Public Service Commission Strategic Plan Part A, 2011-2016 Year 5 2015/16 Promoting and modeling excellent human resource practices
Message from the Minister It is my pleasure to update the Public Service Commission s Strategic Plan for 2011-2016. Now in its final year, the plan has unfolded against a backdrop of challenges and opportunities affecting the Yukon public service and Yukon as a whole. New ideas for the Commission s strategic plan beyond 2016 are taking hold, even as staff embark on the home stretch of the current plan. A capable, knowledgeable and engaged public service is a critical element of all Yukon government activities. This plan outlines how the Public Service Commission will work to provide effective human resource services and innovative solutions to support excellence in the public service. The Public Service Commission works closely with departments to deliver human resource services. Maintaining strong working relationships with our partners and being client-focused are priorities for the department. Other significant objectives of the department include encouraging and increasing diversity in our workplaces, enhancing the health, safety and wellness of employees, and continually working to improve the efficiency and effectiveness of the Yukon government s human resource policies and practices. As Minister responsible for the Public Service Commission, I am impressed by the dedication and professionalism of the department s employees. I look forward to charting their progress in the year ahead as they work collaboratively to fulfill the vision and mission set out in in this plan. Sincerely, Minister Currie Dixon Public Service Commission 1 Public Service Commission Strategic Plan, 2011-16, Year 5
Message from the Public Service Commissioner Having recently been appointed as the Public Service Commissioner, I am excited by the prospect of working with the Minister, the department, key partners and colleagues across government in this role. I believe that an engaged, empowered, contributing and professional public service is essential to the success of all Yukon government activities. I am impressed with the foundational strategies, plans, programs and initiatives that the department has developed and implemented to date. Through the Strategic Plan we are advancing priorities on many fronts, including: providing collaborative, client focused corporate human resource services and supporting systems; promoting a diverse and representative public service; enabling healthy, safe and respectful workplaces; and seeking innovative ways to attract, develop and engage talented people. The department is well positioned for success and I see tremendous opportunities for us moving forward. I truly believe that our public service can, and will, be considered a leader in the country. I see my role as an opportunity to support efforts to realize the vision, fulfill the mission and achieve the goals of the department in a manner that promotes our shared values. The Public Service Commission s resources, creativity and abilities will continue to be stretched as we work together to complete the year-five agenda of our current Strategic Plan, and set new goals for the plan to follow. I look forward to an exciting and productive year. Sincerely, Jim Connell Public Service Commissioner 2
Table of Contents Message from the Minister... 1 Message from the Public Service Commissioner... 2 Vision, Mission, Values, and Goals... 4 Department Strategic Context... 5 Risk Management... 7 Performance Measurement... 9 Strategic Goals... 10 3 Public Service Commission Strategic Plan, 2011-16, Year 5
Vision, Mission, Values, and Goals Our Vision Where we are going Promoting and modeling excellent human resource practices. Our Mission What we do Together with our clients, we provide effective and timely services and explore innovative human resources solutions leading to public service excellence. Our Values How we do our work Integrity Accountability Respect Unity in purpose Our Strategic Goals How we will get there Department Goals 1. Be a valued and welcome partner with our clients in the provision of human resource services. 2. Promote workplace diversity to better reflect the make-up of Yukon society and develop a culture within the Yukon government that welcomes diversity. 3. Implement a corporate approach to wellness, health and safety, and disability management focused on prevention of illness and injuries, and on early and safe return to work. Corporate Goals 4. Attract, develop and engage talented people to continue to provide high quality service to the public. 5. Practice open, accountable and fiscally responsible government. 6. Advance strategic corporate initiatives through interdepartmental cooperation Our efforts directly or indirectly support the Yukon government s cross-departmental goals to: make strategic investments in Yukon s infrastructure; improve Yukon s regulatory regime; make Yukon the best place to live, work, play and raise a family; and build Yukon First Nation partnerships. 4
