in Internal and external courses in % Senior leaders overall engagement in % TransLink Enterprise exempt engagement in 2011 Organizational Development TRANSLINK 2013 PEOPLE REPORT 5

6 The goals of Organizational Development are to develop and deliver: Employee and leadership development to prepare the workforce for future challenges Change management support for key projects, individual departments and divisions Gap analysis for targeted training Training/development design Succession planning and talent management Workforce planning Employee engagement support, including survey development, design and post-survey facilitation 2013 Highlights Completed the first two phases of succession planning executives and directors Completed 360-degree feedback process for all executives (refresher) and directors 1,054 employees participated in 19 internal and 33 external workshops Launched pilot mentorship program with seven pairs of mentors/mentees within TransLink Launched enterprise divisional pulse checks (Operations and Maintenance at CMBC completed) Change management training for all leaders throughout the TransLink enterprise Organizational Development TRANSLINK 2013 PEOPLE REPORT 6

7 Providing employees the skills and tools they need Targeted training programs and courses were delivered across the enterprise in They included Supervisory Skills training designed to enhance managers and supervisors managerial skills, delivered to all Transit Communications (T-COMM) and Transit Supervisors. Ten internal resources participated in BCIT's Train-the-Trainer Supervisory Skills program, and in 2014, targeted Supervisory Skills training based on current gaps will be delivered to all other BCRTC and CMBC Supervisors. Other courses for the Enterprise Training Calendar focus on conflict management for leaders, critical thinking, and development planning for managers. We are also partnering with Business Technology Services (BTS) to leverage our PeopleSoft platform to deliver workforce dashboard information to managers in A milestone in measuring engagement of all employees The results of the divisional pulse checks will help identify areas for improvement and programs to support deeper engagement across the enterprise. Providing change management support Organizational Development provides change management support to key projects and individual departments and divisions. Current projects include: Compass, the new electronic fare card MyTime, the payroll time-keeping system being introduced enterprise-wide (except BCRTC) in 2014 PeopleSoft Security, ensuring role-based access to our Human Resources Information System (HRIS) Implementation of changes resulting from new legislation that widened the scope of TransLink s role in fare infractions and enforcement In 2008, 2010, 2011 and 2012, engagement surveys were conducted enterprise-wide targeting only exempt employees. In 2013, Human Resources initiated an Enterprise-Wide Divisional Pulse Check process. This was the first time that we solicited feedback from all employees unionized and exempt. Enterprise Divisional Pulse Checks were launched in 2013, with CMBC Operations and Maintenance divisions. Operations recorded 52 per cent engagement and Maintenance 48 per cent. The pulse check results identified three specific areas on which to focus: performance management, recognition and feedback, and senior leadership. We communicated high-level results to the senior leaders and union executives, and are conducting further analysis. Participation in courses enterprise-wide 2013 Totals TransLink CMBC BCRTC Transit Police Total Total Attendees ,054 Organizational Development TRANSLINK 2013 PEOPLE REPORT 7

8 Employee Relations Employee Relations comprises: Corporate Wellness HR Services Labour Relations (TransLink Corporate) Administrative Services 2,676 Participants in more than 40 wellness activities, events, classes and clinics Employee Relations TRANSLINK 2013 PEOPLE REPORT 8

9 Attendance at Corporate Wellness events Health & Wellness Fairs Fitness Assessments Move for Health Day Flu Clinics 1,710 1,584 1,645 Health & Wellness challenges stats (participants) Step Forward for Health Eat Right and Get Moving Sign in to Win Smart Fuel Challenge 10,000 Step Challenge Corporate Wellness Corporate Wellness supports employees wellbeing through health and fitness programs, classes, clinics, presentations and events as well as the Employee and Family Assistance Program. The goals of Corporate Wellness are to: Promote health and wellness of employees across the enterprise, and participation in health initiatives Provide and maintain fitness facilities and programs Increase education and awareness about health issues 2013 Highlights 1,710 employees attended flu clinics enterprise-wide 640 employees enterprise-wide attended various Health and Wellness fairs 316 employees participated in two Health and Wellness Challenges 171 fitness assessments conducted 154 people attended six Lunch and Learns Launched a new fitness facility and fitness programs at Sapperton head office Support the administration of TransLink s Respectful Workplace Policy Employee Relations TRANSLINK 2013 PEOPLE REPORT 9

