HR PLANNING ASSIGNMENTJanuary 16, 2010
Prepared for: Lorraine McKayCourse: MCP HR PlanningPrepared by: Erin, Helen, Joseph, Liza, Mark
Treaties & Aboriginal Government (TAG)Department of Indian Affairs & Northern Development (INAC)
Agenda Organizational profile Mission and vision Business of the TAG Sector Workforce and demographics HR challenges Strategic priorities Action plan
Organizational Profile Department of Indian Affairs and Northern
Development (INAC) delivers Federal obligations and commitments to First Nations, Inuit, Métis and Northerners;
Business determined by numerous statutes, negotiated agreements and relevant legal decisions;
Supports First Nation communities in the implementation of strong, effective and sustainable governments;
Mission and Vision The mission supports Aboriginal people (First
Nations, Inuit and Métis) and Northerners in their efforts to:
1. Improve social well-being and economic prosperity; 2. Develop healthier, more sustainable communities; and 3. Participate more fully in Canada's political, social and
economic development - to the benefit of all Canadians. Our vision is a future in which First Nations, Inuit,
Métis and northern communities are healthy, safe, self-sufficient and prosperous - a Canada where people make their own decisions, manage their own affairs and make strong contributions to the country as a whole.
Business of the TAG Sector Treaties and Aboriginal Government – Negotiations Sector is tasked to negotiate settlement agreements with First Nations. INAC engages in wide-ranging activities to help support communities in their transition to stronger, more effective governance systems, including:
NEGOTIATIONS Negotiating and implementing self-government and
land claim agreements; Building cooperative relationships with First Nation
governments through the use of modern and historic treaties;
POLICY DEVELOPMENT Amending relevant laws and regulations to help
support First Nation institutions, organizations and governments.
Workforce and Demographics
Occupation Groups in TAG
430 total employees in TAG SectorAverage age is 43 years old
Eligible to Retire
63% (276) of workforce is eligible to retire in next 5 years75% are core positions in negotiations and policy
Designated Groups
Meets or exceeds most categories; deficient in Visible Minority representation
HR Challenges 63% total staff eligible to retire in 5 years requires
recruitment and retention strategy of new younger staff; Knowledge transfer of retirees and technical experts essential
for corporate, technical skills and acquired knowledge; Succession and replacement strategy requires targeted
positions for visible minority and Aboriginal recruits; Recent reorganization requires competency grids for
performance management, learning and career development; Strengthen management training for planning, staffing and
performance management; Effective initiatives and strategy will respond to 2008 Public
Service Employee Survey (PSES) survey challenges to 1) improve learning and 2) hire the right people
Strategic Priorities & Actions
Strategic Priority #1TALENT MANAGEMENT
Position mapping – identify vacancy forecast and targeted hiring, succession or replacement needs
Recruitment of junior, Aboriginal and visible minority positions
Retention strategy
Action Plans Address retirement forecast
Position mapping and forecasting to assess needs
Succession and replacement plan to address vacancies
Recruitment strategy Knowledge transfer of retirees / senior
staff / experts
Position mapping / forecasting Five (5) key elements:
Establish a Senior Executive Succession Steering Committee
Identify Branch vacancies and timing to determine targeted hiring priorities and options
Develop competency profiles for recruitment and training
Ongoing analysis of progress toward targets
Recruitment Strategy INAC committed to 50% external Aboriginal; Recruitment focus to hire younger
staff/entry-level positions Develop and grow in Sector/Branch
Recruitment Methods Aboriginal – direct resume intake for direct
appointment;
Visible minority - interdepartmental deployment, Interchange or external competitions;
Youth bridging through: Federal Student Work Experience Program
(FESWEP) Post-Secondary Recruitment Campaign Graduate Policy Leaders program Co-op programs
Knowledge Transfer Five (5) key elements:
Senior Management commitment and responsibility to assist in identifying SME and successors;
Engage, transfer and document negotiator or policy Subject Matter Experts (SME) knowledge;
Comprehensive integrated training for Subject Matter Expert Successors (SMES) to acquire corporate, technical skills and acquired knowledge;
Special initiatives, eg. data repository, video, other; Monitoring, analysis and evaluation of transfer
results.
Strategic Priority #2PERFORMANCE MANAGEMENT Establish Sector integration goals for
staff; Establish Sector performance metrics; Establish individual performance goals; Establish individual performance
metrics.
Action Plans1. Branch Business Plan with HR
Alignment2. Competency Grids3. Career planning – personal
Development
Branch Business Plan with HR
Corporate Vision
Sector Mandate
Business Plan
Human Resources
Plan
Competency Grids Based on personnel competence and competencies
Knowledge, skills, capabilities, and personality traits; Advantages for TAG:
Database: Transferable skills Facilitating movement across functions
Advantages for Employees: Unambiguous guide Personal development targets
Advantages for Management: Tool for performance-based management Supports coaching
Core and Specific Competencies
Career Planning / Personal Development Training and development arising from the
competency grids; Tailored to an individual basis; On-the-job/off-the-job learning
opportunities; Achieve economies of scale across Sector.
Questions?