Roles and Responsibilities for the Human Resource Business Challenge
|
|
- Justin Nelson
- 8 years ago
- Views:
Transcription
1 Roles and Responsibilities for the In 2006 the BC Public Service began a major change initiative; to reinvent the BC Public Service as an employer. The first corporate human resource plan for the province outlined three goals: building our internal capacity, improving our competitiveness and managing for results. The Corporate Executive of government is focussed on the strategies and solutions to address the challenges outlined in the corporate human resource plan. The following clarifications are being made for the roles and responsibilities going forward to ensure that appropriate direction and supports are in place for every individual in the organization whether at the executive level or at the front-line of service delivery to be successful. Deputy Ministers Council and the Deputy Ministers Committee on the Public Service The corporate executive of government has a responsibility to seize the opportunity to shape a different and innovative approach to public administration and prepare the public service for the coming changes. The Deputy Ministers Committee on the Public Service, a sub-committee to Deputy Ministers Council, is responsible for guiding a strategic agenda to: define and advance at a corporate level a new way of operating within the BC Public Service; drive momentum on the human resource initiative; take advantage of opportunities to communicate and reinforce key messages to employees; encourage leadership at all levels of the organization for the transformation; and set the definition of success. DMCPS informs the corporate priorities and the strategic direction on those priorities. DMC approves the direction of DMCPS and communicates the approach through the organization. Focus areas for the strategic agenda include human resource policy vision, brand-identity, engagement, performance management, organizational culture and values, leadership development, succession planning, recognition and the evolution of service delivery. FROM: Human resource planning at a ministry level without a corporate or strategic approach. TO: Strategic Human Resource Strategy owned by the Executive of Government.
2 FROM: A human resource strategy defined by recruitment and retention efforts. TO: An expanded strategy that encompasses the future of public administration and delivery of government services. Premier s Office The Deputy Minister to the Premier, as the Head of the Public Service provides the overall leadership and direction to the public service initiative. The Deputy Minister to the Premier serves as chair of both DMC and DMCPS. The office is responsible for developing the overarching organizational strategy and driving the change through the organization. The office develops the corporate human resource plan and mobilizes ministry executives and all individuals in the public service on their role in the plan. The office also drives momentum in the plan through internal corporate communications and by setting direction on brand and identity and organizational culture and values. As each Deputy Minister reports to the Deputy Minister to the Premier, the office is responsible for holding executives accountable for their workforce strategies. The office supports both DMCPS and DMC. FROM: Human Resource Strategy at a corporate level being led by the Public Service Agency. TO: A leadership role for the head of the public service in setting the strategic human resource direction and driving change through the organization. FROM: Internal communications on a silo-basis in ministries. TO: Defining the public service as one employer with a corporate community and brand. Ministry Executives Deputy Ministers, Associate and Assistant Deputy Ministers Ministry Executives are responsible for understanding the business challenge of government, as defined by DMC, and applying this understanding to their organizations in order to set the ministry s strategy. In order to do this executives need a good understanding of the government s business challenge and the corporate priorities, as well as their workforce analytics and the challenges and opportunities facing individual lines of business. A focus on this business challenge is part of every executive s performance agreement. It is expected that this challenge will occupy more and more of an executive s time as the human resource issue become critical to delivering on the administration s objectives. July 2008 Page 2 of 6
3 Specific responsibilities include setting ministry-level strategy on engagement, management compensation strategy, succession planning, recognition, the evolution of service delivery to meet the business challenge and ensuring implementation of corporate initiatives. Executives are responsible for setting the direction for and approval of the ministry s workforce plan, which is a working document of the ministry s analysis of human resource supply and demand forecasts, forecasted vacancies, and Work Environment Survey results and the resulting ministry-level strategies that these analyses suggest. The ministry s plan is expected to have a strong linkage to the over-arching Corporate Human Resource Plan and ministry s executive play a key role in reaching across the organization in partnership with other executives to support corporate priorities. FROM: Human Resource planning being led by ministry Strategic Human Resource shops. TO: A hands-on role for the executives of ministries in strategic direction and planning. FROM: A somewhat exclusive focus in executive performance management on achievement of service plan goals. TO: A requirement that management of their human resources is a key expectation of executives and the critical component to achieving work goals. BC Public Service Agency The Agency is a shared-services organization accountable to their clients (government ministries, agencies, etc.) to ensure their business needs are met. They provide support and services to assist clients in achieving their human resource needs and improving overall effectiveness of the public service through the provision of human resource management policies and frameworks and a variety of human resource services, products and programs. The Agency s accountability to its clients is managed through its relationship with Ministry Executives and specifically Deputy Ministers. The core business functions of the agency are to provide timely and responsive services to clients (human resource transactions and advice), compensation and benefits policy and administration, labour relations advice, advice to the strategic corporate agenda, and policy governance. The Agency Head provides leadership in ensuring effective working relationships across the organization in human resource management. July 2008 Page 3 of 6
