Prince Edward Island Public Service Commission Business and Human Resources Plan

Transcription

1 Prince Edward Island Public Service Commission Business and Human Resources Plan

2 A Message from the Chief Executive Officer of the PEI Public Service Commission The PEI Public Service Commission provides a full range of human resources services within the Civil Service and the broader provincial public service. It is our mission to ensure excellence in the provision of these services to enable a competent and engaged public sector workforce that is responsible for delivering quality programs and services to our Island community. The Public Service Commission is a service provider committed to hearing, assessing and meeting our clients human resources needs. By doing so, we are better able to facilitate the recruitment, development and retention of a workforce capable of meeting government s business objectives within its current fiscal mandate. The Public Service Commission Business Plan outlined a number of progressive strategies for each of our four core human resources business goals. The plan will continue to address these same goals and build on our accomplishments. Over the past three years there have been a number of leadership and structural changes within the Public Service Commission. Most significantly, all departmental human resources services, including human resources managers, human resources assistants and payroll personnel are now centralized within the Public Service Commission, with assigned departmental service portfolios. Also, all learning and development services were re-integrated under the Public Service Commission. The transition has gone well and both changes have contributed to achieving our goals of improving the consistency and effectiveness of business processes, building internal capacity and promoting a learning culture. Looking forward, the Public Service Commission is committed to providing quality human resources advice, implementing best practices, continually improving our business processes, and building the capacity of the provincial Civil Service. Over the next three years we have the opportunity to strengthen the link between excellence in human resources service delivery, an engaged and capable workforce and the provision of quality programs and public services. Andrew Thompson Chief Executive Officer PEI Public Service Commission

3 Table of Contents The Public Service Commission Vision and Mission Values and Principles Business Planning in the Public Service Commission The Integration of Business and Human Resources Planning The Planning Process and Practice The Context for the Plan The Public Service Commission Plan Model of The Public Service Commission Plan Goals and Indicators Goals, Strategies and Results Improve Capacity of the Civil Service Improve Employee and Leadership Development Improve Employee and Workplace Health, Safety and Well-being Improve Human Resources Legislation, Policies, Processes and Practices

4 The Public Service Commission Vision and Mission The PEI Public Service Commission provides an engaging, safe and healthy work environment that promotes learning, diversity, collaboration and innovation to successfully deliver human resources services. It is recognized as a professional and strategic human resources partner working with the public service to provide excellent programs and services. We strive to fulfill this vision through our mission The PEI Public Service Commission provides human resources leadership and services that support performance excellence and help build the public service capacity to deliver government s programs and services. Through the Civil Service Act the Public Service Commission is mandated to provide advice, assistance, programs and services in the following areas: Human resources planning Employer/employee relations Employee and organization learning and development (including French language training and diversity programs) Human resources processes and systems (including staffing, classification, and payroll administration) Human resources legislation, policies and collective agreements Employee health, safety and well being We fulfill this mandate by working with commitment to deliver services which are effective and efficient for government departments and our Island community. Values and Principles Delivering excellent services to public clients as well as those within the public service demonstrates our values and principles. We value: respect, diversity and inclusion dedication and commitment collaboration, confidentiality and compassion lifelong learning and development Our principles: service excellence consistent human resources practices transparent processes responsiveness to government and departmental business requirements 1

5 Business Planning in the Public Service Commission The Integration of Business Planning and Human Resources Planning The Government of PEI and the Island community expect the Civil Service to provide high quality programs and service excellence. In these times of fast paced change in both the business and labour markets, it is critical that the Civil Service recruits and retains qualified and engaged employees. The Public Service Commission plan recognizes that Civil Service program/service objectives are realized through employees work and talent within the context of fiscal realities. Program Planning Human Resource Planning Budget/Fiscal Planning Human resources planning is the alignment of an organization s workforce with its business direction. It addresses the full range of human resources functions that are needed to build a highly skilled and productive work force. These functions include: recruitment and retention, classification, compensation, succession planning, human resources policy, labour relations, diversity management as well as employee learning and development. As the entity responsible for human resources within the Civil Service, the Public Service Commission s Business Plan is the Corporate Human Resources Plan. 2

