Prince Edward Island Public Service Commission Business and Human Resource Plan

Transcription

1 Prince Edward Island Public Service Commission Business and Human Resource Plan Building a strong public service for all Islanders

2 A Message from the Chief Executive Officer of the PEI Public Service Commission Residents of Prince Edward Island and the elected government continue to depend on the public 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 provincial public service be able to recruit and retain qualified employees, with committed leadership, to deliver the work of government to the residents of the province. The Public Service Commission (PSC) provides human resource leadership and services that support public service excellence and the capacity to deliver government s programs and services. The PSC s integrated business and human resource plans for 2011 to 2013 reflect the interdependence of business operations, work force capacity to do the work, and fiscal realities. Business Operations Workforce Capacity Fiscal Realities In keeping with best business practices this plan recognizes that business objectives are realized by human resource effort and talent within the context of fiscal realities. There is no doubt that the next three years will be both challenging and exciting for the Public Service Commission as we develop, lead and deliver proactive human resource programs and services to the provincial public service as well as the residents of Prince Edward Island. Aidan Sheridan Chief Executive Officer Public Service Commission Building a strong public service for all Islanders

3 Table of Contents The Public Service Commission Our Role and Vision Why have a plan? The way we work at the PSC Our plan at a glance What we will be doing to increase the capacity of the public service? What will we be doing to increase learning and development? What will be doing to improve employee and work place health, safety and well being? What will we be doing to improve human resource legislation, agreements, policies, processes and practices? How will we know if our work is making a difference? How will the work get done? Building a strong public service for all Islanders

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5 The Public Service Commission Our Role and Vision The PEI Public Service Commission (PSC) provides human resource leadership and services that support public service excellence and capacity to deliver government s programs and services. Through the Civil Service Act we are mandated to provide advice, assistance, programs and services in the following areas: human resource planning employer/employee relations employee and organization learning and development (including French language training and diversity programs) human resource processes and systems (including staffing, classification, and payroll administration) quality of human resource legislation, regulation, policy and collective agreements employee health, safety and well being We fulfill this mandate by working with commitment to deliver services which are timely, reliable, useful, and cost effective for both government departments and residents of PEI. Government Goals and Priorities Corporate Human Resource Priorities Department Human Resource Plans PSC Business Plan Our business plan goals and strategies address factors that are impacting on the human resource capacity of the public service to support government s goals and priorities. While our departmental human resource plan illustrates what we will be doing to manage our valuable PSC employees, over the next three years, to ensure our ability to deliver human resources services to government departments and the residents of the province. These plans reflect our vision. Building a strong public service for all Islanders The Prince Edward Island public service is recognized for its dedication in providing excellent programs and services to the residents of Prince Edward Island as well as colleagues and partners of the provincial public service. The PEI Public Service Commission strives to be a model employer which provides a safe and healthy work environment that promotes and supports learning, diversity, collaboration and innovation to successfully deliver human resource services. Building a strong public service for all Islanders 1

6 Why have a PSC plan? The public service faces a rapidly changing business and labour environment. A particular concern is the ability to recruit and retain the skills needed to meet the demands placed upon the public service today. Many factors influence recruitment and retention. The goals and strategies outlined in our plan are intended to address environmental factors in a proactive and innovative fashion. By addressing these issues in a fiscally responsible manner the public service will be better able to meet our clients needs. Demographics The Aging Public Service Work Force The public service is an aging work force. 45% of the public service is over 50 years of age, with an average age of 48 years. 27% of employees have more than 20 years of service. In 2009/10 an average of 14 employees retired each month. 11.8% 24.4% 23.7% 38.4% Under Over % 14.7% 17.7% 44.3% Less than 5 years 6-15 years years Over 25 years The PSC demographics are typical of many departments: 51% of the PSC employees are over 50 years of age, 28% of employees already have more than 25 years of service and 45% have more than 20 years of service. The expected retirement of a large number of employees, many who are in senior leadership positions, requires action not only to ensure business continuity but also the continued delivery of quality programs and services. 2 Building a strong public service for all Islanders

