DATE: October 11, 2016 REPORT NO.: CS Darryl Lee, General Manager Corporate Services. Anita Szaloky, Director Human Resources

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1 CORPORATE SERVICES COMMISSION DATE: October 11, 2016 REPORT NO.: CS TO: FROM: PREPARED BY: Chair and Members Human Resources Committee Darryl Lee, General Manager Corporate Services Anita Szaloky, Director Human Resources 1.0 TYPE OF REPORT CONSENT ITEM [ X ] ITEM FOR CONSIDERATION [ ] 2.0 TOPIC Human Resources Master Plan 2016 Report [Financial Impact None] (CS ) 3.0 RECOMMENDATION THAT Report CS regarding the Human Resources Master Plan 2016 Report BE RECEIVED. 4.0 PURPOSE The purpose of this report is to provide City Council with an update on the implementation status of the Human Resources Master Plan (HRMP). 5.0 BACKGROUND The Human Resources Master Plan was approved by the Human Resources Committee on December 11, 2013 and by City Council on January 27, The following relevant recommendations were approved: 1. Human Resources Master Plan (CS ) 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.

2 Report No. CS Date: October 11, 2016 Page 2 2. Human Resources Committee Amendment to Mandate to Monitor and Advocate on behalf of the Human Resources Master Plan A. THAT the mandate of the Human Resources Committee BE AMENDED to include the following: monitor and advocate on behalf of the Human Resources Master Plan B. THAT staff BE REQUESTED to report to the Human Resources Committee during the implementation of the Human Resources Master Plan as follows: Verbal reports on a quarterly basis Written report every six months The most recent update report (CS ) was provided through the Human Resources Committee on August 24, The Human Resources Master Plan is a comprehensive strategic document that provides direction to the Corporation through the Human Resources department regarding areas of focus and gap-closing initiatives to be pursued over a five to seven year period. 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. 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. 6.0 CORPORATE POLICY CONTEXT One of the pillars in Brantford s community strategic plan is Excellence in Governance & Municipal Management. Strategic Action 4.6 relates specifically to the Human Resources Master Plan. This report directly addresses this strategic action in that it is an update on the implementation status of the City s Human Resources Master Plan. 7.0 INPUT FROM OTHER SOURCES Not Applicable. 8.0 ANALYSIS The implementation status of the Human Resources Master Plan is attached as Appendix A. To date, significant progress has been made in all eleven initiatives. In some cases, action has been taken in advance of the proposed timeline to leverage current activities and works in progress. The following highlights some of the achievements since the last progress report: 1. Work on the HR technology enhancements has made significant progress. With the assistance of the Information Technology Sharepoint Developer, HR Staff launched an online recruitment tool. It was piloted with the 2016 summer hiring process and with the Probationary Firefighter recruitment. The full recruitment

3 Report No. CS Date: October 11, 2016 Page 3 program was launched in July of This process has eliminated the need to print all resume submissions and resulted in a 50% reduction in paper usage for service delivery efficiencies of approximately $1,000 in addition to extending the life of our printer devices. 2. The competitive compensation review and pay equity project began in the summer of 2015 culminating in a report to Council for the October 2016 cycle. 3. is being made on the corporate benefit plan redesign through collective bargaining. Key highlights are the transition to mandatory generic drug substitution and a service threshold to qualify for early retiree benefits. 4. Built into the 2017 Estimates process, is the establishment of a Leadership Continuum business unit to centralize costs associated with the City s Leadership Development program. This program reflects the investment made by the City to the professional development of staff as a key element of the Corporation s succession planning efforts. The focus for the coming year will be on the: a) continuation of the competitive compensation review and pay equity project b) initiatives associated with the Customer One project such as leveraging the Customer Relationship Management (CRM) tool and implementing a reward and recognition program to reinforce the Customer One strategy c) increased workforce segmentation for data analysis and reporting d) development of a corporate onboarding program and a mentoring program that engages City leadership and staff e) in conjunction with the Corporate Communication Strategy, development and implementation of a Human Resources communication plan Human Resources Department Staff continue to deliver on core functional service areas while working toward achieving the goals of the Human Resources Master Plan. 9.0 FINANCIAL IMPLICATIONS There are no financial implications associated with receiving this report. As Staff continues to move forward with implementing the recommendations of the Human Resources Master Plan, any actions with financial implications will be incorporated into annual budgets (such as the 2017 unmet need for a Compensation Specialist) and, where necessary, presented to Council for consideration CONCLUSION 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 Management. The initiatives and timelines in the Human Resources Master Plan

4 Report No. CS Date: October 11, 2016 Page 4 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 2016 Report Chart 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

