1. The Emerging Role of the Human Resources Council September 21-23, 2011 National Joint Council Seminar 2011

2. 2 Outline A.Purpose –Present the evolution of people management in government. –Present the Human Resources Council (HRC) by defining it’s role, it’s mandate, it’s membership and it’s priorities. B.People Management in government C.Today’s people management context D.HRC’s mandate E.HRC’s 2011-12 priorities F.Proposal for NJC

3. 3 B. People management in government Good People Management is : At the heart of our ability to deliver on the Government’s Management Agenda. An integral part of ensuring that the public service remains a vital institution, crucial to the success of Canada in a increasingly complex world. What has changed with the change in governance in people management: Deputy Heads have the primary responsibility for human resources management. –The have the flexibility to respond to their specific business needs –They are required to work collaboratively to ensure that there is coherence to people management across the public service. The role of Central Agency is being focused: –The Centre will focus on frameworks policy that incorporate risk management approaches, rather than details prescriptions.

4. 4 C. Today’s People Management Context Workforce & Workplace Deputy Ministers HR Bargaining Agents Employees Central Agencies Managers Strategic & Operating Reviews Strategic Reviews Financial Constraint Media Pressure & Public Opinion Change in Governance Objectives Principles Stakeholders Environmental Context Administrative Services Review

5. 5 D. HRC’s mandate It’s composition: –It is a organisation made up 93 Federal PS Heads of Human Resources from core public administration as well as separate agencies and crown corporations. It’s mandate is to support: –Deputy Heads in effectively executing all aspects of people management in a manner that responds to their unique organizational needs and is coherent across the public service. –The Chief Human Resources Officer by providing information, advice and support on strategic issues related to people management. –Innovation in the delivery of and support to people management in the public service.

6. 6 E. HRC’s 2011-12 priorities Workforce Management (providing information and tools to managers) –Gather and communicate tools on workforce management and HR planning –and training material –Inventory of training/learning available on managing in times of fiscal restraint –Work with PSC to improve effectiveness of Priority Administration System –Work with OCHRO to improve access to workforce information –Gather and share information and tools using Web 2.0 tools Community Development (improving the information and advice provided to managers by HR) –Establish and ensure implementation of PE Generics –Develop a framework for PE Development Program –Establish framework to assist departments set service standards for the HR function Modernisation and Renewal (finding ways to increase effectiveness and efficiency of advice and service to managers and employees) –Develop and share Classification tools, i.e Orientation tool kit, Fast Track Classification –Support Pay Consolidation –Reduce reporting burden –Introduce Employee Talent Management System

7. 7 E. HRC’s 2011-12 priorities (cont‘d) Focus is on: –Aligning our work to broader people management strategies and priorities –Integrating the work underway in central agencies, HR Communities of Practice and HRC –Engaging managers through National Managers Community to ensure right focus and increase responsiveness –Evolution not a revolution

8. 8 F. Proposal for NJC “Given the shift in governance for people management in the public service and the changing nature of relationships: What real and practical opportunities for collaboration should be explored between HRC and NJC?”