6 The Planning Process and Practices The Public Service Commission s vision states that the Commission is recognized as a professional and strategic human resources partner working with the public service to provide excellent programs and services. The cascade approach to business planning is applied to ensure that performance and results reflect the government s strategic directions and priorities. The Commission s goals identify the critical corporate human resources priorities and associated strategies. In turn, the Public Service Commission s divisional work plans and individual performance management plans articulate the work activities required to lead and manage human resources best practices in the Civil Service. Government Priorities and Strategic Directions Corporate Human Resource Priorities PSC Business Plan Divisional Work Plans Work Group/Project Plans Employee Performance Management Plans and Learning Plans As a strategic partner, the Public Service Commission fulfills its mandate by continually consulting, monitoring and evaluating its performance. Results are achieved by continuously collaborating with colleagues within the Commission as well as clients across the Civil Service. Consulting All Public Service Commission employees were invited to participate in planning meetings. The fact that all human resources functions and employees are centralized within the Public Service Commission, with assigned departmental portfolios, ensured that departmental human resources issues and needs were considered for inclusion in the plan. 3

7 Each consultation meeting included an environmental scan to understand the working environment of the Civil Service. The foundation components of the Public Service Commission plan such as the mandate, vision, values, principles and four goals were reviewed by staff. The tag line was assessed to determine the relevancy of the branding identity for the plan period. Finally, working in small groups, employees were asked to suggest five critical activities for each of the four business goals. Concurrent with the staff consultations, the Public Service Commission Chief Executive Officer met individually with each deputy minister to seek feedback and their expectations for human resources services for the future. Feedback on the human resources service they received in the past was elicited in light of the service delivery commitment document that was jointly signed by each party. Another major consulting project was the Public Service Commission Client Satisfaction Survey. All deputy ministers, directors and managers as well as the Health PEI Leadership Forum were invited to complete an online survey. Respondents were asked to consider the Public Service Commission services they received from each functional area over the past year and to rate their level of satisfaction on the following core attributes of customer service: timeliness, professionalism, knowledge, consistency and outcome. Respondents were also invited to provide additional comments on the services they received from each functional area and to indicate current issues and emergent challenges. There was a 38% response rate from the Civil Service sample while the Health PEI Leadership Forum yielded a 34% response rate. There were high levels of satisfaction for all functional areas on the Professionalism and Knowledge customer service attributes. In general a medium level of satisfaction was reported for Timeliness, Consistency and Outcome attributes. Comments articulated a recognition and understanding of the volume and complexity of work for the available Public Service Commission resources. Current issues and emergent challenges indicate that the expected number of retirements will likely further stress staffing and classification service demands. Finally, the results of the biennial Employee Engagement survey were carefully analyzed as a means of understanding levels of engagement and opinions that impact performance for both employees of Public Service Commission and across the Civil Service. The most recent survey was conducted in November At that time, the corporate employee engagement score was 70.6%. This is a decrease from both 2010, where the engagement score was 74.2%, and 2008, where the engagement score was 71.3%. This trend of rising and then falling engagement scores has been seen at both the national level, and in other jurisdictions. This corporate index score masks the large spread of scores, as much as 40% in some cases, across individual departments. As an agency, the Public Service Commission engagement score has been consistently above the corporate average, with the highest engagement index being 92% for the 2012 survey. These various methods of consulting with Public Service Commission employees, clients and colleagues in the Civil Service yielded information that contributed to the articulation of the Plan. The consultations also confirmed the Public Services Commission s capacity and commitment to fulfill its mandate and to carry out the strategies in the plan. 4

