ADM (HR-Civ) - Assistant Deputy Minister (Human Resources - Civilian) SMA (RH-Civ) - Sous-ministre...

ADM (HR-Civ) - Assistant Deputy Minister (Human Resources - Civilian)SMA (RH-Civ) - Sous-ministre adjointe (Ressources humaines - Civils) 1

Civilians in Defence: Reducing the Staffing Burden by 20%

UMCC HR Sub-Committee

June 1, 2009


Civilians in Defence: Workforce Overview

Operational

34.0%

Administrative & Foreign Service

26.0%Administrative

Support

17.0%

Technical10.4%

Scientific & Professional

9.7%

Executive0.5% DND Civilian Workforce:

Management Environment

• approx. 70% of civilian workforce managed by military managers

• 75% located outside NCR

• 86.6% indeterminate


Civilian Employees by Location

Cold Lake 407

Edmonton 708

Wainwright 416

Suffield 777

Dundurn127

Moose Jaw 44

Shilo350 Winnipeg

701

Comox254

Nanoose 35

Esquimalt 2,708

London 89Borden 1,205

Toronto426

Trenton 626

Kingston 1,656

North Bay 90

Petawawa 889

Montréal 1,993

Ottawa-Gatineau

8,662

Bagotville 258

Valcartier 1,628

Goose Bay39 Gander

41

St. John’s 56

Gagetown 1,101 Greenwood 332

Aldershot 53

Halifax 3,397

Land ForcesAir Forces

TrainingMaritime Forces

LEGEND

Total civilian population: 29,424 (31 Mar 09)

3

NDHQCanada Command

Yellowknife28


Civilian HR Management Accountabilities

DM/CDS

Level 1(Military/Civilian)

Level 2(Formation Areas &

DGs)

Base/Unit(COs & Directors)

Enabling Environment: Policy, Programs, Processes, Training & Tools

Functional Authority - ADM HR-Civ

Strategic Policy & Program Role

Integrated Role for Regional Service Delivery/Strategic

Implementation


ADM HR-Civ Intent: Reducing the Staffing Burden• In partnership with managers, HR-Civ is:

– providing functional leadership & guidance to ensure a sustainable, competent & productive civilian workforce;

– engaging managers & HR service providers across Canada to communicate the intent/importance of PS Renewal and what it means for DND;

– reviewing & analysing current HR management processes & practices to identify opportunities to reduce the staffing burden;

– improving responsiveness of HR service providers to DND/CF civilian HR management requirements; and

– implementing and monitoring an Action Plan (see Annex A).


Centres of Gravity: Addressing Workforce/Workplace Challenges

Own: Organizational capability to deliver

• Staffing framework & related processes are seen as a cumbersome “web of rules”, creating conditions that negatively impact the operational requirements of DND/CF

Opposing: Knowledge & participation of DND/CF management

• Management of civilian personnel is a partnership that requires the informed engagement and ongoing commitment of managers (military and civilian)

7

Where We Started….

Organizational Design Activities

Service Standards

Review

Learning Strategy/ HR service providers

Staffing Strategies

Online Testing Tool

Business Process Simplification/

Automated Information Systems

SOMC library

Collective Staffing InfoPak

Mat HR Service Delivery Pilot

E-position file

Outreach Plan

HR-Civ Content Review (DP 1-5)

Staffing Delegation

Implementation

CWD Project

Recruitment Strategy

Enhancementsto Service Delivery

Technologies

Marketing &Communications

HR/ Business Planning

Casual Assessment

Career Fairs

CFRG Collaboration

Security/ SLE Requirement

Review

Performance Measurement

Redesign

Succession Planning Strategy

Calendar & Video

CWD LibraryAssessment

Inventory

Re-launch MCHR Course

Review HR Training

Curriculum

SIP

Content update/ ADM HR-CIV

Briefings to CF

Outreach Plan/

(Career Fairs,Calendar, Video

& CFRG Collaboration)

Recruitment Strategy

Marketing & Communications


Redesign/ Service Standards

Review

Staffing Strategies (Collective Staffing

InfoPak, SOMC Library)

Staffing DelegationImplementation

New mechanisms(Assessment

Inventory, On-line Testing Tool)

Business Process Review (Casual

Assessment, Mat HR Service Delivery

Pilot, SLE/Security Requirement Review)

Enhancementsto Service Delivery

Technologies

HR/ Business Planning

SIP

Succession Planning

Framework

Organizational Design Activities


Redesign/ Service

Standards Review

E-Position File/ CWD library

CWD Project

Business Process Simplification/

Automated Information

Systems

Content update of ADM HR-Civ

Briefings to Sr. CF members

Review HR Training

Curriculum

Re-market updated version of MCHR Course

HR-Civ Content Review (DP 1-5)

Learning Strategy for HR service

Providers

Po

licy Alig

nm

ent

En

ab

ling

Infra

stru

ctu

re (e

.g., w

eb

site

s &

sy

ste

ms

)Components of an Action Plan: Thematic Breakdown

Planning Classification

Recruitment & Outreach Staffing Learning

9


Enabling the Defence Mission: 2008/09

DND Policies and Practices

Po

licy Alig

nm

ent

En

ablin

g In

frastructu

re

Planning ClassificationRecruitment & Outreach

Staffing Learning

PS Renewal: Departmental Action Item: 20% reduction in staffing burden

R4(right person, right skills, right time, right place)

