Presentation on theme: "Strengthening Your HR Capacity The Government of Canada Perspective"— Presentation transcript:
1 Strengthening Your HR Capacity The Government of Canada Perspective Margaret Van Amelsvoort-ThomsExecutive Director, Office of the Chief HR OfficerGovernment of CanadaApril 5, 2013
2 The Evolving Role of HR – David Ulrich David Ulrich, one of the most influential leaders in Human Resources, highlights the following:HR’s role needs to be articulated in terms of value added.HR professionals must be able to partner with managers on strategy – move from activity-focused to results-focused.The strategic partner role demands a degree of knowledge about strategy and the organization.Results-based HR organizations are automating the transactional work, and innovating transformational work (e.g. how to attract and motivate young employees, etc.)HR Professionals must know the business, master HR practices, manage change processes, help create cultures and workplaces, and demonstrate credibility.22
3 Some Questions That we are Asking Do you consider HR as “Professionals”?Can HR translate external trends into impacts on your organization?Does HR aim to establish a partnership with managers based on clear, consistent and credible communication?Does HR support the organization during change?Do you consider HR to be innovative?Overall, does HR add clear and significant value to your organization? (i.e. do managers feel that their unit would be less successful without HR?)
4 HR VisionHR based on:Enabling Department Leaders to achieve business objectives through provision of expert, strategic advice and guidance relative to People ManagementMaximizing efficiency and effectiveness through best service delivery model/offerings to clients;Maximizing technology to enable manager and employee self-service based on common processes and standardized systems44
5 The Government of Canada Workplace in 2015 and Beyond Some trends across organizations:Explore new service delivery modelsUse of modern technology to do businessCommon business processesMoving towards a 21st Century OrganizationClear mission and longer-term goalsFaster decision making and quicker “reaction time”Close linkages to partners inside and outside governmentIntelligent People Management - Clear performance expectations
6 The Government of Canada Workforce in 2015 and Beyond Leaner and more agile workforceDiversity and bilingualism continue to be valuedAdded core value of StewardshipSome emerging skills to support a high performing workforce:Versatile and agileInnovativeResults-focused, productive, efficientResponsive: Embrace change and transformationLeveraging technology betterStronger communicationValues-based leadershipAnalysis / Policy focus
7 Where Were We HR Workforce Maturity Model Manager Perceptions HR enforces rules and doesn’t enable results.HR professionals are focused on transactions and not strategic adviceNot a productive relationship between managers and HRUnclear responsibilities / expectations between managers and HRLegend:_____ = Current state _____ = Expected 3 year state _____ = Optimal state* 2010 results of an HR community focus group
8 Building the HR Capacity to get there… Common HR business processes as the foundationExplore new service delivery models and modern technologiesMoving towards generic work descriptions and competencies for the HR CommunityOther essentials:ValuesRelationshipsCompetences
9 Common HR Business Processes In 2006/07, the Government of Canada leveraged global best practices to initiate the design of common human resources business processes, in an effort to:Streamline and simplifyAddress inconsistenciesAddress unnecessary costsImprove HR service deliveryBeing implemented across departments; foundational to the Government of Canada’s vision of HR service delivery.Implemented across departments by March 2014.
10 Enhancing the Service Delivery Model With a foundation of common HR business processes in place, the Government of Canada is exploring modern HR service delivery models to further:Reduce costsEnable efficiencies and productivityTo date, the Government of Canada has centralized Pension services and are in the process of centralizing Pay/Compensation services.More work is underway to find efficiencies through modern service delivery models.Focus on automationLeverage modern IT tools and Systems
11 HR Generic Work Descriptions and Competencies Getting the right people, at the right time, with the right skills continues to be critical to strengthening our HR CapacityGeneric Work DescriptionsWork ascribed to a given occupational group and level within an organizational contextCommunity CompetenciesObservable skills, abilities, and/or knowledge defined in terms of behaviours needed for successful job performanceFoundation for HRcommunity developmentSupport and enable HR tomanage their careersFacilitate hiring the rightpeopleNormalize performanceexpectations across HRcommunitySupports retentionDriversBusiness needsService delivery
12 Other Essentials Values Relationships Competence Values drive culture and shape behaviour and beliefs of members. HR needs to establish its values.Clearly establish and act on desired organizational values (e.g. client service, results oriented, etc.)RelationshipsShould be meaningful, active and produce results (should exist beyond law or policy)Ensure key relationships are based on trust and credibility (HR vs. Managers; Management vs. Unions)CompetenceHR needs to understand its role and play it confidentlyUnderstand, accept and be accountable for expectations
13 Look Beyond Legislation In 2003, the GoC made significant changes to the legislative framework for human resources management.The foundation is in place for good people management, but the results have not come as quickly as desired.A 5-year review of the legislative changes highlighted that successful people management goes beyond the legislation:Strengthen values to shape the culture and behavioursFocus on building relationships, not forcing themEnsure clear expectations and responsibilities are in place for allMake sure the wiring (infrastructure) is in place to enable success
14 Moving Towards Our Vision Enabling TechnologyAutomated transactions; managers and employees able to self-serve. Same system across the PS. “We know our employees.”HR DataCommonProcessesEach organization does things the same way.HR DataStreamlinedPolicy SuitePolicies are simplified and standardizedHR DataHR Workforce ProfessionalizationHR professionals provide value-added advice and services linked to business objectives.HR DataHR Enterprise ModelHR business is delivered efficiently, effectively and consistently across the GoC.Growing partnership between HR and ManagersA culture shift is underway1414
Your consent to our cookies if you continue to use this website.