7 General Provincial Demographics Since 2008 PEI has experienced a significant increase in the number of people immigrating to the province. Presently there are approximately 70 ethno-cultural groups residing in the province. 2,000 PEI Immigra*on ,500 1, With a population of only 140,000 residents, the province has more than 5,000 visible minority members and over 4,000 aboriginal people. 20,000 persons have disabilities and 52% of the population is female. In addition, PEI has a generally aging population. 160, , , ,000 80,000 60,000 40,000 20, PEI Popula*on Client demand for services is increasing. It is expected that the increasing diversity of the province will also result in changing needs for new and increasingly complex public services. Service excellence often requires customized responses to clients requests. 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. 65 plus Building a strong public service for all Islanders 3

8 Learning and development in the public service Approximately 70% of directors are over 50 years of age while approximately 54% of managers are over 50 years. 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, sometimes with little or no leadership and management experience. 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 requires the use of progressive processes, tools and technology. Public service employees need to be informed and able to use emerging technology effectively. Action is needed to ensure that the knowledge, skills and talent of the public service are replenished and renewed through learning and development opportunities. Staff engagement within a challenging public service environment Research within the public sector across Canada, and else where, provides evidence that service excellence and client satisfaction is more likely when employees are engaged with their work and their employer. Turnover also reduces when employees are engaged. The 2010 Employee Survey results indicate that the public service has an average corporate employee engagement index of 75. The PSC s employee engagement index is 92. However, there is a large range of engagement across departments. In fact within departments there are ranges of engagement for divisions. The challenge for the next three years will be to improve low engagement and maintain high levels of engagement. Action is needed to demonstrate the commitment by both leadership and employees to contribute to a dynamic, challenging, safe, healthy, supportive and productive workplace. Fiscal realities The demand for a balanced budget is key to sustained economic and social improvement in our province. Innovation, creativity, streamlined processes and high performance are some of the solutions to 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 feasible activities that will contribute to the ability of public service employees to continue to provide the services that are needed and wanted by the residents of our province. 4 Building a strong public service for all Islanders

9 The Way We Work at the Public Service Commission Our vision states that we strive to be a model employer which provides a safe and healthy work environment that promotes and supports learning, diversity, collaboration and innovation to successfully deliver human resource services. We do this first by organizing and planing our work to reflect government priorities, not only as a department, but throughout our organization, including individual performance plans, learning plans and career plans that are aligned with public service work. The way we do our work every day, delivering services to our 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 lifelong learning and development Our principles: service excellence fair human resource practices transparent processes responsiveness to government and departmental business requirements Building a strong public service for all Islanders 5

10 Our Plan at a Glance Different skills, approaches, backgrounds make work interesting. 6 Building a strong public service for all Islanders

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12 What will we be doing to improve the capacity of the Public Service to deliver programs and services? Human resource capacity is the bench strength of the public service. The skill, knowledge and talent that our employees bring to their work affect their performance. The public service values employees that are committed to service excellence. These strategies will improve the recruitment and retention of qualified employees that are committed to public service. Corporate Strategies Lead and support human resource planning process throughout government Enhance and maintain the PSC web presence Develop opportunities for increased mobility between work sections and departments including leadership exchanges Develop and launch an orientation to government program Consult with departments to develop targeted recruitment strategies Implement internship program(s) throughout government Lead the employee engagement survey initiative, including a survey and results communications plan Research and develop education and qualification equivalencies criteria and standards for classification and staffing purposes Develop and implement recruitment and retention strategies to meet identified bilingual and diversity needs in departments Complete the implementation of the Cultural Diversity and Valuing Diversity programs throughout all departments Develop and implement a formal career planning process Develop and implement transitions to retirement programs to ensure knowledge transfer and critical program/service Implement an exit survey tool for use by all departments 8 Building a strong public service for all Islanders

13 Strategies within the PSC Develop opportunities for increased mobility between PSC and other departments Provide opportunities for cross-training between different roles Ensure that all staff complete an on-line knowledge transfer template Support all staff in preparing a career plan that is updated regularly, at least annually Formalize the PSC s organizational structure at the next budget cycle Inform staff and prepare for the required transitions due to high rate of retirements expected during the plan period Evaluate and fill bilingual capacity needs Evaluate and fill diversity capacity Promote the mentor program Develop and implement transitions to retirement programs to ensure critical program/ service continuity Ensure timely communications to all staff of any personnel changes or changes in roles and responsibilities Hold PSC Management Team meetings at different PSC work site locations Continue to distribute the PSC Management Team meeting minutes on a monthly basis Continue regular staff meetings to ensure that all PSC staff are well informed of departmental as well as corporate changes and initiatives Actively participate in the corporate employee survey What you will notice: P More short term project opportunities being created within departments P A greater number of employees moving between departments P More mentor relationships P More junior employees joining the public service P Greater awareness within departments of particular job skills and areas of expertise that are at risk due to expected high number of retirements P Job shadowing to help learning and knowledge transfer P Additional career coaching opportunities P Orientation programs and information to introduce new employees to government P New opportunities for individuals retired from government to continue to contribute P A greater number of opportunities for advancement as people retire from the public service Building a strong public service for all Islanders 9