5 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 1.0 Implement HR Master Plan 1.1 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., biannually) for ongoing measurement, monitoring and milestone tracking Q1+ Regular meetings to review progress and plan next steps Q1 Completed Monthly meetings held in 2014 to review progress and plan next steps Q2 Completed Sessions held with each Commission, the OLT and Q Q4 etc Q Q Q4 Labour Groups Preparing updated chart of progress with annual report to Council and action items identified in Corporate Strategic Plan Update progress chart for HR Committee/Council 2.0 Develop HR technology strategy 2.1 Undertake comprehensive HR systems inventory 2.2 Review technology platforms in relation to current and future state HR operational needs Milestone Tracking Q Q4 etc Annual updates to HR Committee Q2-4 Completed Meetings held with IT staff and HR Systems Specialist as well as the CRM Business Analyst who has documented the "as is" process for the staffing function Q1+ Completed Reviewing technology solutions for staffing process and learning management system (LMS) Explore employee and manager selfservice as a component of technology review Q1-2 Several on-line forms developed and implemented with the Citynet launch 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 Q2 to Q Q3 to Q4 Position control module implemented and in use for org charts on intranet - Applicant tracking module in JDE being tested for recruitment efficiency and LMS software purchased Workforce demographics and data are available - need to determine what/how to report

6 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 2.3 Identify workflow, ownership and routing of HR calls into the City s service centre Leverage CRM for associated tracking and resolution management, Q3 e.g. candidate inquiry calls routed from customer service to HR Pending Pending launch of CRM and establishment of Customer One Contact Centre 3.0 Implement role of HR Business Partner 3.1 Implementation and ongoing evaluation of refreshed service delivery model through introduction of Business Partner (Service Representative) role Q2 to Q Q Q Q1 Business Partner service delivery model implemented Q Directly align HR resources to Commissions for support of strategic needs Q1 Completed Human Resources Services Team in place and resources aligned to each Commission Engage Business Partner to support Q4+ HR Service Reps aligned to implementation of talent programs as Commissions and responsible for well as ongoing recruitment and ongoing recruitment and LR labour relations support support 4.0 Develop HR communication plan 4.1 Conduct needs analysis to gauge staff interests and communication media preferences, e.g. survey, interview 4.2 Leverage survey findings to develop a communication plan. Plan to include audience segmentation, media inventory and information preferences 4.3 Integrate external audience into communication plan e.g. leverage communications to convey a 21st century City and enhance employment brand and candidate experience Refresh job descriptions to reflect updated business partner role Q3 Pending The HR Service Rep job description has been reviewed and changes are pending after more experience with the business partner role Q2-4 Pending To be incorporated into first communication piece - Communication efforts deferred pending intranet launch Q Q2 to Q1 Pending Will work with new Manager - Communications to develop the HR Communication Plan Pending Pending Corporate Communications Strategy

7 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 4.4 Re-establish regular org-wide communication from HR, e.g. newsletter or blog 4.5 Enhance communications related to collective agreement changes with City management 4.6 Ensure that the broad organization-wide communications strategy considers need for internal staff communications 5.0 Design and deliver 5.1 Develop key learning objectives refreshed onboarding and for onboarding and orientation orientation program 5.2 Design and deliver onboarding program Engage City leadership or staff in delivering onboarding programming Q Q2 and Q Q4 Pending HR will work with Communications to utilize Citynet for staff communication Plenary Sessions conducted for CUPE settlements Pending Corporate Communications Strategy Q1 Pending HR Staff attended OMHRA session on topic in June 2014 and will utilize information to refresh the City's onboarding program Q2-4 Developing on-line versions of orientation training Q2-3 Deferred Delayed due to collective bargaining in 2015/ Refresh & enhance approach to learning and development design and delivery 6.1 Determine clear ownership for corporate Learning and Development (L&D) 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 self-service and online training where applicable Integrate design, objectives and approach to onboarding/orientation programs with broader staff learning and development (L&D) mandate Q2 Deferred Delayed due to collective bargaining in 2015/ Q Q2 to Q2 E-learning software purchased through IT with new EE orientation training sessions being developed Factoring the onboarding/orientation program into the broader staff L&D mandate Q3 Completed Corporate L&D responsibility resides in HR through Corporate Training Specialist