8 Monitoring and Evaluating In keeping with best practices for achieving desired results, progress towards the stated goals will be monitored on an ongoing basis. Indicators were identified and defined through consultation with the Public Service Commission Management Team, and include human resources metrics and measures that are used by many jurisdictions across Canada. The indicators are presented on pages Further, the Public Service Commission Chief Executive Officer and Management Team are committed to evaluating the effectiveness of strategies and activities through the use of formal evaluation methodologies, using both quantitative and qualitative data. Results from the biennial Employee Engagement and Public Service Commission Client Satisfaction surveys will continue to be resources to evaluate the effectiveness of strategies. The Public Service Commission Annual Report will document performance against the plan for each fiscal year including contextual and trend analysis as well as historical reporting. In short, this plan is a living document that will be regularly monitored and updated based on progress and new best practices in human resources management. The plan will also be updated to reflect emergent strategic directions or issues within the Civil Service. Collaborating The Public Service Commission plan is a guide to implementing human resources strategies across the Civil Service to enable excellent programs and services. These strategies are not just the work of employees designated as human resources professionals. All employees have a role to play. Every employee of the Civil Service is responsible for knowing: government s priorities his/her department s work plan how his/her work contributes to the department plan and government results how he/she is doing in terms of every day performance what he/she can do to learn, develop their skills and manage their careers within the Civil Service Employees within the Public Service Commission and across the Civil Service contribute to Civil Service results by: being respectful towards colleagues working cooperatively and collaboratively providing feedback to recognize good work or identify need for change providing input and suggestions to make work and work places engaging, safe and healthy celebrating successes 5

9 As the plan is implemented, the Public Service Commission is committed to seeking input and feedback from employees, partners and stakeholders. Collaboration and action by deputy ministers, directors, managers, supervisors and staff are essential within an engaging and productive work environment to realize the strategic priorities of government for the Island community. The Environmental Context for the Plan The Civil Service operates within a rapidly changing environment. Critical human resources priorities are to recruit, develop and retain employees with the skills needed to meet the complex and diverse demands placed upon the Civil Service. The goals and strategies outlined in the Public Service Commission plan are intended to address environmental factors that impact human resources management. By addressing these factors in a fiscally responsible and innovative manner, the Civil Service will be better able to meet the needs of the public Age Demographics Years of Service 10% Under 35 16% 14% Less than 5 years 33% 33% 24% Over 55 24% 46% 6-15 years years Over 25 years The Aging Work Force The Civil Service is an aging work force. For the fiscal year ending in March 2014, 52% of the Civil Service is over fifty years of age, with an average age of 49 years. Twenty six (26) percent of employees have more than twenty years of service. Between 2010 and 2013, a total of 270 employees retired from the Civil Service. During the year , a total of 110 employees retired. Approximately 62% of directors and managers are over fifty years of age. This is an increase of 5% and 8% respectively since Given the expected exodus of many senior leaders and managers, it is critical that leadership development opportunities and learning experiences be provided to employees who may assume leadership positions. The expected retirement rates at all levels of the Civil Service requires action to ensure business continuity. Action is needed to ensure that the knowledge, skills and talent of the Civil Service are replenished and renewed through learning and development opportunities. 6

10 The Changing Provincial Demographics Since 2008 PEI has experienced a significant increase in the number of people immigrating to the province. Presently there are approximately 90 ethno-cultural groups residing in the province. It is expected that the increase in immigration will continue into the future. With a population of one hundred forty six thousand (146,000) residents, the province has more than five (5,000) visible minority members, over four thousand (4,000) Aboriginal peoples and twenty thousand (20,000) persons with disabilities. Fifty two (52) percent of the population is female. In addition, PEI has an aging population. In 2012 the median age was 42 years of age compared to 1971 when it was 24 years of age PEI Immigration In 2014, client demand for services is increasing in volume and changing in nature. Due to growing diversity and changing demographics, clients requests are requiring a specialized response on a more frequent basis, rather than a standardized, one-size-fits-all approach to service delivery. Action is needed to ensure that the public service is representative of the provincial population and has the skills, knowledge and talent to continue to deliver increasingly complex programs and services. Employee Engagement within the Civil Service Environment Research within the public sector across Canada, and elsewhere, provides evidence that service excellence and client satisfaction is more likely when employees are engaged with their work and their employer. 7