4 Through the Agency Head, the Agency provides advice to DMCPS to inform their priority and strategy setting. The agency supports the implementation of specific corporate priorities assigned by the Premier s Office and supports ministry Business Partners in doing the same. FROM: A narrow role on the development and support to programs that cross ministries and limited influence on the strategic agenda. TO: A broader scope and mandate to lead the implementation of corporate initiatives. FROM: Random uptake on BCPSA services and no set service timelines. TO: A core set of services provided to ministries (without the ability to opt out) within set service standards and timelines; and, a suite of optional services. Specific Assignments Strategic Policy Governance Labour Relations Implementation of corporate direction Training alignment Data collection and analysis Operational Classification and compensation Benefits Training offerings Bulk hiring Advertising Advisory services Human Resource Business Consultants Ministry Formerly Strategic HR The HR Business Consultants are responsible for understanding the human resource strategy and challenge of government and applying this understanding to the organization they support. They are regular contributors to the agenda and strategic thinking at an Executive Committee. They provide this support by understanding and promoting dissemination of the workforce analytics of the ministry including supply (labour market for professionals unique to their organizations), demand (turnover statistics) and Work Environment Survey results at a detailed level for their organization. They are also key partners to the Ministry Executive in the planning and implementation of engagement activities. They provide advice, based on the analytics and their understanding of the ministry s business to executives who set the strategic direction. That advice encompasses the three corporate goals of: building our internal capacity, improving our competitiveness and managing for results. They provide analytic advice to the development of the ministry s workforce plan and implement assigned tasks. July 2008 Page 4 of 6
5 They keep regular channels of communication open with the Public Service Agency to ensure that ministry-level strategy helps to inform corporate direction and so that they understand the corporate priorities to ensure implementation and avoid duplication and overlap. FROM: Responding to service requests from ministry supervisors in such a way as to duplicate functions offered by the BCPSA. TO: Addressing the gap in HR business planning of understanding workforce analytics, implementing employee engagement activities roles which may require new skills and abilities. FROM: Varied reporting relationships. TO: Being recognized as a key contributor to ministry executives. Specific Assignments Strategic Hiring projections and analysis; WES analysis; Organizational development; Management compensation; Standards and training for technical proficiency. Operational Targeted bulk hiring (on solely unique professions). Supervisors Supervisors have responsibility for managing their staff resources. It is part of their performance plan and a time investment in human resource management is understood to be expected from supervisors in order that they can deliver on their business objectives. They are also responsible for: understanding and informing the workforce analytics that apply to their work unit, providing regular ongoing feedback to their employees on their performance and supporting the career paths of employees wherever that might take them within the BC Public Service. Supervisors rely on the Public Service Agency for transactionallevel support on their human resource needs. Supervisors also have a critical role in the information flow within the organization; as such, they are relied upon to share information with their staff on the corporate and ministry strategies and feed up to human resource professionals and executives information on how to address the challenges of their work-units as well as building upon their successes. FROM: Unclear expectations on the role in management of their human resources. July 2008 Page 5 of 6
6 TO: Clear expectations of supervisors on their role in developing and supporting their human resources articulated in EPDPs. FROM: A lack of clarity in what supports are available and by whom in the HR community to enable supervisors to fulfill their role. TO: Accessing transactional level services and advisory support from the BCPSA. Individuals Since the launch of the first Corporate Human Resource Plan in 2006, individual staff have been encouraged to play an active role in sharing their ideas on how we can all work to be a more competitive, responsive and productive employer. Individuals are responsible for their own performance against the organization s goals and for following the BC Public Service Values on how they approach their work. They are also responsible for identifying their career goals and developmental needs within the BC Public Service. FROM: Limited interaction and involvement of staff in how the BC Public Service is performing as an employer. TO: Opening up the channels of communication with staff through on-line surveys and new feedback mechanisms and then acting on their feedback. FROM: A lack of clarity on the expectations of staff in the performance management and career development process. TO: A role of being responsible for their performance against clearly articulated goals. July 2008 Page 6 of 6
Corporate Business Plan 2008/09 2010/11
Legal Aid Alberta Corporate Business Plan 2008/09 2010/11 (June 2008) Page 2 ACCOUNTABILITY STATEMENT The business plan for the three years commencing April 1, 2008 was prepared under our direction in
More informationHuman Capital Update
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
More informationHuman Resource Secretariat Business Plan 2011-12 to 2013-14
Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly
More informationJanuary 2014. City of Brantford Human Resources Master Plan
January 2014 City of Brantford Human Resources Master Plan The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationOffice of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015
Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...
More informationDEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
More informationJOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver
JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and
More informationContext. An aging population and workforce as the first wave of baby boomers turn 65 in 2011.
OHA Provincial Health Human Resources Work Plan 2011-2013 Context The OHA Provincial Health Human Resources Work Plan 2011-2013 sets out the direction that the Ontario Hospital Association (OHA) will take
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationThe Talent Management Framework
The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The
More informationAtlantic Provinces Community College Consortium Business Plan 2005-2006
Atlantic Provinces Community College Consortium Business Plan 2005-2006 2 Table of Contents 1.0 Introduction.....3 2.0 The Planning Context..... 4 2.1 Vision and Mission..4 2.2 Strategic Planning Themes...4
More informationStrategic Human Resource Management The Value to Your Board
Strategic Human Resource Management The Value to Your Board Saskatchewan School Boards Association Spring General Assembly April 20, 2012 Presented by: Janice Decelles, BA, CHRP & Daniel Kasun, B.Comm,
More informationLeadership and Innovative Management Center of Excellence
Leadership and Innovative Management Center of Excellence This center has developed a unique vision of how to help each client pave their way to greater success. Today's challenging economy calls for global
More informationCreated 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013
Project Details Title Succession Planning: A Model for a Sustainable Future Status COMPLETED Category 5-Leading and Communicating Updated 09-26-2013 Timeline Reviewed 10-04-2013 Planned Project Kickoff
More informationH U M A N R E S O U R C E S F R A M E W O R K
HALIFAX REGIONAL MUNICIPALITY Planning for Change Seizing Opportunities Safeguarding Our Future H U M A N R E S O U R C E S F R A M E W O R K Why Are We Here Today? To inform Council about our greatest
More informationPerformance Appraisal: Director of Education. Date of Next Review: September 2015 (every 2 years)
POLICY SECTION: SUB-SECTION: POLICY NAME: POLICY NO: Board of Trustees Director Performance Appraisal: Director of Education H.C.06 Date Approved: September 26, 2013 Date of Next Review: September 2015
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationSUCCESSION PLANNING AND MANAGEMENT GUIDE
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
More informationPositioning Pima County Community College District s Human Capital Management for the Future
Positioning Pima County Community College District s Human Capital Management for the Future February 4, 2015 Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member
More informationImproving Dealership Operations With the DCM Dealer Capabilities Model
QMA/AMI Management LLC Automotive Retail & Distribution Business Advisory Services Improving Dealership Operations With the DCM Dealer Capabilities Model What do we do first? How do we stay focused? WHAT
More informationWORKFORCE AND SUCCESSION PLANNING
2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:
More informationTalent Management Framework
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
More informationReport on the Cross Government Review of Business Continuity Management Internal Audit & Advisory Services
Project No.: 500158 Report on the Cross Government Review of Business Continuity Management Internal Audit & Advisory Services Date of fieldwork completion: March 2007 Table of Contents Section Page No.
More informationSymbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on
Symbiosis Institute of Business Management (SIBM) - Pune Research Conference on Innovative Business Strategies Research Paper on Innovation in Human Resource Management, Policies & Practices Submitted
More informationHalifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures
Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures February 2014 P a g e 2 Halifax Regional Municipality (HRM) A Performance Review of the Administration
More informationBranch Human Resources
Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment
More informationHR Metrics Report. Reporting Period 2013 Q1 - January 1 to March 31, 2013. Sample Report. Province: Industry: Workforce Change:
HR Metrics Report Reporting Period 2013 Q1 - January 1 to March 31, 2013 Comparison Group Criteria Province: Industry: Workforce Change: All All All Region: Size: Geographic Range: All All All Sector:
More informationCreating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service
Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,
More informationCertified Human Resources Professional Competency Framework
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the
More informationHEALTHCARE MBA STRATEGIC PLAN 2015-2020. A Strategy of Dreaming, Learning, Doing and Becoming
HEALTHCARE MBA STRATEGIC PLAN 2015-2020 A Strategy of Dreaming, Learning, Doing and Becoming TABLE OF CONTENTS INTRODUCTION OUR PROGRAM HISTORY AND STRUCTURE BEYOND POSSIBLE 2020: THE UNIVERSITY STRATEGIC
More informationOverview: The Integrated Competency Model
Overview: The Integrated Competency Model Our Workforce Planning Model and Tools are based on an integrated competency-based human resources model. Although this phrase may sound intimidating particularly
More informationDisclaimer notice. University of Ottawa
University of Ottawa Disclaimer notice This document only includes background information provided strictly for information, and its content may change without notice. It does not replace the provisions
More informationCORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
More informationSTRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC
More informationPERFORMANCE MANAGEMENT. Carol Brown. cbrown@libraind.com Human Resources Manager
PERFORMANCE MANAGEMENT Carol Brown. cbrown@libraind.com Human Resources Manager HISTORY OF PERFORMANCE MANAGEMENT AT LIBRA SUPERVISORS/ MANAGERS Marc ORGANIZATION Effron & Miriam Ort who state Is there
More informationDepartment of Defense INSTRUCTION. DoD Civilian Personnel Management System: Volume 250, Civilian Strategic Human Capital Planning (SHCP)
Department of Defense INSTRUCTION NUMBER 1400.25, Volume 250 November 18, 2008 USD(P&R) SUBJECT: DoD Civilian Personnel Management System: Volume 250, Civilian Strategic Human Capital Planning (SHCP) References:
More informationFinance & Administration Committee Information Item IV-B May 9, 2013 Human Capital Plan
Finance & Administration Committee Information Item IV-B May 9, 2013 Human Capital Plan Page 56 of 71 Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information
More informationCareer Management. Making It Work for Employees and Employers
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,
More informationstrategic workforce planning: building blocks to success
strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking
More informationGOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW
GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationRecruitment Process Outsourcing Methodology Statement
Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About
More informationSECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL
SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION Sub-Section 1.01 Purpose and Use of Manual 01 October 2002 1 of 3 1.
More informationREE Position Management and Workforce/Succession Planning Checklist
Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:
More informationSEARCH PROFILE. Executive Director Provider Compensation and Strategic Partnerships. Alberta Health. Executive Manager I
SEARCH PROFILE Executive Director Provider Compensation and Strategic Partnerships Alberta Health Executive Manager I Salary Range: $125,318 $164,691 ($4,801.47 $6,310.03 bi-weekly) Open Competition Job
More informationOrganizational Capacity Assessment for Community-Based Organizations. New Partners Initiative Technical Assistance (NuPITA) Project
Organizational Capacity Assessment for Community-Based Organizations New Partners Initiative Technical Assistance (NuPITA) Project June 2012 The New Partners Initiative Technical Assistance (NuPITA) project
More informationHUMAN RESOURCES 2015 16 Business Plan
HUMAN RESOURCES 2015 16 Business Plan 1. DEPARTMENTAL OVERVIEW MISSION Supporting excellence in the GNWT public service through the shared service delivery of innovative, quality human resource services.
