HUMAN RESOURCES 2005 SERVICE STRATEGY BUSINESS PLAN

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2 TABLE OF CONTENTS A. Background A.1 Preparing the Service Strategy Business Plan... 1 A.2 Key Contacts... 1 A.3 Additional Information... 1 B. Description of Current Services B.1 Program Location Map... 2 B.2 Profile of Current Services... 2 B.3 Description of Clients/Customers... 3 B.4 Description of Suppliers, Partners and Stakeholders... 3 B.5 Significant Accomplishments... 4 C. Trends and Issues C.1 Emerging Trends... 5 C.2 Key Strategic Issues... 5 D. Mandate, Objectives and Actions D.1 Mandate and Objectives... 6 D.2 Objectives and Actions... 6 D.3 Strategic Plan Connection... 8

3 TABLE OF CONTENTS (Cont d) D.4 Service Principles (optional)... 8 E. Monitoring and Measuring the Service Strategy Business Plan E.1 Objectives and Outcomes... 9

4 A. Background A.1 Preparing the Service Strategy Business Plan The Service Strategy Business Plan (SSBP) was created by a Project Team comprised of the Commissioner of People, Information and Technology and the Manager of Benefits and Compensation, the Manager of Business and Administration, the Manager of Corporate HR Initiatives, the Manager of Employee Relations, the Manager of Learning and Development and the Manager of Workplace Health and Safety. A.2 Key Contacts Laura Nashman, Commissioner, People, Information and Technology ext nashmanl@peelregion.ca Brenda Pelletier, Manager, Business and Administration , ext pelletierb@peelregion.ca A.3 Additional Information This is the third Service Strategy Business Plan for the Human Resources Division developed under the direction of the Commissioner, People, Information & Technology. 1

5 B. Description of Current Services B.1 Program Location Map Human Resources is located primarily on the 1 st floor of 10 Peel Centre Drive, Brampton. Also, some staff are located with client departments or divisions and the Learning and Development Centre and staff are located at 150 Central Park Drive, Brampton. B.2 Profile of Current Services Advice, Guidance and Consultation The Human Resources Division provides advice and guidance, coaching and consulting on all aspects of the employment relationship and on all workplace and employment policies and programs to managers and staff. Employee Information Management The Human Resources Division develops and administers the Human Resource Management System (HRMS) and the corporate employee files. The information in HRMS and in the employee files provides for accurate and timely reporting on employee data which is used for decision making at all levels of the organization. Employment Program Development & Maintenance A core business of the Human Resources Division is the development and maintenance of corporate employment programs which include, but are not limited to recruitment, selection, compensation and benefits, corporate orientation, performance management, corporate learning and staff development, leadership development, health and safety, wellness and succession management. Labour Relations The Human Resources Division provides leadership, advice and guidance for collective bargaining, contract interpretation and administration, and the complaint and grievance process. One half of the Region s workforce is organized among nine different bargaining units represented by four unions. Learning and Development To ensure a highly qualified, talented and committed workforce, the Human Resources Division provides corporate learning and development programs and opportunities, to support the needs of the Corporation, its management and its employees. 2

6 Workplace & Employment Related Policies and Processes The Human Resources Division supports the development of various workplace and employment related policies and accompanying processes. These workplace and employment policies and procedures establish the parameters of the employer-employee relationship throughout the organization. B.3 Description of Clients/Customers Regional Departments In addition to the People, Information and Technology Department, there are eight Regional departments: Corporate Services, Executive Office, Finance, Health, Housing and Property, Planning, Public Works and Social Services. Regional Employees The Region of Peel s diverse workforce has approximately 3000 employees who deliver programs and services to more than one million Peel citizens. Retirees Human Resources provides benefit administration for former employees eligible for early retirement/post retirement benefits. Other Organizations Human Resources provides services as requested to organizations such as the Peel Regional Police and the Town of Caledon. B.4 Description of Suppliers, Partners and Stakeholders Suppliers Professional services ranging from; insurance and benefits providers, human resource consultants, health care providers, legal and arbitration, employee development Learning services providers Products including HRMS software Workplace Safety and Insurance Board (WSIB) Partners Health Department Peel Regional Police Finance Department Information and Technology Services Division Corporate Services (Communications Division, Legal Services Division) 3