11 As mentioned earlier, the 2012 Employee Survey results indicate that the public service has an average corporate employee engagement index of seventy (70) percent, with a large range of engagement across departments. In fact, within departments there are ranges of engagement across divisions. The challenge for the next three years will be to shift employees with medium to low engagement to higher levels of engagement and thereby improve performance. Action is needed to demonstrate the commitment by both leadership and employees to contribute to a dynamic, challenging, safe, healthy, supportive and productive work place. Knowledge and Technology Knowledge and technology continue to change at an accelerated rate. The development and delivery of programs and services that reflect current theory and best practices require the use of progressive processes, tools and technology. Civil Service employees need to be informed and able to use emerging technology effectively. Action is needed to ensure that knowledge is current and updated on an ongoing basis, using integrated technology for effective learning and program delivery. Fiscal Realities The demand for a balanced budget is key to sustained economic and social improvement in Prince Edward Island. Innovation, creativity, streamlined processes and high performance are some of the solutions in providing government services within times of fiscal constraint. These strategies are dependant upon the human resources who are responsible for the work of government. Our plan provides viable activities that will contribute to the ability of civil employees to continue to provide quality programs and excellent services to the Island community. 8

12 The Public Service Commission Plan

13 The Public Service Commission Plan Model of The Public Service Commission Plan Public Service Results for Goals Strategies Results Islanders Improved capacity of the provincial Civil Service (Knowledgeable, skilled and engaged employees) Improved employee and leadership development Improved employee and workplace health, safety and well being Succession Management Recruit and Retain Talent Management Train, Develop, Engage Service and Leadership Excellence Improved Outcomes for the PEI Public and Increased Client Improved human resources legislation, policies, processes and practices Engage Employees Satisfaction Different skills, approaches and backgrounds make work interesting and productive. -PSC Employee- 10

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15 Goals and Indicators Key performance indicators are used to demonstrate the investment and effort expended to achieve measurable desired results. To demonstrate the Public Service Commission s effort, as well as the results, quantitative indicators were selected from across the indicator spectrum. Indicators were also selected based on the ability of the Public Service Commission to collect and report reliable, valid information by making a reasonable investment in data collection processes. Input indicators report on the resources placed into a program (e.g., Number of Employees) Activity indicators report on services that a program offers and/or delivers (e.g., Staffing) Output indicators report on the products and efficiency (e.g., Number of Staffing Competitions) Outcome indicators report on the impact or effectiveness of the program (e.g., Improved skills in the client hiring department) There are three major sources for the quantitative indicators: the Human Resources Management and Payroll System (i.e., PeopleSoft) as well as the results from the Employee Engagement and the Public Service Commission Client Satisfaction Surveys. The Public Service Commission is committed to monitoring progress regularly to assess results in order to modify activities and/or approaches when necessary. The indicators for the four goals are presented on the following pages. For most indicators, the baseline data will be obtained from the fiscal year. Later baselines data will be used for some indicators due to data availability. In the Civil Service, and particularly within the area of human resources management, indicators are more meaningful when they are analyzed within the context of the operational environment. In addition, qualitative information often provides insight into challenges and opportunities that arise during the implementation of strategies. Therefore, assessment of the progress for this plan will be based on both quantitative and qualitative data which will be analyzed and reported within the context of the Public Service Commission and Civil Service environments. 12

16 The Public Service Commission Goals Improved capacity (skilled, knowledgeable and engaged employees) of the Civil Service to deliver government s programs and services Improved employee/organization learning and leadership development Progress Indicators - Percentage of employee survey respondents who selfidentify with the four designated diversity groups - Percentage of employees that identify as being bilingual - Number and percentage of bilingual positions in the Civil Service - Percentage of employees who access bilingual training and development opportunities - Percentage of external hires - Percentage of permanent employees under the age of 35 years - Percentage of employees who agree they have opportunities for career growth - Percentage of new permanent employees that stay over two years with the Civil Service - Percentage of appointments to senior management positions (i.e., director level and higher) from within the Civil Service - Percentage of employees who report that they have completed a Performance Management Plan within the past two fiscal years - Overall employee engagement index for the Civil Service - Percentage of employees who have discussed a learning plan with their immediate supervisor - Number of employees who have completed Leadership/ Management learning opportunities that are provided through the Public Service Commission - Percentage of employees who agree their manager provides regular feedback on their performance - Percentage and number of employees who have registered for Public Service Commission funded learning opportunities by learning category (e.g., French language training, labour relations training, cultural diversity training, etc.) - Percentage and number of employees that received funding from Employee Development and Training Funds 13