10 Employee & Family Assistance Program (EFAP) 1 The EFAP program is a confidential, employerfunded benefit designed to support the total well-being of our employees through a variety of programs ranging from health education to community resources to counselling. Corporate Wellness is leading a request for proposal process to select a service provider for the enterprisewide EFAP program. This process will be finalized in early Respectful Workplace Policy In 2013, TransLink and its operating companies updated their Respectful Workplace Policies in accordance with WorkSafeBC s approval of three Occupational Health and Safety policies that define bullying and harassment and explain the duties of employers, workers and supervisors to prevent and address workplace bullying and harassment. In compliance with the new WorkSafeBC requirements, Human Resources will deliver training sessions to all employees at TransLink Corporate in early Events and activities Health and Wellness Fairs Health and Wellness Challenges Fitness assessments Lunch and Learns Flu clinics Preventive health initiatives Blood pressure clinics Mammogram and prostate screening clinics 1 Members of COPE Local 378 have separate EFAP services funded by the Union Employee Relations TRANSLINK 2013 PEOPLE REPORT 10

11 HR Services HR Services provides full-cycle recruitment support to managers across the TransLink enterprise, helping to recruit the best candidate for each vacant position. HR Services also assists employees with interview coaching, career counselling and supports employee mobility across the enterprise. Members of the department also participate in community outreach programs to attract potential employees and promote careers in the TransLink enterprise. HR Services coordinates the annual Take Our Kids to Work Day, with the assistance of volunteers from across the enterprise. The event teaches Grade 9 students the importance of education and skills development, and invites them to explore the variety of career options available to them out on the road, in offices or on the shop floor. The goals of HR Services are to: Help ensure that TransLink attracts, recruits and selects the best candidates both externally and internally Assist employees in their career choices within the enterprise In 2011, TransLink was recognized as one winner of Canada s Outstanding Employers Award from The Learning Partnership. In 2012, we received an Honorable Mention. The Outstanding Employers Award is an extension of The Learning Partnership s flagship program, Take Our Kids to Work Day Highlights Rolled out full-cycle recruitment across the enterprise 2 Immigrant and community outreach Delivered interview preparation training to employees Delivered Conducting Interviews training to management Attended Trades Expo 2013 (in partnership with Unifor 2200) Presented workshop to Surrey School Board counselors on developing effective resumes and preparing for interviews 2 Except for sworn officers for Transit Police, which are recruited separately through TSML Employee Relations TRANSLINK 2013 PEOPLE REPORT 11

12 Supporting recruitment across the enterprise # hits on careers page # hits on careers page # hits on careers page 208,389 Page views or 171,659 unique visits 487 Competitions 6,232 Applications through E-recruit 267,251 Page views or 214,753 unique visits 311 Competitions 3,258 Applications through E-recruit 495,700 Page views or 370,245 unique visits 539 Competitions 18,503 Applications through E-recruit 594 positions filled in 2013 External Transfer Rehired* BCRTC CMBC TransLink had a healthy balance between external and internal candidates filling positions in Nearly one-third of all positions were filled by internal transfers or rehires. TransLink TSML *Also includes employees hired from organizations within the TL enterprise. Enterprise Policies Recruitment and Selection Exempt Staff Enterprise Policy This policy provides managers with guidance and expectations related to enterprise exempt employee recruitment and selection. Relocation Reimbursement Exempt Staff Enterprise Policy This policy outlines the relocation assistance that may be made available to facilitate the recruitment of the most suitable and qualified candidate who is located outside the Metro Vancouver and Fraser Valley area. Employee Relations TRANSLINK 2013 PEOPLE REPORT 12