Department Strategic Context Human resources management in Yukon faces a number of challenges over the coming years. Some of these are common to governments across Canada, while others are unique to the Yukon government (YG). Outlined below are some significant factors influencing the development of this Strategic Plan. Demographics: Yukon has a relatively older population. The number of retirements across the country and in Yukon is starting to increase, as more of the baby boom generation turns 65 years of age. Nationally there are pressures on pensions, owing in part to the economic downturn that followed the financial sector crisis of 2008. Some older workers are delaying retirement, while others who have already retired are returning to the workforce for life satisfaction or economic reasons. Labour market: In addition to shortages due to projected increases in retirement, a strong Yukon economy and Canadian economy will steepen demand and competition for labour. Youth are a key source of new employees for government, and YG may need to change some of its recruitment and employment practices to attract and retain this labour market segment. Other new sources of workers may be found through immigration, as well as strategies to recruit and engage those with historically low workforce participation rates, such as First Nation people and people with disabilities. Wellness and disabilities: Implications of the aging workforce and more retirements include increasing costs of benefit plans including those for retirees and disability insurance. Yukon has a greater prevalence rate of higher-cost disability claims. Better disability management, improved occupational safety practices and more effort aimed at prevention and wellness could all help to reduce injury, illness and disability among YG employees. Attraction and retention: Not surprisingly, given the prevailing demographic and labour market trends, the top human capital challenges across Canada are attracting and retaining talent, optimizing performance and building capacity. Employee engagement is a key strategy to meet these challenges and, thus, will be an enduring human resource priority for YG over the short and long term. Attracting new talent to the North will also be aided by quicker and more effective recruitment processes, and improved supply of affordable rental and ownership housing in Whitehorse and the rural communities. Technology and systems: As well as being an essential component of the working environment for staff, the use of technology can increase service quality and reduce the cost of government. Many governments across Canada are moving aggressively to provision of government services through electronic portals. Automation of transactional activities frees staff to provide higher value services and perform more satisfying work. Diversity: Governments across Canada continue to emphasize the value of building a diverse public service that is representative of the population it serves. Such a workforce provides a wider variety of perspectives and experience, and has an increased ability to understand and empathize with clients and colleagues. In Yukon, the drive to achieve a representative public service is reinforced by obligations set out in Chapter 22 of First Nation Final Agreements. Implementation of a new Final Agreement - Representative Public Service Plan, which was developed jointly with Yukon First Nations in 2011, is advancing this shared interest and commitment. 5 Public Service Commission Strategic Plan, 2011-16, Year 5
Women are highly represented in the Yukon public service, although there is still room for improvement at the most senior levels and in certain occupations. Yukon government is considered a leader in Canada in terms of hiring people with disabilities and boosting their representation levels; however, as with women, there are gaps to address at the higher classification levels and across the spectrum of occupational groups. Organizational culture: There is a call from within YG s human resource community for PSC to adopt a more collaborative and client-centred approach, with an emphasis on problem-solving. PSC is responsible for administering the Public Service Act, but has delegated many of its human resource functions to the departments. For this delegation to work well, PSC must be responsive to constructive feedback on its leadership style and central agency role. Summary There are significant challenges ahead for the Yukon public service. The aging workforce, labour market pressures and organizational culture issues each require new approaches to human resource management. The Public Service Commission is committed to addressing these challenges and, in the process, finding ways to build on existing strengths as it explores new solutions through technology, service orientation, internal coordination and workforce diversity. 6
Risk Management An ambitious plan to further Yukon government public service excellence and value inherently entails some risks. The Public Service Commission has identified five critical risks that, unless mitigated, could potentially impair its ability to realize the positive outcomes envisioned in this Plan. These risks, and the Commission s risk mitigation strategies, are outlined below: Risk #1 Where joint and collective corporate actions and outcomes are agreed upon, commitment from all departments including the dedication of necessary attention and resources are required from all departments (examples include disability management, health and safety, and diversity hiring). Mitigation Strategy: Risk #2 Demonstrate that it is in departments interests to bring the actions and outcomes to fruition. Get Deputy Ministers commitment for the actions and outcomes. Involve departments and keep them involved. Communicate well with departments. The pace of change in the workplace, due in part to retirements, increased use of technology, the need for complex and specialized skills, and competition for resources could result in challenges in recruiting, and in training new and current staff in the required skill sets. Mitigation Strategy: Articulate skill set gaps in PSC. Look at non-traditional methods of hiring. Develop collaborative relationships with departments which have the required skill sets. Encourage staff to submit skill profiles as the skill may be available but not widely known to exist. 7 Public Service Commission Strategic Plan, 2011-16, Year 5