17 The Public Service Commission Goals Improved employee and work place health, safety and well being Progress Indicators - Percentage of employees who agree that they have support at work to balance work and personal life. - Leave utilization rates (e.g., paid, unpaid, special leave) - Use of the Employee Assistance Program - Number of Workers Compensation Board Claims - Number of Days lost to Workers Compensation Board claims Improved quality of human resources legislation, policies, processes and practices - Number of Workers Compensation Board Claims with time lost - Average staffing competition turnaround time - Average time to hire - Average classification file turnaround time for vacant and encumbered positions - Total number of pay cheques produced - Total number/percentage of off cycles produced (pays outside of normal pay schedule) - Total number and percentage of overpayments for total cheques produced - Total number of job records updated - Level of client satisfaction with Public Service Commission services 14

18 Goals, Strategies and Results Goals or results are the stated desired outcomes which occur due to intentional action(s) taken by an organization. Strategies are clusters of planned actions which an organization implements because it is expected that they will achieve the stated organizational goals. Actions are selected on the basis of best practices, creative problem solving or innovation. Integrated strategies are clusters of activities that impact more than one goal. Integrated strategies are usually more cost effective and generally require increased monitoring and evaluation to promptly identify successes or unintended results that may be positive or negative. Many of the Public Service Commission strategies are integrated in that they are intended to impact more than one goal. An effective organization is one that plans its activities and then monitors effectiveness to ensure that the results are in alignment with desired goals. When it is evident that a strategy or activity is not realizing the desired goal(s), then appropriate action can be taken by the organization. Improved Capacity of the Civil Service (Knowledgeable, skilled and engaged employees) Human resources capacity is the bench strength of the Civil Service. It is the knowledge, skills and attitudes that employees bring to work that affect their performance. Engaged employees feel a strong connection to their work and are committed to their organizations. The following strategies are intended to improve the recruitment, development and retention of qualified and engaged employees within the Civil Service. Human Resources Planning Lead pro-active human resources and organization development planning throughout all departments Develop a succession planning framework that provides guidelines, models and tools for position replacement, strategic recruitment, and talent management within departments as well as across the Civil Service Recruiting, Engaging and Retaining Assist in the identification of departmental French language operational requirements to reflect the French Language Services Act Provide access to ongoing bilingual training and development 15

19 Implement recruitment and retention strategies to meet departmental bilingual and diversity needs Collaborate with departments to develop recruitment strategies for specialized and hard to fill positions Develop an integrated orientation program for employees new to the Civil Service Lead the fourth administration of the civil Employee Engagement Survey Lead corporate initiatives to respond to Employee Engagement Survey results for the Civil Service Assist departments in the development of action plans to respond to Employee Engagement Survey departmental results Capacity Building Research best practices and explore the feasability of implementing staffing processes to enable increased mobility within and between departments Utilize the Diversity Program when appropriate for staffing needs Recognize international credentials when appropriate for staffing needs Promote, support and monitor the Performance Management Planning Process; including the completion of learning plans that identify training, learning and development opportunities Review the current mentorship framework and make recommendations for improvement Provide guidelines, methods and tools to facilitate knowledge transfer Implement a transition to retirement program Conduct a longitudinal study of employees who participated in leadership programs that were sponsored by the Public Service Commission since 2000 Explore viable methods for providing career planning consultation to employees Ensure position questionnaires are reflective of enhanced qualifications (i.e., Knowledge, Skills & Abilities), work responsibilities and documentation of job duties Continue diversity and cultural awareness education and promotion for current Civil Service employees 16