13 Employee turnover (by year) * Does not include the following: transfers to affiliate, retirements, employees hired to assignments less than 1 year, summer or co-op students, released employees or deaths. 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% TransLink Transit Police BCRTC CMBC AirCare West Coast Express Enterprise Total % 3.98% 0.95% 1.05% 0.00% 0.00% 1.23% % 4.37% 0.62% 1.72% 0.00% 0.00% 1.82% % 5.22% 0.76% 1.43% 0.00% 0.00% 1.77% Administrative Services Administrative Services supports Sapperton employees in many ways. From reception, pool cars, and mail delivery to conference set up, shipping, and courier coordination, this group provides the services that help to keep the various divisions of the TransLink enterprise connected. They also provide centralized printing services as well as internal mail delivery services to our 19 locations enterprise-wide every workday. The goals of Administrative Services are to: Support the efficient operation of the Sapperton head office Provide centralized mail and printing services to clients in other locations 2013 Highlights Centralized administrative services for TransLink, Transit Police and CMBC at the new Sapperton head office Coordinated a print services strategy Employee Relations TRANSLINK 2013 PEOPLE REPORT 13

14 Total Compensation Total Compensation provides the full suite of compensation services job evaluations, organizational design, performance management, salary administration and benefits/pension administration to employees across the TransLink enterprise. 8,160 Short-term disability claims processed 840 New hires, rehires and changes of status 405 Terminations 170 Retirement applications Total Compensation TRANSLINK 2013 PEOPLE REPORT 14

15 There are standard processes for exempt and unionized staff in conducting job evaluations. The goals of Total Compensation are to: Ensure consistency in the compensation structure, benefits administration and organizational design across the enterprise Support employee mobility 2013 Highlights All organizations now on Public Service Pension Plan (PSPP) Performance management at BCRTC now aligned with the exempt staff across the enterprise, all of whom use eperformance, a PeopleSoft-based electronic performance management system Completion of the Enterprise Exempt Market Review (conducted every three years to ensure alignment of internal and external exempt salary positioning relative to market) Job evaluations completed completed completed Total Compensation TRANSLINK 2013 PEOPLE REPORT 15

16 Exempt performance across the enterprise An annual electronic exempt performance management program with common accountabilities and company-specific competencies is used to measure the annual performance of exempt employees. Salary administration Human Resources maintains job, position and performance management data in PeopleSoft, and provides employment verification letters for TransLink, CMBC and Transit Police employees, upon request. Exempt compensation: philosophy and practice TransLink has developed a total compensation strategy to attract and retain high-caliber people. Every three years, Human Resources conducts an external enterprise-wide exempt market review. Our strategy is designed to attract, retain and motivate our talent to successfully achieve the organization s strategic goals. Public Service Pension Plan All employees within the TransLink enterprise are members of the Public Service Pension Plan (PSPP). The Pension Corporation works directly with PSPP members on retirement planning and assists in matters related to the Public Service Pension and applicable post-retirement benefits. Our Benefits team deals with information related to companyspecific retiree benefits. Retirement applications processed Benefits plans A variety of benefit plans are offered to exempt and bargaining unit employees. TransLink, Transit Police and CMBC exempt employees participate in a flex benefits plan (MyFlex) while BCRTC currently maintains a separate benefits plan. For bargaining unit members, benefits are negotiated by the various Unions, with their Employers. Human Resources conducts organizational design on an as and when needed basis, following a best-practice design process. Total Compensation TRANSLINK 2013 PEOPLE REPORT 16

17 Benefits processing Year Change of status (COS) (casual to FTT, PTR or FTR) Monthly total of new hires, rehires & COS Terminations processed Short-term disability claims processed N/A 9, , ,160 Health and Benefits Trust The Transit Employees Health and Benefits Trust is a joint Employer-Union Trust that provides health and welfare, short-term, long-term disability and income continuance benefits for all employees of TransLink, CMBC and Transit Police, with the exception of income continuance benefits for COPE members. Those benefits are administered by the COPE LTD Plan. Centralized pensions/benefits administration for TransLink, Transit Police and CMBC employees supports employee mobility across the enterprise. Enterprise policies Compensation Exempt Staff Enterprise Policy This policy provides managers with guidance and expectations in relation to Exempt Employee Compensation. Performance Management Exempt Staff Enterprise Policy This policy outlines the application and administration of the performance management program for exempt employees. The program is intended to align individual employee accountabilities, competencies and objectives with the business strategy and goals of the organization. Total Compensation TRANSLINK 2013 PEOPLE REPORT 17

