Enterprise Management: Community Impact

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1 Enterprise Management: Community Impact Presentation at the: Financial Management Institute of Canada Professional Development Week 2012 November 27, 2012 Ross MacLeod Assistant Deputy Minister Governance, Planning and Policy RDIMS #

2 Purpose Public Service-wide People Management HR Community Operating Model HR Community Engagement Human Resources Services Modernization (HRSM) Initiative Context Treasury Board Approval Governance - Guiding Principles Components Moving Forward 2

3 Public Service-wide People Management The federal public service is undergoing a period of significant change, as departments and agencies implement Budget 2012 decisions. To a great extent, the success of this organizational transformation is due to the principlebased approach that was used to engage departments in working collaboratively to manage the people impacts of these reductions. The following key principles were used to guide actions related to workforce management: Evidence-based, comprehensive approach getting the right data to make decisions. Enterprise-wide coherence managing individual and collective decisions. Collaboration and mutual support to foster open dialogue across departments and agencies. Fair and transparent decision-making- communicating regularly and openly with Deputies, Heads of HR, employees, unions and other key stakeholders. There has been tremendous DH-level engagement in this approach to people management. DHs have clearly demonstrated that they take their role as CHRO of their organization seriously. This presents a great opportunity to engage Deputies to foster further changes to improve HR services. 3

4 HR Community Operating Model HR Community Operating Model DM Advisory Committee on the PSC PSMAC Other committees: PMAC, COSO, Stephenson Committee President of PSC CHRO OCHRO Sub-Committees DH Community HR Community HR Services Modernization Advisory Board People Management Committee HRC Exec HR Council HR CoPs Hub Working Groups Endorsed by PSMAC November 2009 Updated February

5 HR Community Engagement Internal services, particularly Human Resources, need to ensure that they are positioned to be a value-added function that enables the organization to meet its business objectives. Deputy Heads look to Human Resources to ensure that they have the right complement of staff to meet their business objectives. As transactional processes are increasingly automated, the need for handson involvement of HR professionals will be reduced. As such, the HR Community is increasingly focusing on building its capacity to provide managers with timely, high-quality strategic advice. Generic job descriptions, competencies and development for the PE community will contribute to the professionalization of the HR Community, in support of developing a more strategic role for HR professionals. Increased collaboration and the creation of functional partnerships will become even more critical as we move forward. Working in silos will no longer be viable. 5

6 Human Resources Services Modernization Context 2008 Six central organizations with government-wide HR responsibilities underwent a Human Resources Agencies Horizontal Strategic Review (HRHR) in order to align roles and responsibilities for HR management. TB Ministers approved recommendations of the HRHR for future areas of work, specifically: To coordinate and design enterprise-wide alignment of HR business processes for more effective and efficient departmental operations; and To ensure one definitive HR data source and timely sharing of data with departments and other central agencies. Reinvestment over three years to support streamlined HR process and services. 6

7 HR Services Modernization Approval Treasury Board Ministers approval was received on January 9, 2012 to achieve improvement of human resources services delivery in departments and agencies, beginning with four initiatives: 1. Implementation of Common HR Business Process (CHRBP) to improve an enterprise-wide approach to HR management practices - OCHRO Lead 2. Undertaking the Human Resources Business Solutions Pilot (HR BSP) - Build the GC HR Management System Standard in PeopleSoft - CIOB lead 3. Replacing the Human Resources Information System Configure a single instance of PeopleSoft for Small Departments and Agencies (SDA) PWGSC lead 4. Introducing the Enterprise-wide HR Data Interoperability Standard - Design the standard to establish a common approach among HR systems and others to permit a seamless exchange of data - CIOB lead Central HR governance structure to drive an enterprise-wide HR strategic vision and HR service delivery model. 7

8 HR Services Modernization Approval (cont d) Treasury Board Ministers approval included the following conditions: That the CHRBP be adopted as the GC standard and be fully implemented by March 31, Any exceptions to the application of this standard must be approved by the TBS-Chief Human Resources Officer; The system output of the HRBSP, based on PeopleSoft, will be adopted as the standard for the GC people management system; That TBS-OCHRO report to TB Ministers through an annual progress report on the implementation of the CHRBP; and That TBS-CIOB report on the progress of the HR BSP through the biannual reports on IT-enabled projects. 8

9 Human Resources Services Modernization Governance: Guiding Principles Improve efficiency and quality of HR service delivery and reduce the HR footprint and costs by adopting ruthless standardization. Focus on horizontal collaborative efforts between HR, CIOs and other internal services to ensure alignment between HR business requirements and systems. Identify priorities for HR systems on a service-wide basis. Converge HR Services planning and development under an integrated approach. The HR Services Modernization Secretariat supports the established direction and drive the development of the standard. 9

10 Human Resources Services Modernization A Standard for PeopleSoft Across Government Moving to a Standard The realization of a Standard through centralized and disciplined development, within the framework of CHRBP requirements The path to adoption through upgrading and clustering How will it be established? Through the outcome of 3 parallel actions I. Technical upgrade of the existing GC 8.9 solution, which includes a II. GC-specific layer; The configuration of Absence Management, a module licensed by the crown but to date not implemented; and III. The configuration of high-value self-service and workflow components What does this means to existing PeopleSoft Users? Centralized development and delivery: no dept l development Community Governance: HRMS Secretariat and Advisory Board Joint business and system oversight: OCHRO and CIOB Expected Outcomes? Increased automation/functionality Increased standardization and reduced costs Act as a catalyst in evolving GC interoperability capabilities and capacity 10

11 Human Resources Services Modernization Moving Forward HRSM Governance will set system-wide direction for both HR business requirements and systems. Continue to offer direct support to accelerate departmental implementation of the Common HR Business Process. Facilitate plans for departments and agencies to migrate to the standard configuration for PeopleSoft. Use interoperability Framework to standardize interoperability within the Government of Canada. 11

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