Strategic Human Resources Management - Alberta · the effectiveness and relevance of human resource...

Strategic

Management

HumanResources

1

HUMAN RESOURCE

accountability framework

Strategic Human Resource Management

What is ahuman

resourceaccountability

framework?

The Auditor General, in his September 1998 audit report on humanresource management in the Government of Alberta, described thefundamental components of an accountability framework:

• Set measurable goals and responsibilities;

• Plan what needs to be done to achieve goals;

• Do the work, monitor progress, report on results; and

• Evaluate results and provide feedback.

An accountability framework ensures the various roles played by thoseresponsible for different aspects of human resource management areclearly understood. By setting out the various accountabilities, it provides ameasurable basis for demonstrating results.

What doesthis mean

for me?

If you are a line manager, deputy minister or human resource professionalin the Alberta public service, you are accountable for carrying out specifichuman resource management functions. The human resourceaccountability framework tells you what you are accountable for in thefollowing areas:

• Human Resource Policy Framework

• Corporate Human Resource Plan

• Corporate Human Resource Research and Development Fund

• Department Human Resource Plan

• Performance Management

• Approval Authorities

2

How does thisguide work?

Where do I gofor more

information?

For more information about any of your human resourceaccountabilities, talk to your supervisor or your human resourcedirector.

This guide lays out the specific accountabilities for the various participants inthe human resource management process. Use the listing below to find thesection that applies to you, and to review the accountabilities of other keyplayers:

Line Manager 3

Deputy Minister 4

Deputy Ministers’ Committee 6

Human Resource Director 7

Human Resource Directors’ Council 9

Public Service Commissioner 10

Deputy Minister of Executive Council 12

Refer to the Appendix for information about specific human resourceactivities and success indicators:

Human Resource Policy Framework 13

Corporate Human Resource Plan 14

Corporate Human ResourceResearch and Development Fund 14

Department Human Resource Plan 15

Performance Management 15

3

LINE MANAGERS are accountable for:

Establishing and carrying outhuman resource practicesconsistent with departmenthuman resource policies.

Communicating key issues thatcould impact human resourcemanagement to deputy ministerand/or human resource director.

Providing feedback oneffectiveness and relevance ofhuman resource policyframeworks.

CorporateHuman

ResourcePlan

Championing andoperationalizing corporate anddepartment human resource plansat the work unit level.

Providing data and ensuring dataintegrity as required by thedeputy minister or humanresource director.

Providing feedback as requestedon the department’s results inrelation to the corporate humanresource plan.

DepartmentHuman

ResourcePlan

Providing input to thedevelopment of the department’shuman resource plan.

Providing input as required to thedepartment’s achievement bonusgoals, measures and targets forhuman resource management.

Providing applicable data formonitoring progress on thedepartment’s human resourceplan.

Supporting actions and strategiesinitiated by the deputy ministerand human resource director tosupport or improve departmentperformance in relation to keyhuman resource indicators.

PerformanceManagement

Implementing the department’sperformance managementsystem.

Ensuring employees haveperformance and learning plans inplace.

Conducting periodic discussionswith employees re progress onperformance and learning plansand strategy adjustments needed.Providing training, coaching orother supports as needed.

Conducting performanceassessments with employees andinitiating performanceimprovement strategies asneeded.

Conducting and/or participatingin the performance review processfor management achievementbonus.

ApprovalAuthorities

Carrying out delegated humanresource responsibilities.

HumanResource

PolicyFramework

Department HumanResource Plan

…continued

4

DEPUTY MINISTERS are accountable for:

Ensuring departmental humanresource policies and practicesare consistent with corporatepolicies and support the oneemployer concept.

Reviewing key human resourceissues identified throughenvironmental scanning andvalidating these for thedepartment.

Providing input to CHR oneffectiveness and relevance ofhuman resource policyframeworks and any changesneeded.

Communicating and reinforcingcorrective strategies within thedepartment arising fromidentified performance issues.

Providing feedback to CHR on theeffectiveness of changes tohuman resource policyframeworks.