14 What will we be doing to increase employee/organizational learning and leadership development? The implementation of the learning and development strategies will foster an agile work force that is able to succeed within an increasingly complex environment.these strategies are intended to lay the foundation for a public service that operates as a learning organization where learning and development is a joint responsibility of managers and employees. In this type of organization all forms of learning are recognized, valued and experienced by all employees on a regular basis. Corporate Strategies Conduct a learning needs assessment for the public service Provide learning opportunities that meet government, departmental, and employees needs Administer corporate funding and incentives for learning Develop and launch a corporate learning policy Develop and implement a learning program for newly appointed managers and supervisors Create selection criteria for public sector leadership programs to reflect the expected leadership gaps Provide French language training to meet the needs of employees Provide tools and training sessions on how to develop a learning plan Implement a corporate policy that includes a learning plan and career plan with the annual employee performance discussion Develop method(s) to monitor and evaluate the utilization and effectiveness of learning opportunities provided throughout government Improve corporate communications to employees about learning opportunities Develop and implement a strategy for the integration of Insights learning within the corporate culture Develop and implement a coaching framework which includes training for employees who manage or supervise staff activities Develop and implement a strategy for the provision of in-house facilitation services Promote mentor relationships 10 Building a strong public service for all Islanders

15 Strategies within the PSC Conduct a learning needs assessment Provide tools and training sessions on how to develop a learning plan Ensure that every PSC employee has a formal annual performance discussion that includes a learning plan and career plan Improve communications to employees about learning opportunities Provide all PSC staff the opportunity to have a current Insights profile What you will notice: P New learning and training opportunities as well as specialized learning and development programs for key job streams P Junior employees with directed learning plans geared to defined career paths P Every employee, without exception, will have an individualized performance discussion that includes a learning plan P More feedback sought from employees on work expectations, government directions and government processes P More employees participating in the learning opportunities funded by government P More French being spoken in the work place P More employees volunteering for developmental work projects I m always learning new things that help me at work. Building a strong public service for all Islanders 11

16 What will we be doing to improve employee and workplace health, safety and well-being? The delivery of sustainable quality services is largely dependent on a healthy, skilled workforce. These strategies promote a culture of wellness that values personal responsibility and positive personal health practices within safe and positive workplaces. Corporate Strategies Provide education on harassment and respectful work places Research best practices for corporate models of employee and work place health, safety and well being Provide corporate support to departments in the development of employee and work place health, safety and well being programs Conduct an evaluation of the Employee Assistance Program Implement enhancements to the Employee Assistance Program Update the Tele-Work Guidelines Increase education on Occupational, Health and Safety (OH&S) Promote and inform departments on how to create and maintain work sites that are compliant with OH&S guidelines Assist OH&S committees to audit departments on compliance with OH&S legislation and regulations Continue the retirement program for employees within five years of retirement Confidentiality is important. 12 Building a strong public service for all Islanders

17 Strategies within the PSC Inform all staff about the enhancements to the Employee Assistance Program Increase education to PSC staff on Occupational, Health and Safety (OH&S) Continue to support the Workplace Action Group Develop and support work place health initiatives Plan activities to maintain the high level of engagement within the PSC What you will notice: P Safer work places P Fewer sore necks, back, wrists, etc. P More people using resources that support healthy lifestyles P Employees making flexible work agreements P Work teams and work units actively participating in wellness initiatives P Reduction of stress related illness and accidents We are proud of the work we do. Public service is important work. Building a strong public service for all Islanders 13

