1. Civilians in Defence: Reducing the Staffing Burden by 20%
UMCC HR Sub-Committee
June 1, 2009

2. Civilians in Defence: Workforce Overview
Executive
0.5%
DND Civilian Workforce: Management Environment
approx. 70% of civilian workforce managed by military managers
75% located outside NCR
86.6% indeterminate
Scientific &
Professional
Operational
9.7%
Technical
10.4%
34.0%
17.0%
Administrative Support
DND has small number of EXs 135); Senior Military Officers at the General, Colonel and Capt(N) levels are included in the senior management cadre of DND (approx. 375)
Majority of employees are general labour/trades.
Examples of jobs in each category:
Administrative & Foreign Service
Computer Systems Administration, Administrative Services, Financial Administration, Information Services, Management Trainee, Personnel Administration, Purchasing and Supply, Program Administration, Translation, Welfare Programs, Organization and Methods
Administrative Support
Communications, Clerical and Regulatory, Data Processing, Secretarial, Stenographic and Typing, Office Equipment
Executive
E.g. Directors General, Chiefs of Staff, ADMs, some Directors
Operational
Firefighters, General Labour and Trades (electricians, plumbers, etc.), General Services (kitchen support, etc.), Heating, Power and Stationary Plant Operation, Lightkeepers, Printing Operations, Ships’ Crews, Ship Repair, Hospital Services
Scientific & Professional
Defence Scientific Service, University Teaching, Auditing, Physical Sciences (e.g. safety officer)
Technical
Engineering and Scientific Support, Educational Support (e.g. language teachers), General Technical, Radio Operations, Social Science Support, Ships’ Officers, Technical Inspection
26.0%
Administrative &
Foreign Service 2

3. Civilian Employees by Location
Cold Lake 407
Edmonton 708
Wainwright 416
Suffield 777
Dundurn 127
Moose Jaw 44
Shilo 350
Winnipeg 701
Comox 254
Nanoose 35
Esquimalt 2,708
London 89
Borden 1,205
Toronto 426
Trenton 626
Kingston 1,656
North Bay 90
Petawawa 889
Montréal 1,993
Ottawa-Gatineau 8,662
Bagotville 258
Valcartier 1,628
Goose Bay 39
Gander 41
St. John’s 56
Gagetown 1,101
Greenwood 332
Aldershot 53
Halifax 3,397
Land Forces
Air Forces
Training
Maritime Forces
LEGEND
Total civilian population:
29,424 (31 Mar 09) 3
NDHQ
Canada Command
Yellowknife28

4. Civilian HR Management Accountabilities
DM/CDS
Functional Authority -
ADM HR-Civ
Level 1
(Military/Civilian)
Strategic Policy &
Program Role
Level 2
(Formation Areas &
DGs)
Base/Unit
(COs & Directors)
Integrated Role for Regional
Service Delivery/Strategic
Implementation
ADM HR-Civ & Managers retain individual roles & responsibilities for the management of DND’s civilian workforce
Managers’ responsibilities:
Improving integrated business and multi-year HR planning at all levels
Prioritizing and implementing HR management strategies
Maximizing use of flexibilities in the system (e.g., collective classification and staffing, community recruitment, PSR, development programs)
Reviewing/ revising selected staffing and related requirements (e.g., SLE and security protocols)
Maintaining awareness/ knowledge of Civ-HRM programs, processes and practices to be more effective managers
HR-Civ’s responsibilities:
Supporting development and implementation of multi-year Civ-HR plans to optimize contributions of civilian workforce
Offering direct advice to Managers, including information on tools, best practices, and innovative strategies
Implementing timely (effective/ efficient) and nationally standardized classification and staffing strategies
Leveraging technology to support improved HR business processes, monitoring and reporting
Providing formal training for Managers
Monitoring and reporting on outcomes
Enabling Environment: Policy, Programs, Processes, Training & Tools

5. 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).
“Staffing” refers to a broad range of inter-related processes and activities (e.g., planning, classification, staffing & compensation processes) that:
facilitate placement of the right person with the right qualifications in the right place at the right time (R4), and
support DND/CF mission and business objectives.

6. 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)
“Working with Managers, for Managers”

7. Automated Information
Where We Started….
Content update/
ADM HR-CIV
Briefings to CF
Succession
Planning
Strategy
Assessment
Inventory
CWD Library
Online Testing
Tool
Performance
Measurement
Redesign
Marketing &
Communications
HR-Civ Content
Review (DP 1-5)
Career Fairs
Outreach
Plan
Staffing
Delegation
Implementation
Enhancements
to Service Delivery
Technologies
Organizational
Design Activities
Review HR
Training
Curriculum
Collective Staffing
InfoPak
Service
Standards
Review
Re-launch
MCHR
Course
Staffing
Strategies
Mat HR Service
Delivery Pilot
Casual
Assessment
Recruitment
Strategy
CWD Project
E-position file
Learning Strategy/
HR service providers
HR/ Business
Planning
SOMC library
Security/ SLE
Requirement
Review
CFRG
Collaboration
Business Process
Simplification/
Automated Information
Systems
SIP
Calendar
& Video

8. Components of an Action Plan: Thematic Breakdown
Recruitment & Outreach
Planning
Classification
Staffing
Learning
Policy Alignment
HR/ Business
Planning
SIP
Succession
Framework
Organizational
Design Activities
Performance
Measurement
Redesign/
Service
Standards Review
E-Position File/
CWD library
CWD Project
Business Process
Simplification/
Automated
Information
Systems
Outreach
Plan/
(Career Fairs,
Calendar, Video
& CFRG
Collaboration)
Recruitment
Strategy
Marketing &
Communications
Performance
Measurement
Redesign/ Service
Standards
Review
Staffing Strategies
(Collective Staffing
InfoPak, SOMC
Library)
Staffing Delegation
Implementation
New mechanisms
(Assessment
Inventory, On-line
Testing Tool)
Business Process
Review (Casual
Assessment, Mat HR
Service Delivery
Pilot, SLE/Security
Requirement Review)
Enhancements
to Service Delivery
Technologies
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
Enabling Infrastructure (e.g., websites & systems) 9

9. Enabling the Defence Mission: 2008/09R4
(right person, right skills, right time, right place)
Performance Measurement, Monitoring & Reporting
PS Renewal: Departmental Action Item: 20% reduction in staffing burden
Policy Alignment
Planning
Classification
Recruitment
& Outreach
Staffing
Learning
Enabling Infrastructure
DND Policies and Practices
Functional Authority
Legislative Framework (PSMA/PSEA)

10. Illustrative Example - Planning
Actions:
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
903
813
18% decrease in number of casuals over 3 years (approximate)

11. 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%
9% usage of collective work descriptions in FY 08-09
20% in FY 09-10
40% in FY &
moving toward 70% in FY 11-12
Cost avoidance in level of effort for managers and HR service providers of $9M/year at steady-state

12. Illustrative Example – Recruitment & Outreach
Actions:
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

13. Illustrative Example - Staffing
Actions:
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 process 98 53
1 AS 02 process 93 36
1 CS 03 process
225 80
1 PG 04 process
115
101

14. Illustrative Example - Learning
Actions:
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)

15. 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)
Measuring Success:
20% increase in usage of common WDs
20% increase in use of collective staffing actions
20% increase in appointments using collective staffing
20% faster processes

16. 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