CorporateHuman

ResourcePlan

Providing input to the PublicService Commissioner onstrategic objectives andmeasures for human resourcemanagement.

Championing implementationof the corporate humanresource plan at thedepartmental level andestablishing implementationaccountabilities.

Providing department data oncorporate human resource planindicators to the Public Service

CorporateHuman

ResourceResearch andDevelopment

Fund

Reviewing proposed CorporateHuman Resource Research andDevelopment Fund initiativesand indicating those thedepartment is prepared toapprove for funding.

Proposing additional Fundinitiatives as appropriate, thatwould provide corporate benefit.

Responding to requests forapproval as needed foradditional Fund initiatives orchanges to Fund allocationsresulting from strategyadjustments.

DepartmentHuman

ResourcePlan

Setting the strategic directionwithin the department inalignment with the corporatehuman resource plan framework.

Preparing the deputy minister’scontract and department’sachievement bonus goals forhuman resource managementconsistent with corporate anddepartment human resourceplans.

Identifying annual departmenthuman resource priorities.Approving the department’shuman resource plan.

HumanResource

PolicyFramework

Commissioner for corporate roll-up. Reviewing departmentaldata and adjustingdepartmental strategies asrequired.

Corporate HumanResource Plan

…continued

5

DEPUTY MINISTERS are accountable for: (continued)


Implementing the department’sperformance managementsystem in accordance with thecorporate framework.

Reinforcing management andemployee responsibilities for:(1) preparing performance andlearning plans; (2) monitoringand discussing progress inrelation to performance andlearning plans; and(3) conducting performanceassessments with employees.

Determining, or delegatingwhere appropriate, managementachievement Bonus awardsbased on performance.

ApprovalAuthorities

Establishing andcommunicating humanresource authorities andresponsibilities. Delegatingauthority where appropriateand ensuring overalldepartment accountability.

Reviewing performance data inrelation to department humanresource plan targets, andadjusting strategies as required.

Implementing deputy ministercontract and departmentachievement bonus plans.Monitoring progress andadjusting strategies as necessary.

Reporting on results achievedagainst agreed upon targets inrelation to deputy ministercontract and departmentachievement bonus goals.

Department HumanResource Plan

…continued

6

DEPUTY MINISTERS’ COMMITTEE is accountable for:

Endorsing the one employerconcept and a corporateapproach to human resourcemanagement.

Monitoring fiscal, political andeconomic trends. Interpretingenvironmental scanninginformation to identify keystrategic human resource issues.

Reviewing monitoring data onthe effectiveness and relevanceof human resource policyframeworks and endorsingadjustments as needed.

Reviewing service-wideperformance issues arising fromthe monitoring process andendorsing corrective strategies asneeded.

CorporateHuman

ResourcePlan

Endorsing strategic humanresource objectives andmeasures for human resourcemanagement.

Endorsing the corporate humanresource plan and championingits implementation.

Reviewing progress reports onthe corporate human resourceplan and approving adjustedstrategies as required.

Reviewing results achieved onthe corporate human resourceplan against agreed upontargets and endorsing strategyadjustments as necessary.

CorporateHuman


Fund

Reviewing results achieved onCorporate Human ResourceResearch and DevelopmentFund initiatives against agreedupon targets, and endorsingstrategy adjustments asnecessary.


Endorsing the performancemanagement framework.

HumanResource

PolicyFramework

7

HUMAN RESOURCE DIRECTORS are accountable for:

Establishing and carrying outhuman resource practicesconsistent with corporate humanresource policies.

Advising the deputy minister ofcorporate and departmentalimplications of environmentalscanning data. Advising ondepartment or sector humanresource trends and environment.

Providing input to CHR oneffectiveness and relevance ofhuman resource policy frameworksand any changes needed.

Communicating and reinforcingcorrective strategies within thedepartment arising from identifiedperformance issues.

Providing feedback to CHR oneffectiveness of changes to humanresource policy frameworks.