Risk #3 Inability to improve customer service through transforming our business with technology, due to lack of resources. Mitigation Strategy: Risk #4 Develop a strategy to move to self-service. Maximize use of information and communications technology funding. Reduce dependence on one service provider for PeopleSoft support. Constraints on ability to improve customer service due to reliance on past practices, which could be revisited and changed. Mitigation Strategy: Risk #5 Encourage staff to question and raise discussion of long standing approaches to issues where they feel there may be a better approach. Tactically, use outside reviews to assist staff to determine if there are better ways to do things. Heavy reliance on paper based systems for personnel records that are not adequately protected from fire or water damage. Mitigation Strategy: Explore measures to reduce exposure to water damage for personnel files at the current storage site. Develop options for moving to paperless filing for personnel records. Mitigation work has been initiated but there is much yet to do. This work will continue to comprise part of the Commission s focused operational planning and activities in the years ahead. At the same time, the Commission will be maintaining risk awareness to monitor any changes in the general environment that could suggest a need to revisit the identified risks and/or mitigation strategies. 8
Performance Measurement The Public Service Commission s Strategic Plan, along with two companion plans the Corporate Human Resource Strategy and the Final Agreement Representative Public Service Plan include performance measures to help gauge progress in implementation. Strategic Plan Goal 1 Be a valued and welcome partner with our clients in the provision of human resource services. A client satisfaction survey showing results by branch will establish baseline data. Strategic Plan Goal 2 Promote workplace diversity to better reflect the make-up of Yukon society and develop a culture within the Yukon government that welcomes diversity. Aboriginal hire ratio: increase in the percentage of people hired externally into the public service who self-identify as Aboriginal; and Representation of people with disabilities: increase in the percentage of self-identified people with disabilities in the public service in classification levels AR 15 and higher, or in management classification levels. Strategic Plan Goal 3 Implement a corporate approach to wellness, health and safety, and disability management focused on prevention of illness and injuries, and on early and safe return to work. Decrease in the WCB incidence rate and claims experience for YG. Strategic Plan Goal 4 Attract, develop and engage talented people to continue to provide high quality service to the public. Increase in the percentage of employees hired externally into the public service who are under 30 years of age. Other measures and indicators have also been developed, including those outlined in the Corporate Human Resources Strategy and the Final Agreement - Representative Public Service Plan. 9 Public Service Commission Strategic Plan, 2011-16, Year 5
Strategic Goals This section discusses our strategic goals and outlines the objectives we have identified to realize them. Department Strategic Goals Strategic Goal 1 Be a valued and welcome partner with our clients in the provision of human resource services. This goal affects everything from what we do to how we do it. It is a priority for the department based on feedback from within PSC and from other departments and the human resource community. To accomplish this we have identified the following objectives: 1.1 Lead a corporate initiative on behalf of all departments to improve the effectiveness and efficiency of HR processes. It is PSC s job to establish human resource policy, procedures and systems for all of YG. When our departmental colleagues tell us that current practices are labour-intensive or out-of-date, we must be responsive and undertake to broker the change that is needed. Change doesn t happen overnight it requires research, consultation, evaluation of options, planning and phased implementation. It also requires an appreciation of change management and how to work with partners and clients in times of transition. 1.2 Build effective working relationships with departments, based on credibility and trust. PSC can bring human resource expertise to departments in many areas. A strong working relationship is a key component of being a partner in the provision of human resource services. An effective relationship requires trust, and being valued implies credibility. Strong positive relationships can promote understanding of differing roles and responsibilities, as well as constraints. 1.3 Model strong client service attitudes, supported by systems, training, coaching and feedback. Sometimes it is not the message that causes rifts in a working relationship; sometimes it is the delivery of the message that causes problems. We may not always understand how our delivery of messages or our behaviours can affect our working relationships. Changing behaviours and attitudes requires support and attention, and will lead PSC to being recognized as a client-focused agency. Also, automation offers an opportunity to free staff from systems constraints. 1.4 Further develop PSC as a collaborative team internally, to become leaders in service. Our clients need to be able to rely on the advice that we give. We need to be able to deliver on our commitments to our clients and the whole of the organization. As a team we will better understand each other and our roles and responsibilities. Becoming a collaborative team will help us ensure a common approach and work together effectively to align resources with roles and responsibilities. 10