20 What you will notice More stretch assignments and other development opportunities More mentor relationships More employees seeking developmental work projects More youth (18 to 35 years old) joining the Civil Service Greater awareness within departments of particular job skills and areas of expertise that are currently required or will be required in the near future More job shadowing, knowledge transfer and career development Additional career coaching opportunities available for employees Orientation programs and information to introduce new employees to government A greater number of opportunities for advancement as people retire from the Civil Service 17

21 Improved Employee and Leadership Development The implementation of learning and development strategies will foster a resilient and engaged workforce that is able to succeed within an increasingly complex environment. These strategies are intended to lay the foundation for a Civil Service that operates as a learning organization where learning and development are the joint responsibility of managers and employees. In this type of organization all forms of learning are recognized and valued and may be experienced by employees on a regular basis. The strategies for this goal work in tandem with the strategies identified in the previously described goal Improve the Capacity of the Civil Service. Providing Leadership, Learning and Development Opportunities Provide access to learning opportunites for aspiring, new, and mid-career managers and supervisors. Critial learning outcomes for these opportunities must include the following: understanding of leadership competencies knowledge of the roles and responsibilities identified in the Performance Management Plan Framework understanding of the drivers of employee engagement Rejuvenate the Directors Forum Research the effectiveness of Leadership and Executive Coaching programs in other jurisdictions and make recommendations for the PEI Civil Service Providing Employee Learning, Development and Career Planning Opportunities Provide access to learning opportunities that meet employees needs for their current work as well as development for the future Offer learning opportunities that use new delivery methodologies (e.g., e-learning, blended learning and collaborative learning, etc.) Develop and pilot a career planning process which includes the identification of learning and development opportunities needed for career growth Provide tools and information sessions to support employees in the development of meaningful learning plans 18

22 Building a Learning Culture - Organization Learning and Development Conduct research and pilots on adult learning delivery tools and methods to enhance learning throughout the Civil Service Implement an effective and accountable process to fund departmental customized learning requests through the Public Service Commission budget Support a meeting facilitators community of practice Develop processes to enable departmental access to skilled meeting facilitators on an as needed basis Compose and distribute an updated corporate learning policy Provide resources and learning opportunities to support the ongoing implementation of the Performance Management Planning process Implement a coaching framework, including training and support resources, for managers and supervisors Design an effective process to capture the learning needs identified in employees Performance Management Plans to plan the learning opportunities for employees Promote learning opportunities that improve team effectiveness, communication, engagement and productivity Conduct a corporate learning needs assessment every two years Develop method(s) to monitor and evaluate the utilization and effectiveness of learning opportunities provided through the Public Service Commission Provide departments with tools and information to facilitate learning within the work place Communicating Develop a communications strategy for the Learning and Development Framework Regularly communicate and promote the learning opportunities available to employees 19

23 What you will notice: More employees will have learning plans that are aligned with career paths Every employee will have an individualized performance discussion that includes a learning plan More employees participating in learning opportunities More French spoken in the work place More employees requesting stretch assignments Departments providing learning opportunities to their employees that fulfill operational requirements and employee career growth interests 20 20

24 Improved Employee and Workplace Health, Safety and Well Being The delivery of sustainable quality services is largely dependent on a healthy and skilled workforce. These strategies promote a culture of wellness that values personal responsibility and personal health practices within safe workplaces. Learning about Health, Safety and Well Being Continue a retirement program for employees within five years of retirement Promote and educate departments on how to create and maintain work sites that are in compliance with Occupational Health and Safety legislation Provide information sessions on personal well being for all employees Promote ongoing education on respectful work places, including the Bullyfree Workplace Program Provide training on mental health awareness for managers, supervisors and employees Providing Resources and Tools for Health, Safety and Well Being Create a page for the Employees Assistance Program on the Public Service Commission web site with resources, information and tools that employees may use to improve their health and well being Conduct research on the health benefits and feasability of introducing mobile wellness sessions for Civil Service employees Provide Ergonomic Assessment education and information on-line 21