Providing department data asrequired for the corporate roll-upof results on the corporate humanresource plan.

Monitoring departmentperformance in relation tocorporate human resource planmeasures and targets andrecommending departmentstrategies as needed.

Reporting on the department’sresults in relation to the corporatehuman resource plan andrecommending strategyadjustments as necessary.

CorporateHuman


Fund

Providing background and adviceto the deputy minister onproposed Fund initiatives.

DepartmentHuman

ResourcePlan

Providing advice to the deputyminister on the strategic directionfor human resource managementin the department.

Providing input and makingrecommendations on thedepartment achievement bonusgoals for human resourcemanagement.

Developing the department’shuman resource plan consistentwith the corporate humanresource plan, deputy minister’sperformance contract anddepartment achievement bonusgoals for human resources.

Developing and implementingaction plans to achieve thedepartment’s human resourceplan goals.

Collecting, compiling andinterpreting data on departmentmeasures for deputy ministerreview. Adjusting departmentstrategies as required.

Reporting to the deputy ministeron results achieved in relation todepartment human resource plantargets and recommendingstrategy adjustments as necessary.Preparing action plans for strategyadjustments.

HumanResource

PolicyFramework

CorporateHuman

ResourcePlan

8

HUMAN RESOURCE DIRECTORS are accountable for: (continued)

ApprovalAuthorities

Managing human resourcedelegated authorities in thedepartment.


Developing, communicating,promoting and monitoring thedepartment’s performancemanagement system.

Providing advice and assistance toemployees in preparingperformance and learning plans.

Providing advice andrecommendations in relation tothe management achievementbonus.

9

THE HUMAN RESOURCE DIRECTORS’ COUNCIL is accountable for:

Endorsing the one employerconcept and a corporate approachto human resource management.

Interpreting environmentalscanning information to identifykey human resource issues.

In conjunction with CHR,reviewing monitoring data on theeffectiveness and relevance ofhuman resource policyframeworks and adjusting them asnecessary.

In conjunction with CHR,reviewing service-wideperformance issues arising fromthe monitoring process andimplementing correctivestrategies as needed.

Evaluating effectiveness ofchanges to human resource policyframeworks and recommendingadjustments as needed.

CorporateHuman

ResourcePlan

Working jointly with CHR todevelop strategic objectives andmeasures for human resourcemanagement.

In conjunction with CHR,preparing the annual corporatehuman resource plan.

In conjunction with CHR,developing and implementingaction plans to achieve corporatehuman resource plan goals.

Reviewing progress on thecorporate human resource plan

As part of the corporate humanresource plan process, identifyingand prioritizing proposed Fundinitiatives, for approval by deputyministers.

In conjunction with CHR,preparing and implementingdetailed workplans and budgetsfor approved Fund initiatives.

In conjunction with CHR,monitoring use of the Fund andproviding data for quarterlyreports to deputy ministers onprogress of initiatives, moniesspent and expenditure forecasts.

Reviewing results achieved onFund initiatives against agreedupon targets and endorsingstrategy adjustments as necessary.


In conjunction with CHR,establishing the performancemanagement framework.

ApprovalAuthorities

Providing input/feedback to CHRregarding proposed changes toexisting human resourceauthorities.

HumanResource

PolicyFramework

CorporateHuman


Fund

and recommending strategyadjustments as required.

In conjunction with CHR,evaluating results achieved on thecorporate human resource planagainst agreed upon targets anddetermining strategy adjustmentsas necessary.

Corporate HumanResource Plan

…continued

10

THE PUBLIC SERVICE COMMISSIONER is accountable for:

Establishing, articulating,reinforcing and evaluatinghuman resource policies thatsupport service-wideconsistency and equity (theone employer concept) and acorporate approach to humanresource management.

Advising the MinisterResponsible for the CHR,departments and keystakeholders on internal andexternal human resourcetrends and environment.

Providing interface betweenthe political and operationallevels of government inintroducing or changinghuman resource strategies andpolicy frameworks.