7 Stakeholders Regional Council B.5 Significant Accomplishments Commenced implementation of the new job evaluation system and compensation system for non-bargaining positions Health Workplace Council established New Healthy Workplace policy developed Awards Together Were Better Awards two honourable mentions (Innovation Award for Creative Solutions and Corporate Award Internal Communications) and Achieving Communication Excellence (ACE) award (employee orientation program) The Essentials Program for Management and Leadership development Published first Learning Calendar and new employee-focussed newsletter called Me Inc Developed new Human Resource Planning program pilot tested in Children s Services with Early Childhood Educators and in the Long term care facilities with and Registered Nurses Developed an innovative communication strategy for SSBP Successfully managed recruitment for two new Long Term Care facilities First sub project to go live on Electronic Information Management (EIM) digitization of employee files Commenced implementation of Talent Management initiatives including communications strategy 4

8 C. Trends and Issues C.1 Emerging Trends Human Resources issues prominent among business leaders Decreasing labour market growth Technology replacing manual labour New skills required to meet technical advances and workplace innovations Employee satisfaction becoming increasingly important Employee wellness becoming increasingly important Healthy Workplace focus is growing in its importance Employees expect more than one employer/career Trend to 24/7 service Trend for telecommuting Trend for purchase of service arrangements Governments are recognizing the need to be an employer of choice Human Rights Code restrictions regarding age are changing Increased emphasis on importance of the role of the manager C.2 Key Strategic Issues Supporting the Region s desire to be an employer of choice Ensuring a clear and consistent understanding of the role of Human Resources at the Region Becoming strategic partners with clients, better understanding and meeting the needs and expectations of our clients, importance of connecting with clients which includes measuring client satisfaction Demonstrating the value of Human Resources programs and services Building and fully utilizing the skills and capacity of staff within the Division Reinforcing a common understanding of the role of the manager at the Region Developing skills and abilities to better respond to workload demands Securing organization wide commitment and support for HRMS Delivering on client and stakeholders needs and expectations for Learning and Development and career advancement supports Responding to Ontarians with Disability Act legislation as directed by the Accessibility Awareness Council Supporting the Region s desire to value our diverse workplace Delivering on client and stakeholder needs and expectations on employee and organizational data Building our capacity to manage change 5

9 D. Mandate, Objectives and Actions D.1 Mandate and Objectives Mandate: The Human Resources Division will create a people-focused work environment through strategic partnerships, expert advice and client-focused human resource solutions. Objectives: 1. To strengthen the skills and abilities of the Human Resources Division staff and support their needs. 2. To be client focused. 3. To enhance human resource programs and services. 4. To support development and career advancement for all staff. 5. To support the Region s commitment to a healthy workplace. 6. To position HRMS as the primary system for employee information. D.2 Objectives and Actions 1. To strengthen the skills and abilities of the Human Resources Division staff and support their needs. 1.1 Build capacity of the Human Resources team 1.2 Act on the results of the Departmental B.E.S.T. recommendations for Human Resources 1.3 Improve our efforts to recognize and reward staff performance 1.4 Enhance communications within the Division 1.5 Foster the culture around our motto making the workplace better 1.6 Ensure effective use of technology 2. To be client focused. 2.1 Identify and define client needs 2.2 Ensure a common understanding with our clients of our service offerings 6