25 Fulfilling the Occupation Health and Safety Act, Regulations, and Policy Requirements Provide support to departments to ensure legislated training is delivered to employees (e.g. Occupation Health and Safety, Workplace Hazardous Materials Information System, First Aid and CPR) Advocate compliance and provide communication materials for the smoke-free and scent reduction policies Communicating Implement a communication strategy to encourage employees to make healthy choices at work Enhance the promotion of the the Employee Assistance Program and how to access its services Implement a communication strategy to promote Occupation Health and Safety guidelines and training opportunities Continue to promote ergonomically correct work spaces What you will notice Safer work places Fewer sore necks, backs, wrists, etc. More people using resources that support healthy lifestyles Employees making flexible work agreements More work teams and work units actively participating in wellness initiatives Reduction of stress related illness and accidents Reduced sick leave usage Reduced Workers Compensation Board workplace incidents 22

26 Improved Human Resources Legislation, Policies, Processes and Practices Human resources policies, processes and practices are largely determined by related legislation and collective agreements. These strategies are designed to ensure that Civil Service employees are treated consistently and transparently in all aspects of the employee and employer relationship. In addition, these strategies are intended to increase the quality, access and timeliness of human resources services provided to employees throughout the Civil Service. The Public Service Commission Web Presence Maintain and enhance the Public Service Commission web presence on an ongoing basis by ensuring quick access to current and clear information as well as easy to use on-line forms Enhance the Jobs PEI website Enhancing Human Resources Information and Payroll Management Implement PeopleSoft system upgrade to V9.2 Work with departmental Human Resources Management and Payroll System (HRMS) users to develop checklists and processes to ensure consistency for human resources procedures across departments Encourage HRMS user groups to share knowledge and provide training to ensure consistent processes across government Develop, implement and maintain a current online HRMS manual Create processes to ensure the HRMS documentation is updated regularly (including dates of updates) Create communication processes for HRMS users to ensure currency of information Review the Public Service Commission Human Resources Policy and Procedures Manual regularly to ensure currency of information Monitor and update the Public Service Commission web site to ensure currency and accuracy of information 23

27 Improving Processes and Practices Launch a new exit survey tool and process for use by all departments Review current staffing selection practices to ensure consistency and efficiency Explore the feasibility of developing an HR Dashboard, including critical human resources indicators, metrics and measures for Managers, Directors and the Deputy Minister Council Review and update the Innovation Awards policies and practices for the Civil Service Research best practices for leave management in the Civil Service Use current technology such as Webex, social media, and shared portal sites to enhance service delivery to clients and partners Create a Public Service Commission Insite community to facilitate sharing of policies and practices as well as to provide a tool for increased collaboration with specific work groups across government Revise the Public Service Commission Annual Report format to report progress on the business plan by providing information and analysis on plan indicators as well as other human resources metrics and measures Review and modernize the Civil Service Act to ensure alignment with current Civil Service operational realities as well as other relevant legislation Conduct reviews to ensure that regulations, policies and guidelines are relevant to current Civil Service operational realities Conduct audits to ensure departments compliance with HRMS processes Conduct audits to ensure departments compliance with Recruitment and Staffing processes Continue regular and ongoing discussions with human resources managers to ensure consistent interpretation, application and/or development of human resources legislation, policies, processes and practices to meet the needs of the Civil Service Develop and support a Public Service Values Framework for Civil Service employees Communicating Ensure effective communication and feedback mechanisms with departments regarding Public Service Commission services Support the implementation of Labour /Management committees within departments Create updated branding of the Civil Service as an employer of choice and an attractive career option 24

28 What you will notice Easy on-line access to current policies, information and processes related to human resources within the Civil Service Secure access to human resources management and payroll information Easy on-line access to meaningful human resources management reports for managers on a timely basis Easy on-line access for employees to clear, accurate and current personnel and payroll information Always ensure fair and consistent treatment. -PSC Employee- 25

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