Staffing and Recruitment Strategy. Proposed Directions

Transcription

1 Staffing and Recruitment Strategy Proposed Directions

2 Purpose To obtain feedback on the proposed directions for the Staffing and Recruitment Strategy 2

3 What is the Staffing and Recruitment Strategy? A mechanism for the department to address current and future staffing needs To recruit individuals with the right knowledge, skills and competencies to meet business priorities To identify strategies at the branch and corporate level to meet the needs of the department (i.e., employment equity) To accurately forecast staffing to appropriately allocate resources To implement infrastructure that supports and streamlines processes Strategic Planning Today For Results Tomorrow 3

4 Background: Integrated Planning The Staffing and Recruitment Strategy is a sub-component of the AAFC Human Resources Plan Strategy has two main components: Corporate approach Branch approach Staffing forecasts are the key driver for the strategy Strategy encompasses two fiscal years with a yearly review conducted to address emerging or shifting business needs Staffing & Recruitment Strategy Learning Strategy Employment Equity Action Plan Official Languages Action Plan 4

5 AAFC s Key Staffing Successes Planning for Staffing Targeted Recruitment and Promotion of AAFC Farm Income Programs Directorate Strategy HR Process Improvement Performance Indicators Staffing forecasts for all branches at the NCR and Regional level Individualized Branch Staffing Plans to meet unique needs Distinct strategies based on level (entry, middle, management) Student Bridging Inventory used to achieve PS Renewal goals Targeted hiring of SE RES positions for Research Branch Initial use of social media as a recruitment tool Strategies implemented to provide greater opportunities for surplus employees 141 surplus employees placed or accepted transition support measures Training expanded to non sub-delegated managers Streamlining and integration of processes (i.e. Integrated Staffing/Classification Request Form) New Public Servant initiative to support managers New, reduced policy suite 48% reduction in long-term acting appointments Employment of 76 post secondary recruits 100% reduction in outstanding non-compliant OL cases 5

6 Areas to capitalize on Insufficient manager understanding of staffing practices and principles Capitalize on a flexible staffing environment Time to staff remains a challenge for both HR professionals and hiring managers Marginal improvements however results are not adequate Increased recruitment initiatives to attract employment equity candidates Move labour force planning beyond vacancy management to an organization-wide model of aligning resources to business priorities 6

7 Key Priorities Based on a preliminary analysis of the current staffing environment five key priorities have been identified: Leveraging Staffing Forecasts Supporting Workforce Transition Progressive Culture Accountable Hiring Practices Targeted Recruitment Accelerating Time to Staff 7

8 Leveraging Staffing Forecasts The effectiveness of the strategy is reliant on current and accurate forecasts Staffing forecasts drive: Individualized branch staffing plans Collective staffing Recruitment strategy Allocation of HR staffing resources Renewal of EX mobility and forecasting model 8

9 Accountable Hiring Practices AAFC has integrated flexibilities into our staffing system now we need to responsibly capitalize on them Training and support for managers Roles and responsibilities of HR and hiring managers Client relationship building and advice Deciphering classification Monitoring and reporting Key performance indicators related to the health of the staffing system Increased review of post appointment staffing decisions Measurement of client satisfaction 9

10 Accelerating Time to Staff Targeted initiatives to improve time to staff and the quality of the hiring process Sub-delegated managers monthly report on staffing activities to ensure the advancement of processes Business process review to ensure consistency of advice and to identify lags in processes Implementation of Express Lane Classification Shift to an emphasis on organizational design Targeted model work descriptions to increase efficiencies 10

11 Targeted Recruitment Employment Equity Key strategies at the branch level Targeted processes (i.e., collective staffing) Strategic partnerships (Universities, Red Chair, WISE) Targeted career fairs Recruitment of individuals with specialized skills Modern recruitment practices Develop a Web 2.0 presence to support recruitment activities Recruit for the future, not to just meet our current needs 11

12 Supporting Workforce Transition Support key realignment initiatives identified through the People Management Board Identify innovative approaches to support realignment objectives Maximize internal opportunities in support of employee development and realignment Redesign the Employment Opportunities website and submission process for efficiency Creation of an effective approach to manage priority referrals 12

13 Monitoring and Performance Indicators Monitoring of key performance indicators will gauge the success of our strategy Departmental and Branch Staffing Reports Initial thoughts.. 15% reduction in time to staff 5% increase in targeted employment equity processes 50% reduction in long-term actings over 24 months 25% reduction in vacant positions 13

14 Next Steps Consultations will continue over the next several weeks Branch Representative Consultations Inclusiveness Management Committee Approval from Departmental Management Committee in Q