More informationstructures stack up Tom McMullen
Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing
More informationDefining Human Resources Moving to Strategic HR
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
More informationPERFORMANCE MANAGEMENT SYSTEM
WHITE PAPER BY PATRICIA DAVIS LEADER, PERFORMANCE MANAGEMENT ROBERT W. ROGERS PRESIDENT, DDI WHITE PAPER GETTING THE MOST FROM YOUR 1 GETTING THE MOST FROM YOUR PERFORMANCE MANAGEMENT SYSTEM Is your organization
More informationThe Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
More informationNEW YORK STATE SUCCESSION PLANNING
NEW YORK STATE SUCCESSION PLANNING A Guidebook for Local Officials 2015 Environmental Finance Center Syracuse University PREFACE This guidebook is intended to aid local officials in understanding the
More informationTalent Management: Benchmarks, Trends, & Best Practices
Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory
More informationSuccession Planning. Women in Public Service Conference Hamline University. November 15, 2013
Succession Planning Women in Public Service Conference Hamline University November 15, 2013 What is Succession Planning? 0 Succession planning is an organization s design to prepare individuals to fill
More informationTalent Management A Holistic Approach to Managing your Workforce
Talent Management A Holistic Approach to Managing your Workforce Robyn Warren and Stacy Edwards-Adrian Los Angeles Unified School District Successful organizations, both public and private, are recognizing
More informationHuman Resources Management Program Standard
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
More informationBusiness Acumen: An Experiential Approach
1 Business Acumen: An Experiential Approach White paper Forward looking organizations are discovering that a high degree of business acumen among the management team is a powerful source of competitive
More informationPublic Service Commission. Plan for 2015-16. saskatchewan.ca
Public Service Commission Plan for 2015-16 saskatchewan.ca Statement from the Minister I am pleased to present the Public Service Commission s (PSC) Plan for the 2015-16 fiscal year. This Plan aligns
More informationJohn Fleming Occasional Consulting Inc. johnfleming@cogeco.ca Tel 905 827 9309 Cell 416 605 4380
JOHN FLEMING - Chartered Director John started his career as a social worker but rapidly rose through the management ranks of local and provincial governments as well as not-for-profits achieving the most
More informationA new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019
A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,
More informationHuman Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014
Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area
More informationTod To ay a s Ag enda
1 Today s Agenda o Engagement workgroup recommendations o Training for people managers on performance management o Improve the performance management process o Staff recognition o What can managers and
More informationUCDHR. HR Strategy Implementation & Quality Improvement Plan: 2012-2015
UCDHR HR Strategy Implementation & Quality Improvement Plan: 2012-2015 HR Strategy Implementation Plan and Quality Improvement Plan Introduction This Action Plan is a combination of the HR Strategy Implementation
More informationHR Technology Trends By Wilson Ten wilson@sandfil.com. SandFil International Right Talents, Right Results
HR Technology Trends By Wilson Ten wilson@sandfil.com TM Right Talents, Right Results What are the new challenges in HR? They Don t Understand We Can Deliver Deloitte's Aligned at the Top study says: "there
More informationOntario Public Health Organizational Standards. Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport
Ontario Public Health Organizational Standards Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport Table of Contents Part I:Introduction... 3 Purpose... 3 Scope and Accountability...
More informationState of Colorado SUCCESSION PLANNING. Introduction
State of Colorado SUCCESSION PLANNING 1 Introduction Overview of the State s Classified workforce Issues Driving the Succession Planning Efforts Previous efforts and challenges Current efforts and challenges
More informationResponse to Questions Human Capital Management Program RFP
January 25, 2013 Response to Questions Human Capital Management Program RFP 1. How large is the current organization? How many employees? What is the allocated budget for the office? How many branches
More informationTalent as a Top Priority and Challenge
Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,
More informationUniversity of Wisconsin System New Personnel Systems Work Group Recommendations
Work Group Name: Compensation Date: March 16, 2012 Work Group Lead(s): Karen Massetti-Moran, UW-Milwaukee Work Group Iddi Adam UW Colleges Members: Sasha Showsh UW-Eau Claire Jane Marquardt UW-Extension
More informationHR Strategy Survey Instrument for Key Leaders
HR Strategy Survey Instrument for Key Leaders INTRODUCTION Human Resources as Strategic Partner is one of the critical success factors in the Strategic Alignment system. This critical success factor is
More informationPUTTING CHILDREN FIRST
PUTTING CHILDREN FIRST Positioning Early Childhood for the Future Department of Education and Early Childhood Development June 2012 PUTTING CHILDREN FIRST Positioning Early Childhood for the Future Department
More informationU.S. Department of Justice. Mission First...Linking Strategy to Success
U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1
More informationMay 14, 2015 Our Ref: 99816
May 14, 2015 Our Ref: 99816 Mr. Brian Ross Chair, Board of Governors Thompson Rivers University 900 McGill Rd Kamloops BC V2C 0C8 Dear Mr. Ross: Re: 2015/16 Mandate Letter for Public Post-Secondary Institutions
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More information2015-2018 Human Resources Strategic Plan
2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)
More informationOntario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum
Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?