How We Are Doing Indicators A client satisfaction survey showing results by branch will establish baseline data for this indicator. Strategic Goal 2 Promote workplace diversity to better reflect the make-up of Yukon society and develop a culture within the Yukon government that welcomes diversity. This goal is critical to the legitimacy and health of the Yukon government as an organization. It will help the Yukon government respond to the changing labour market and treaty obligations, and strengthen its ability to respect and promote human rights as an employer. To accomplish this we will: 2.1 Complete the new Representative Public Service plan under the land claims agreements. In 2011-12 a new Representative Public Service Plan was developed and approved to meet the goals and legal requirements set out in the land claims and self-government agreements. The new plan has performance measures and activities and will require a government-wide effort for implementation. 2.2 Support and encourage departments to promote and value diversity. We currently offer a number of programs and services to help departments increase diversity within their workplace. It is important to ensure that these programs and services are meeting their objectives and the needs of clients, but also to find different ways to promote and celebrate diversity as a key part of the cultural shift that is necessary across government. 2.3 Identify tools and opportunities to increase the diversity of representation within the Yukon government workforce. In addition to programs and services, there are other tools and opportunities to increase diversity within the Yukon government workforce. Part of this objective is to seek ways to balance promotion and support with accountability for outcomes towards a public service that is inclusive of people with disabilities, visible minorities, Aboriginal people, youth and women. How We Are Doing Indicators Aboriginal hire ratio: increase in the percentage of people hired externally into the public service who self-identify as Aboriginal. Representation of people with disabilities: increase in the percentage of self-identified people with disabilities in the public service in classification levels AR 15 and higher, or in management classification levels. 11 Public Service Commission Strategic Plan, 2011-16, Year 5
Strategic Goal 3 Implement a corporate approach to wellness, health and safety, and disability management focused on prevention of illness and injuries, and on early and safe return to work. There are a number of human, financial and legal pressures that are providing increased impetus towards ensuring safe and healthy workplaces and promoting overall wellness. To accomplish this goal we will: 12 3.1 Develop and implement a corporate approach to promoting employee wellness. Corporate planning and communication are vital to reaching this goal, based on the approach that healthy workplaces are everyone s responsibility. PSC will support this goal by working with departments to develop a corporate approach for promoting employee wellness. 3.2 Complete and fully implement the corporate framework for disability management, focusing on early and safe return to work. Recognizing the duties and responsibilities of PSC, departments and employees under the existing policy, it is critical that PSC provide leadership to complete, communicate, and implement the corporate framework for disability management. 3.3 Fully implement the corporate framework for health and safety management. As an organization we have been working diligently to implement comprehensive corporate and departmental health and safety programs. PSC now needs to complete the health and safety governance system and work with departments to finalize the new programs so that health and safety are integrated into our day-to-day work activities. How We Are Doing Indicators Decrease in the WCB incidence rate and claims experience for YG. Corporate Strategic Goals Department heads recognize that all departments will undertake certain strategic activities, or will share responsibility for the implementation of key government initiatives. As a result, all department strategic plans contain the following corporate strategic goals. Strategic Goal 4 Attract, develop and engage talented people to continue to provide high quality service to the public. To accomplish this we will: 4.1 Support effective recruitment and retention through timely and transparent processes with a client-centred approach. One intention under this objective is to make the recruitment process more client-centred, whether job applicants are current employees or members of the public. In addition, departments have called for a corporate approach to human resource management, with the aim of having the right person in the right job at the right time. This objective will support that corporate desire, as well as the other strategic goals around partnership and diversity.
4.2 Develop a platform of best practices in recruitment and retention with an emphasis on active recruitment of youth and under-represented groups of Yukon. The need to attract and retain youth has become increasingly important given the overall aging of the labour market and the Yukon government workforce. Hiring youth means looking at potential in addition to other criteria. Actively retaining older workers will include exploring options and impacts on benefits such as pensions. How We Are Doing Indicators Increase in the percentage of employees hired externally into the public service who are under 30 years of age. Strategic Goal 5 Practice open, accountable and fiscally responsible government. To accomplish this we will: 5.1 Exercise sound financial and information management and planning in the delivery of service to Yukoners. The Public Service Commission provides support to decision-makers and departments through analysis of the human resource impacts of proposed government initiatives. We also contribute to this goal and objective through our daily business practices. Strategic Goal 6 Advance strategic corporate initiatives through interdepartmental cooperation. To accomplish this we will: 6.1 Engage in and contribute to strategic corporate initiatives relating to PSC s mandate and core program/service responsibilities. 13 Public Service Commission Strategic Plan, 2011-16, Year 5