Functional Authority

Legislative Framework (PSMA/PSEA)

Performance Measurement, Monitoring & Reporting


Illustrative Example - PlanningActions:• Provide direct advice and service to managers in support of integrated business & multi-year HR

planning processes, including succession planning (e.g., Army/Navy/Air Force Days)

• Managers to directly engage HR service providers early in planning & implementation discussions/consultations, including organizational design & restructuring activities

Results: • More accurate & detailed forecasting of Civ-HR requirements, including better Strategic Intake

Plans leads to: – aligned business & Civ-HR plans, focused staffing strategies (e.g., fewer processes, more

appointments & appropriate use of casuals), reduced level of effort (managers/HR service providers) & more timely R4 hires

2007 2008 2009 (projected)

No. External Advertised Process 800 704 634

21% reduction in number of external advertised processes over 3 years

No. External Advertised Appointments 722 902 992

37% increase in number of external advertised appointments over 3 years

No. Casual Appointments 992 903 813

18% decrease in number of casuals over 3 years (approximate)


Illustrative Example - Classification Actions: • Engage/consult early on organizational design

• Streamline classification process by implementing collective work descriptions for all types of work across DND

Results: • Cost avoidance in level of effort for managers/HR service providers of $9M/year at steady-state

• Collective work descriptions that support fair & transparent classification, reduction in level of effort in writing of work descriptions & classification of positions (managers/HR service providers)

• Ready to staff immediately (within days as opposed to months)

FY 2007/08 FY 2008/09 FY 2009/10

Percentage Collective WD 8% 9% 20%

Moving toward 40% in FY 2010/11 & 70% in FY 2011/12

Percentage of “identical to” 50% 60% 70%


Illustrative Example – Recruitment & OutreachActions:• Develop & implement multi-year strategies, including funding to sustain number of key professional &

operational workforces

• Promote greater use of existing GoC recruitment programs (e.g., Post-Secondary Recruitment, Management Trainee Program, student bridging) through a comprehensive communication strategy & targeted staffing to elevate DND’s profile in public domain & attract new talent

Results:• More focused outreach based on better business/HR plans, including strategies to recruit employment

equity groups

• Target efforts and investments ($20M) for shortage groups based on demographic & labour market analysis

FY 2007/08 FY 2008/09 FY 2009/10

No. of Apprenticeship Hires – General Labour & Trades

N/A 165 TBD

Validation of multi-year apprenticeship requirements ongoing

No. of Student Appointments 341 413 495

21% increase this FY, 45% increase over 3 years


Illustrative Example - StaffingActions:• Simplify & streamline specific processes & practices

– leverage technologies to support improved HR business processes, but still too slow

• Move away from individual process per vacancy to collective planning action (see slide 11)

Results:• New service delivery structures & modernized tools (e.g., Materiel Group HR service delivery

structure; assessment inventory in Mar 09; enhancements to Statement of Merit Criteria/Collective Work Description libraries; Statement of Requirement developed for on-line testing)

• Timely & appropriate access to HR advice & services, increasing effectiveness of staffing processes

No. Qualified Candidates No. of Appointments

1 CR 03-04 process 98 53

1 AS 02 process 93 36

1 CS 03 process 225 80

1 PG 04 process 115 101


Illustrative Example - LearningActions:• Updated & re-launched Managing Civ HR Course (MCHR) as mandatory requirement for new

supervisors & managers (civilian/ military)

• Review, in consultation with Managers/ clients, HR training curriculum to identify other training requirements

– e.g., DP 1-5 content updated (next 2-3 FYs), PE development program updated & formalized (end FY 2008/09), Learning Strategy for HR service providers (ongoing), New Training Curriculum Strategy developed (end FY 2009/10)

Result:• Significant number of new events to support knowledgeable managers/ service providers, built on

individual learning plans

No. of Participants (2008/09) Training Event

Leadership 21 EX Orientation

No. of Supervisors/ Managers 1000

154

MCHR course

Staffing Delegation (45% increase)

No. of HR Service Providers 250

365

3 National Learning Events

6 regional staffing training sessions (Mar 09)


Measuring Success: Key Indicators of Management Success

• HR plans that result in better developed & articulated strategies with better implementation– increased stakeholder awareness (e.g., managers, employees, union

representatives, etc.)

• Hiring strategies that result in timely recruitment & staffing – e.g. fewer processes, more appointments per process, better use of

collective work descriptions, simplified security and language requirements

• Client satisfaction balanced against accountabilities

• Contributes to a productive workplace through transparent and fair processes– e.g, “R4” (right person with the right qualifications in the right place at

the right time)


Continuing Our Way-Forward

• Improved integrated business & HR planning, multi-year strategies

• Broader use of collective work descriptions

• Targeted implementation strategies to manage national & regional staffing

• Enhanced training & communication for managers & HR service providers

ADM (HR-Civ) - Assistant Deputy Minister (Human Resources - Civilian) SMA (RH-Civ) - Sous-ministre...

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