18 Payroll Payroll manages all payroll-related functions for TransLink, CMBC and Transit Police. Payroll functions for BCRTC / WCE are managed separately through BCRTC Corporate Services. The goal of Payroll is to: Provide an accurate service to employees of TransLink, CMBC and Transit Police, and leverage technology to streamline services 2013 Highlights Payroll centralized into Human Resources Project design of MyTime (Wave 1 launch date: March 2014) MyTime MyTime is a web-based time tracking application which will give employees greater visibility into their accruals and help to streamline reporting processes. The system will provide TransLink as an enterprise with a more stable payroll system and greater reporting functionality. It is anticipated that the use of MyTime, to be implemented in phases in 2014, could also benefit workload and staff planning. The efficiency and consistency of payroll services will support greater employee mobility across the enterprise. Another expected benefit of increased electronic functionality is the eventual issuance of electronic T4 s and T4A s. Payroll TRANSLINK 2013 PEOPLE REPORT 18

19 Looking Forward A trusted ally The ongoing centralization of Human Resources (working in lockstep with that of Business Technology Services and Procurement) has a single goal: to better serve the employees across the enterprise. The shift to providing consistent and streamlined services to every division in the enterprise enables Human Resources to actively contribute to the achievement of our organization's strategic goals and objectives. There are other less obvious benefits from centralized Human Resources functions. A "one-stop shop" approach is an efficient and effective way to respond to clients' needs. Consistent and aligned policies and practices that match evolving legislation can protect the enterprise from potential costly litigation. This big-picture focus contributes to TransLink s ability to deliver transportation excellence. Seeing and developing leadership as an enterprise resource Enabling employee mobility so people can have a larger scope of opportunity for their careers Offering more targeted training, and delivering it more cost effectively Enriching employees opportunities to improve their health and their work-life balance We continue to focus on key areas of change management, leadership development, succession planning and customer service. As partners in this enterprise, we know that our people practices will determine our success. In the coming years, we will focus on building workforce engagement, management skills and leadership alignment to create a sound people platform for future growth. We are committed to helping the TransLink enterprise prosper by serving as a reliable resource, a shaper of strategy, and most importantly, a trusted ally. Looking Forward TRANSLINK 2013 PEOPLE REPORT 19

20 Key initiatives in 2014 and beyond MyTime phased implementation. This web-based payroll time-keeping application promises to deliver multiple benefits for both employees and management across the enterprise. 3 Managers Succession Planning/ 360 Development Process. Combined Succession Planning and 360 Development for Managers will rollout this year. With more than 60 per cent of our exempt workforce eligible to retire in next 10 years, both are timely. Mentorship program. Expansion of the program, launched in 2013, will match 30 pairs of mentors and mentees across the enterprise. Learning Management System. This initiative will enable any TransLink client group to access and provide cost-effective electronic training and courses. PeopleSoft security/ privacy protection. With an increasing number of electronic applications that deal with personal information, including MyTime and the Learning Management System, which will interface with PeopleSoft, security and privacy upgrades are being undertaken. Supporting Compass. The rollout of the new systemwide fare card is a complex undertaking that we support in multiple ways. Mental health awareness. The delivery of training and/ or information sessions across the enterprise will be key to helping our managers and supervisors recognize and support employees, and help break the stigma associated with mental illness. Employee engagement. Completion of divisional pulse checks across the TransLink enterprise will establish a baseline for employee engagement. Flex Benefits Review. We will conduct an external market review of our exempt benefits to ensure that we are able to compete for talent. A good benefits program is one piece of the total compensation package. Mitigating risk The primary risk Human Resources faces is the inability to match the right people with the right skills in the right jobs in order to achieve strategic goals. We anticipate that many of our ongoing initiatives (particularly leadership and employee development, succession planning, 360 feedback, mentorship and engagement pulse checks), in addition to new initiatives such as the MyFlex Benefits Review, will help mitigate this risk. Our success to date can be measured in part by our lower ranking on the 2013 Corporate Risk Register. Full functionality of PeopleSoft. Over the next few years, we will continue to expand our webbased HR information system across the enterprise to ensure consistent HR practices. We will leverage technology to help managers make key people decisions, and develop key metrics that can be tracked and reported within PeopleSoft. 3 BRCTC implementation is expected in Looking Forward TRANSLINK 2013 PEOPLE REPORT 20