Monitoring effectiveness andrelevance of human resourcepolicy frameworks andadjusting them as needed.

Identifying service-wideperformance issues arisingfrom the monitoring processand initiating correctivestrategies as needed.

Evaluating effectiveness ofchanges to human resourcepolicy frameworks andpreparing action plans fornecessary adjustments.

CorporateHuman

ResourcePlan

In consultation with deputyministers and/or humanresource directors, determiningthe strategic objectives andmeasures that will form theframework for the annualcorporate human resourceplan.

Identifying annual corporatehuman resource priorities anddrafting the annual corporatehuman resource plan inconjunction with HumanResource Directors’ Council.

Implementing action plans toachieve corporate humanresource plan goals, inconjunction with HumanResource Directors’ Council.

Monitoring progress in relationto corporate human resourceplan measures and targets, andrecommending strategyadjustments as required, to theDeputy Ministers’ Committee.

Evaluating results againstagreed upon targets, andpreparing action plans forstrategy adjustments asneeded, in conjunction withHuman Resource Directors’Council.

Providing a final report oncorporate human resourceplan results to the DeputyMinisters’ Committee andHuman Resource Directors’Council.

HumanResource

PolicyFramework

11

THE PUBLIC SERVICE COMMISSIONER is accountable for: (continued)


In conjunction with HumanResource Directors’ Council,establishing the performancemanagement framework.

ApprovalAuthorities

In consultation with HumanResource Directors’ Council,clarifying and delegatinghuman resource authoritiesand initiating appropriate ornecessary changes.

CorporateHuman


Fund

Ensuring administration of theCorporate Human ResourceResearch and DevelopmentFund conforms to the terms ofreference for the Fund.

Coordinating the identificationof Fund initiatives in conjunctionwith Human Resource Directors’Council, as part of the corporatehuman resource plan process.

Coordinating the approvalprocess for Fund initiatives withdeputy ministers and the SeniorOfficials’ Transition Team.

In conjunction with HumanResource Directors’ Council,preparing and implementingdetailed workplans and budgetsfor approved Fund initiatives.

Monitoring use of the Fund andproviding quarterly reports todeputy ministers on theprogress of initiatives, moniesspent, and expenditure forecasts.

Requesting deputy ministerapproval as needed foradditional Fund initiatives orchanges to Fund allocationsresulting from strategyadjustments.

As part of the final reporting onthe corporate human resourceplan, evaluating results achievedon Fund initiatives and providinga report to the Deputy Ministers’Committee and HumanResource Directors’ Council.Recommending strategyadjustments as needed.

DepartmentHuman

ResourcePlan

Providing advice and assistanceto departments in aligningtheir human resource planswith the corporate direction.

12

DEPUTY MINISTER OF EXECUTIVE COUNCIL is accountable for:

Reinforcing the one employerconcept and a corporateapproach to human resourcemanagement.

Providing interface betweenthe political and operationallevels to ensure key humanresource issues arecommunicated andunderstood.

CorporateHuman

ResourcePlan

Providing interface betweenpolitical and operational levelsto champion the strategicdirection for human resourcemanagement in the Albertapublic service.

Establishing deputy ministeraccountabilities forimplementation of thecorporate human resource plan.

Monitoring and reviewingcorporate roll-up in relation tothe corporate human resourceplan measures and targets andproviding specific direction asrequired.

Reviewing the final report oncorporate human resource planresults and providing directionas needed.

DepartmentHuman

ResourcePlan

Reviewing and approvingdeputy ministers’ performancecontracts and departmentachievement bonus goals.

Evaluating performancecontract and achievementbonus results against agreedupon targets andcommunicating theassessment to each deputyminister. Adjusting strategicgoals as necessary.

HumanResource

PolicyFramework

13

appendixHuman Resource Activities and Success Indicators

HumanResource

PolicyFramework

WHAT IT IS

The human resource policy framework consists of five broad policystatements, endorsed by deputy ministers and approved by the MinisterResponsible for Corporate Human Resources in 1997. Those fivepolicies are:

• The Government of Alberta selects and retains the most suitableindividuals based on competence and ability to meet the organization’sneeds.