10 2.3 Enhance communication with clients 2.4 Seek partnership opportunities internally and externally 2.5 Respond to and develop implementation and action plans which support the Corporate B.E.S.T. results 2.6 Manage Human Resource programs cost effectively 2.7 Manage risks associated with Human Resource programs and services 3. To enhance human resource programs and services. 3.1 Develop a Diversity Strategy for the Region 3.2 Implement new Job Evaluation and Pay Systems 3.3 Improve processes and programs related to the attraction, selection and retention of quality mangers 3.4 Develop and implement the Succession Management model/process 3.5 Review and revise benefit programs for non-bargaining employees 3.6 Implement a system to measure the effectiveness of human resources programs 4. To support development and career advancement for all staff. 4.1 Develop a Learning Strategy for the Region 4.2 Continue realignment of corporate learning and development programs to match client needs 4.3 Enable opportunities for informal learning throughout the organization 4.4 Enhance management leadership development program 4.5 Implement a system to measure the effectiveness of learning and development programs 4.6 Provide support for career development 5. To support the Region s commitment to a healthy workplace. 5.1 Develop a Healthy Workplace Strategy 5.2 Support the Region s ongoing commitment to Accessibility 5.3 Improve the Region s Employee Assistance Program 5.4 Increase the awareness of the rights and responsibilities related to Occupational Health and Safety Act 5.5 Develop a comprehensive corporate Disability Management Program 6. To position HRMS as the primary system for employee information. 6.1 Conduct a functional and systems needs analysis 6.2 Develop an implementation and Utilization Strategy for HRMS 6.3 Implement the HRMS strategy 6.4 Enhance the accessibility of HRMS for all managers and staff 6.5 Develop a communication strategy to enhance awareness and encourage the use of HRMS 7

11 D.3 Strategic Plan Connection The objectives and actions in the Human Resources Service Strategy Business Plan are consistent with, and support, the following Goals in the Region of Peel s Strategic Plan, Fast Forward Peel: Building a Strong Community Together. Goal 1: Improve the community s health, social well being and safety Goal 4: Contribute to a strong regional economy Goal 5: Be a citizen-focused Regional government D.4 Service Principles (optional) In support of the Regional Values, Human Resources has the following service principles: Treat all Regional employees consistently and equitably Committed to keeping employee information confidential Give people-focused, impartial and expert information, advice and guidance Understand our clients business, contribute to and care about their success Recognize the broader corporate impacts on the organization when provided our service Committed to having a healthy workplace with motivated and healthy Regional employees 8

12 E. Monitoring and Measuring the Service Strategy Business Plan E.1 Objectives and Outcomes 1. To strengthen the skills and abilities of the Human Resources Division staff and support their needs. Highly skilled, innovative and adaptable Human Resources staff Meeting current and future Human Resources needs of the organization Highly engaged and committed Human Resources staff who embrace our philosophy of making the workplace better Knowledge transfer and information sharing among Human Resources staff Staff feel valued 2. To be client focused. Contribute significantly to the success of our clients business Clearly understand our clients business and human resource needs Clearly articulated service level agreements Human resources issues are integral to strategic planning and SSBP s Increased recognition of Human Resources as enablers 3. To enhance human resource programs and services. Clients believe human resource programs and services are enabling and add value Committed, engaged and satisfied employees A leader in human resources best practices Management have the programs and tools to effectively manage staff Efficient people focused human resource programs and processes Able to attract,retain, develop and reward top quality employees Be recognized as an employer of choice 4. To support development and career advancement for all staff. Able to attract, retain, develop and reward top quality employees Be an employer of choice Internal promotion and movement Broader talent pool, capable to meet current/future staffing needs Strong well developed leadership and management capacity Committed, engaged and satisfied employees Highly skilled, adaptable and flexible workforce Supportive environment enabling employees to reach potential 9

13 5. To support the Region s commitment to a healthy workplace. A healthy workplace culture (a physically safe and positive psychosocial environment) Recognized as an employee-focused organization and an employer of choice Increased employee productivity Physically, emotionally and socially healthy employees Well balanced (work/life) employees Healthy workplace is incorporated into all aspects of our business 6. To position HRMS as the primary system for employee information. Information-based decision making processes Readily accessible, accurate employee and organization information Information and process management efficiencies Demonstrated return on investment in HRMS System of choice for employee and organization information Increased use and functionality of HRMS 10