8 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 6.2 Establish governance model for corporate L&D 6.3 Review L&D expenditures and budgets 6.4 Allocate funds based on demand, ownership and agreed priorities 6.5 Identify staff position to support development of strategy and execution of corporate learning and development mandate 6.6 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 Commissions to determine specific corporate level training gaps, needs and pain points Q4 Completed Corporate L&D responsibility resides in HR through Corporate Training Specialist Q1 Creation of a Leadership Training Business Unit established as part of the 2017 Estimates process Q3 Funding allocations will occur as part of the annual Estimates process to include additional priorities such as project management, conflict resolution, etc Q4 Completed Corporate Training Specialist position established through internal staff transfer Q1 Corporate Leadership Training Continuum chart developed to faciliate succession planning. Future charts will be created for customer service, health & safety, etc Q2 Deferred See comments for Establish Learning Plans that outline learning/training goals for each job role Explore alternative modes of training delivery including 3rd party, online, video etc Link corporate training initiatives, e.g. customer service, into broader learning strategy Q3 Currently offer training in classroom setting (e.g. health & safety) as well as online (WHMIS), video (AMP) and through 3rd parties (e.g. MCE & Schulich) Q4 Deferred See comments for Q1-4 Deferred Learning Plans by position will be a longer term goal upon establishment of charts identified in 6.6

9 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 7.0 Design and Implement Comprehensive Succession Management tools 6.8 Explore systems to support learning and development recordkeeping 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 7.1 Conduct critical workforce segmentation analysis to better ascertain attrition risk (degree and cause) over the near-term Identify high potential successors/candidates across the organization particularly for at-risk or critical workforce segments Q Q Q Q Q1 In conjunction with IT Services, developing a technology resource (REM) through the Learning Management System (LMS) for this purpose. Next steps are to expand for use in other departments, e.g. Fire and Water who have significant training and reporting requirements Workforce demographics based on age and management level have been created Part of leadership training program - Encouraging participation in Harvard ManageMentor program 7.2 Continue supervisor and management development programs. Integrate these into broader succession planning and learning and development initiatives 7.3 As beneficial, design and implement strategies such as step-down work options that enable retiring employees to transition out of roles more gradually 7.4 Design and implement programs such as mentoring to enable knowledge transfer for key roles Create development plans to facilitate knowledge transfer Q2-3 Leadership Training Matrix developed Q3+ Participation coordinated with Mohawk College Enterprise (MCE) to host Future Ready Leadership Program. Also continue participation in the Schulich Masters Certificate in Municipal Leadership Program Q4 to Deferred Need to consider OMERS Q2 implications Q3 to Q2

10 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 8.0 Enhance the City of Brantford s Employment Brand 8.1 Identify Brantford s unique employment value proposition and integrate this into broader web and candidate advertising Q1-3 Mgr-HR Services working with Mgr-Communications to develop Brantford's Employment Brand and update recruitment media options accordingly Integrate into City s broader external communication and branding strategy to better represent the City as an Employer of Choice Q2 to Q3 City's LinkedIn profile now utilized for recruitment purposes. Updates to City website are in progress. 9.0 Evaluate Human Resources departmental structure and service delivery model 9.1 Expand capacity and capability of HR to provide advisory support relative to organization design and structure Redesign City of Brantford job postings to include information about Brantford s Employer of Choice attributes Q4 to Q4 This is being done in conjunction with the new online recruitment approach Q2+ Director - Human Resources consulted on organizational restructuring and provides input for HR Committee reports Align an HR resource (e.g., Director) to advise and provide support relative to organizational restructuring Q2-4 Director - Human Resources consulted on organizational restructuring and provides input for HR Committee reports 9.2 Review organizational structure and job duties of the HR department itself Q2-4 HR organizational structure was reviewed in response to attrition Implement changes as needed to ensure optimal resource allocation and alignment to corporate and HR objectives. e.g. Business Partner role Q1 HR organizational structure was reviewed in response to attrition 10.0 Refresh compensation data for City roles 10.1 Undertake competitive compensation review Q1-3 Report prepared for October cycle Execute schedule of review and build into business plan cycle, e.g. every 4 years Q Q1

11 City of Brantford HR Master Plan - October 2016 Report - bolded comments are updates 10.2 Review corporate benefit plan design as a component of total rewards framework Conduct point reviews for key roles on an as-needed basis and for critical workforce segments Establish a schedule of review and build into business plan cycle, e.g. every 4 years Q1+ Using variety of salary survey information (e.g. Mercer, BHRN, Golden Triangle, etc.) Q4 Meetings with Benefit Consultant conducted - strategies for benefit plan redesign and communication are in progress as key component of collective bargaining Q1 Key component of collective bargaining 11.0 Establish leadership advisory services to support talent planning 11.1 Provide talent management support and advisory in relation to key corporate or departmentspecific needs and activities Q2+ HR Services team actively involved in talent recruitment and selection process 11.2 Leverage Business Partner role to support leadership advisory needs relative to talent planning Design and Implement a reward and recognition program to reinforce customer service campaign Q Q1 to Q2 HR Staff working with Customer Service consultant on developing a reward and recognition program focussed on customer service