• The Government of Alberta is committed to becoming a learningorganization and will create continuous learning opportunities for itsemployees.

• The Government of Alberta compensates, rewards and recognizesemployees based on their contributions to business objectives; thegovernment’s need to attract, motivate and retain a capable workforce;and the fiscal environment of the Province.

• The Government of Alberta ensures employees understand and receivefeedback on how their work contributes to the achievement ofgovernment goals.

• The Government of Alberta provides a safe work environment andsupports the well-being of employees.

Human resource directives (http://www.chr.alberta.ca/directives) providedirection on managing human resources within the policy framework.

MONITORING AND REPORTING

The Public Service Commissioner has the primary responsibility formonitoring and reporting on the human resource policy framework, and doesso through Corporate Human Resources Annual Report (http://www.chr.alberta.ca/aboutCHR/01-02rpt/2001-2002-annual-report.pdf ).

Performance is monitored in relation to key indicators and targets set out in Corporate Human Resources' business plan (http://www.chr.alberta.ca/aboutCHR/03-06plan/).

14

CorporateHuman

ResourcePlan

WHAT IT IS

The corporate human resource plan (http://www.chr.alberta.ca/corporate/hrplan/) sets out annual goals focused on five strategic areas:

Alignment: To ensure the goals and behaviours of individualemployees are aligned with department and governmentgoals.

Commitment: To introduce processes that build employee commitmentto government goals and values.

Competence: To make sure the organization has the knowledge, skillsand abilities to accomplish current and future businessplan goals.

Versatility: To ensure Alberta public service employees can adapt tomeet changing needs.

Well-Being: To ensure the Alberta public service is an attractiveemployer for current and potential employees.


Corporate Human Resources and Human Resource Directors’ Councilshare primary responsibility for developing and implementing the corporatehuman resource plan. They provide an annual report to deputy ministers onachievements and performance in relation to targets set out in the plan.Progress is monitored on an ongoing basis in relation to goals and measuresoutlined in the plan.

CorporateHuman


Fund

WHAT IT IS

The Corporate Human Resource Research and Development Fund wasestablished through a Treasury Board minute of November 21, 1996. TheFund consists of $750,000 annually to support corporate research anddevelopment initiatives in response to human resource needs andemerging issues identified by departments.

Every Deputy Minister has input, on an annual basis, into the use of theFund. Initiatives supported through the Fund contribute to the achievementof corporate goals.

appendix Human Resource Activities and Success Indicators…continued

15

DepartmentHuman

Resource Plan

WHAT IT IS

The department human resource plan sets out the goals and initiatives thedepartment will undertake to support its own business plan goals and thegoals of the corporate human resource plan.


The human resource director in each department has primary responsibilityfor reporting on progress in relation to human resource plan goals. Thedirector reports annually to the deputy minister and line managers onperformance in relation to the goals and targets.

Success in implementing the department human resource plan is measuredthrough successful implementation of the goals and performance in relationto targets set.


The Public Service Commissioner has primary responsibility for monitoringuse of the Corporate Human Resource Research and Development Fund, andreports quarterly to deputy ministers on progress, expenditures and forecasts.

Major Fund initiatives are reflected in the corporate human resource plan.Success is measured through performance indicators outlined in the plan,successful implementation of Fund initiatives, and adherence to spendingtargets.

CorporateHuman

ResourceResearch and

Development Fund…continued


WHAT IT IS

Performance management encompasses all activities that link employeeperformance to that of the organization, consistent with the performancemanagement framework (http://www.chr.alberta.ca/performance/perfmgmt/) endorsed by deputy ministers in 1995.


Line managers have primary responsibility for monitoring and reporting onemployee performance. They report annually to the human resource officeon performance in relation to individual goals and targets.

Successful individual performance is achieved through meeting or exceedingindividual performance targets.

appendix Human Resource Activities and Success Indicators…continued

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