18 What will we be doing to improve quality and compliance with human resource legislation, policy, processes and practices? Human resource policies, process and practices are largely determined by the quality of legislation, collective agreements and regulations. These strategies are designed to ensure that public 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 resource services provided to employees throughout the public service. Corporate Strategies Assess and update the quality of human resource policies Update and promote the diversity policy Provide ongoing training to management, supervisors and employees on legislation, regulations, collective agreements, policy and processes Consult with stakeholders, deputy ministers and human resources when amending legislation that affect human resources Consult with stakeholders, deputy ministers and human resources when determining the mandate for collective bargaining Update the Civil Service Act and associated regulations Enhance the Insite portal capacity to allow for information sharing within specific work groups across government Communicate and educate employees about corporate policies that are consistent with the revisions of legislation, regulations, etc. Develop audits to ensure compliance with human resource information management and payroll business processes Provide each department with an annual report on the PSC services provided over the fiscal year Conduct an annual PSC client satisfaction survey of deputy ministers, directors and human resource managers 14 Building a strong public service for all Islanders

19 Strategies within the PSC Ensure PSC staff are well informed on corporate policies that affect their work and the work of their clients Provide ongoing training to employees on legislation, regulations, collective agreements, policy and processes Provide training to staff on new tools and technology or new functions of technology Provide staff with information that demonstrates the volume and types of PSC programs and services delivered to each department on an annual basis Inform staff of the annual PSC client satisfaction survey results What you will notice: P Easy access to information on legislation, regulation, collective agreements, policies and processes relating human resources within the public service P Plain language and clear documentation of legislation, regulation, collective agreements, policies and processes relating human resources within the public service P Secure and appropriate access to human resource management information P Easy access to meaningful human resource management reports for managers on a timely basis P Easy access for employees to clear, accurate and current personnel and payroll information Always ensure fair, consistent treatment. Building a strong public service for all Islanders 15

20 How will we know if our work is making a difference? We want to monitor our progress to be sure that we are making a positive difference in the public service. Together with our colleagues and partners, we will be watching to be sure that the public service is realizing benefits from our efforts. We will check the following indicators regularly to determine our progress and make any necessary adjustments to our strategies. Our Goals Improved capacity (skill, knowledge and talent attitudes) of the public service to deliver government s programs and services Increased employee/ organization learning and leadership development Improved employee and workplace health, safety and well-being Improved quality of and increased compliance with human resource legislation, policy, processes and practices Indicators of Progress % of departments with current human resource plans turn around time for core PSC services (eg. Classification reviews, staffing, etc.) rate of employee representation across diversity categories rate of external hires % of new permanent hires under age 35 % of new permanent employees that stay over two years with the public service % of employees who agree they have opportunities for career growth % of employees that have current learning plans % of employees who agree their manager provides regular feedback on their performance % of employees who agree the organization supports his/her learning and development registration rates for government funded learning programs % percentage of employees who have participated in the Cultural Diversity and Valuing Diversity Programs time lost due to work place injury or illness Employee Assistance Program usage number of work place injuries number of workplace illnesses number of work place health, safety and well being initiatives % of employees who agree that they have support at work to balance thir work and personal life number of grievances number of Freedom of Information and Protection of Privacy requests number of peer Canadian Revenue reports positive feedback/review by the auditor general Overall, there are three critical indicators: Employee Engagement Index for the public service Employee Engagement Index for the Public Service Commission Level of client satisfaction with the Public Service Commission s programs and services 16 Building a strong public service for all Islanders

21 How will the work get done? The PSC plan is a guide to implementing human resource strategies across the public service. These strategies are not only the work of employees designated as human resource professionals. All employees have a role to play. As each of these strategies unfolds, the PSC is committed to seek input and communicate with our partners and stakeholders. Collaboration and action by deputy ministers, directors, managers, supervisors and staff is essential for all to benefit. As employees of the public service we are all responsible for knowing: what government is trying to achieve our department s work plan how our work contributes to that plan how we are doing in terms of every day performance what we can do to learn, develop our skills and manage our careers We can make it happen by: being respectful towards all our colleagues working cooperatively and collaboratively to get the work done providing feedback to recognize good work or identify need for change providing input and suggestions to make our work and work places the best celebrating our successes Working together we can make our vision a reality. The PEI public service will be an employer of choice with knowledgeable, skilled and talented employees who deliver quality programs and service excellence. We work together and with the departments to find common solutions. Building a strong public service for all Islanders 17

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