More informationVd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS
Vd.11ETS YOUR GATEWAY TO VA CAREERS Supervisor Guide to Onboarding Veterans and Military Service Members I U.S. Department ofveterans Affairs Message from the Veteran Employment Services Office (VESO)
More informationERP Course: Human Resources Chapter 7 from Mary Sumner. Peter Dolog dolog [at] cs [dot] aau [dot] dk E2-201 Information Systems September 29, 2006
ERP Course: Human Resources Chapter 7 from Mary Sumner Peter Dolog dolog [at] cs [dot] aau [dot] dk E2-201 Information Systems September 29, 2006 2 Material Resources Human Resources Production Technology
More informationHuman Resource Consultant Series
HR Sustainability Initiative Information sheet for Human Resources Human Resource Consultant Series The HR Sustainability Initiative is expected to promote the concept of one unified human resource community
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationSuccession Management/Planning Talent Management
Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need
More informationRevised Human Resources Strategy
Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One
More informationAligning workforce and vendor culture to deliver positive customer experience and engagement Performance Excellence Network Fall Conference
Aligning workforce and vendor culture to deliver positive customer experience and engagement Performance Excellence Network Fall Conference The Rev. Jeffrey Thiemann Portico Benefit Services President
More informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationState of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008
State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic
More informationProcess Guide TALENT MANAGEMENT. This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction.
TALENT MANAGEMENT Process Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission
More informationDepartment of Human Resources FY 2009-2013 Strategic Plan
Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human
More informationUNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework
(ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people
More informationPLANNING THE FUTURE OF TRADES TRAINING AND APPRENTICESHIP IN BRITISH COLUMBIA ]
[ CULTURE_SHIFT: PLANNING THE FUTURE OF TRADES TRAINING AND APPRENTICESHIP IN BRITISH COLUMBIA ] Published August 2013 This document was prepared by George Douglas of Windsor Park Consulting. The British
More informationBranch Human Resources
Branch Human Resources Introduction An organization s ability to deliver services to citizens is highly dependant on the capacity of its workforce. Changing demographics will result in increasing numbers
More informationHuman Resource Management in Organized Retail Industry in India
Global Journal of Finance and Management. ISSN 0975-6477 Volume 6, Number 6 (2014), pp. 491-496 Research India Publications http://www.ripublication.com Human Resource Management in Organized Retail Industry
More informationNumbers behind HR. Benchmarking. Workforce analytics
Numbers behind HR Benchmarking 7 8 Workforce analytics 8 Workforce Analytics For several years, organizations have focused on the tactical information HR needs, and they ve used technology to drive it.
More informationState of Washington Supervisors Guide to Developing Operational Workforce Plans. Updated December 2008
State of Washington Supervisors Guide to Developing Operational Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas...
More informationExecutive Summary and Action Plan July 2008
Campus Alberta Quality Council Three-Year Review Executive Summary and Action Plan July 2008 Executive Summary As part of a three-year review of its operations, the Campus Alberta Quality Council surveyed
More informationHuman Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
More informationSERVICE DELIVERY PROJECT
SERVICE DELIVERY PROJECT ATTENDANCE SUPPORT & STAFF WELLNESS INITIATIVE FREQUENTLY ASKED QUESTIONS AUGUST 2015 Frequently Asked Questions 1. What is the Service Delivery Project? The Service Delivery Project
More informationMANAGING THE EMPLOYEE LIFECYCLE
MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager
More informationASAE s Job Task Analysis Strategic Level Competencies
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
More informationDeveloping the Best. A Corporate Learning Strategy for the BC Public Service. BC Public Service Agency Bringing out the best
Developing the Best A Corporate Learning Strategy for the BC Public Service BC Public Service Agency Bringing out the best Overview 3 Introduction Context Overview - A New Vision for Corporate Learning
More information