Canadian Forest Service

Human Resource Strategy

TAKING STOCK UPDATE

Angelo Mangatal, Senior Advisor

Planning and Accountability Division

Canadian Forest Service (CFS)

February 20, 2007

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Table of Contents

Departmental Priorities

Overview

Review

Update

Workforce Statistics

NRCan –HR/ SSO

Next Steps

Conclusion

Annexes 1 to 7

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Departmental HR Priorities

March 2006, DMC: Request for departmental HR plan including concrete actions to address:

– Development of EX feeder groups

– Collective staffing practices and processes

– Performance management practices

Departmental HR Renewal Plan (draft) based on:

– Environmental scan; Demographic analysis

– Official languages & EE requirements

– PSES results; Sector plans – synergies

– Consultations with Sectors and Branches

– PSMA obligations; Leveraging existing programs, training/learning, best practices

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Overview

Why a Canadian Forest Sector HR plan? 1. HR Practices/planning interests are

fragmented across regional branches within

the Sector and in the department

2. Providing clear and consistent direction to

Sector Managers regarding HR related issues

3. Clarifying outcomes and impacts of PSMA –

requirement of CFS HR strategy

5

Overview

Canadian Forest Sector HR plan priorities still valid?

Three Priorities (Oct 10, 2006)

1. Assessing Positions at Risk in CFS

2. Leadership Succession & Development

3. Staffing Requirements

To date CFS has engaged in extensive data collection and analysis

– Workforce Analysis (Annex 1)

– A key component of planning is understanding workforce and planning for projected shortages and surpluses in specific occupations and skill sets.

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Review

What has been done so far?

CFS Development of tools:

– Positions at Risk Tool

• Revised risk tool to be piloted

Leadership Succession & Development tool

• Two rounds of review of feeder group

competencies completed

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Human Resources Staffing Requirements Tool

• Identified Core CFS Competencies (essential)

/Important CFS competencies (assets) Annex 2

• Template designed to track CFS to supplement

the Human Resource Staffing Requirements

tool

Term Employment Issue – engaged HR-SSO for

departmental solution (Workforce adjustment, etc.)

Annex 3 – Term 2005/06 statistical data

Review

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Update

CFS Working group on OL to convene meetings within

regions – identify issues and propose solutions

Knowledge transfer - CFS Human Resources Strategy

(2006-2009), up to 27% of CFS employees will be

eligible to retire in March of 2010

– the first phase of the Departing Employees

Knowledge Capture Project (DEKCP) has begun -

focus is on managing the information or content

(data, information & knowledge) that we all create.

– Refer to Annex 4 – KT Project description

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Update continued

Term Employment

Checklists and templates developed -

collaboration for Departmental- FPS response to

issue

Sunset program website information continues to

need further updating

Innovation management

within IMP, there is a subprocess called

«Ressource Management» (RM) in which we

assess the financial, human and informational

resources required to carry out the work in the

portfolio of projects…

work on the HR (listed above) part of the IMP and

KT is slated for next fiscal year post April 1, 2007

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Actual attrition figures for 2006/07 will be available

April 2007 from SSO (see Annex 5 and 6 for

2005/06 figures)

Total number of departures (see Annex 7)

Further assessments of current competencies

within the sector to be confirmed via April 2007

performance reviews and learning plans

(competency gaps noted)

Workforce Statistics

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Workforce Statistics

Competency profile of CFS to be reviewed against future organization needs (IMP & Business plan - PAA)

Six core CFS occupational categories: Executive; Scientific & Professional; Administrative and Foreign Service; Technical; Administrative Support; and Operational - March 2007

Closing competency gaps: CFS to Integrate learning and development needs with Departmental strategies for efficient use of resources – April 2007

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NRCan SSO

Collective Staffing Actions: – AS 1 & 2 NRCan – Science Departments Initiative - Biologists

(BI), Chemists (CH), Forestry (FO), Physical Scientists (PC), Research Scientists (RES), Engineering (EN-ENG) and Land Survey (EN-SUR), Engineering Support (EG) – need to develop a departmental approach to HR Planning

HRSMB to provide simplified HR planning package to

facilitate the updating CFS HR plan: Define Roles and

Responsibilities – i.e. Are we capturing critical

knowledge from employees when they leave?

Develop matrix for capturing competency data – trends, effectiveness, etc.

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Annex 2

PSMA Requirements

1. HR plans sufficiently integrated with overall business

plans to ensure that workforce has the talent to meet

objectives (PAA) ?

2. Management and other development programs

deliver what you require to meet changing priorities.

Ensure succession plans provide the needed current

and future talent for critical leadership positions.

3. Implement healthy workplace initiatives that will

result in

better performance, improved employee satisfaction

and

commitment, and staff retention?

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Complete performance reviews and competency assessments – identify future needs and current gaps (March 2007)

Priority list to be established to cost learning plans – developmental needs – formal education (CSPS, etc) training, assignments, secondments, etc. (CFS Leadership Development Assignments?)

Integrate HR and business planning processes (IMP)

Continued collaboration on development of a comprehensive performance measurement framework for HR

Next Steps

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Use existing PSMA appointment framework to

staff immediate needs - internal appointments

with respect to PSMA (Merit, EE, OL)

Use existing collective staffing actions to

identify potential hires – develop retention

strategy – Annex 8 Policy Analysts development

program, CAP , MTP, MDAPP - drop off rates

Positions at risk: identify collective staffing

opportunities, begin advertised competition

process, hard to place positions could be non-

advertised (PSC monitoring performance)

Next Steps

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HRSMB to convene sector specific meetings to

guide update and integration of sector HR with

departmental strategy – to identify needs best

addressed at the sector level and those which

should be addressed departmentally (i.e. Term

Employment)

Risk Management Pilot – for discussion - use

departmental risk management profile to be

disseminated-Integrated risk management tool

– TBS linking RM to funding priorities and PAA

Integration of CFS HR plans with IMP &

Business Plans (PAA) to NRCan/FPS priorities

Next Steps

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CFS wants to move and be seen as a workplace of choice…

A champion of horizontal collaboration within the Sector and continued leader on integration of HR Planning with Business Planning initiatives in the department

A policy-based scientific and technical authority recognized leader (FPS Branding) in advancing the FPS as a continuous learning organization

Implementation of CFS HR Plans in learning and development of employees to promote CFS as a workplace of choice in one of the most important forest countries in the world

Conclusion

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Workforce Analysis

Workforce analysis is an important element in the planning process. Nine areas that managers may consider in an effort to better understand their workforce.

A) Skills and competencies B) Learning, training and development C) Employment type and resourcing D) Separation E) Organization structure F) Employment equity G) Official languages H) Workplace well-being I) Values and ethics

Analysis in these areas can include both quantitative and qualitative data.

Annex 1

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Annex 2

Essential Competencies CFS

• Adaptability

• Strategic Thinking

• Analytical thinking

• Client focus

• Achievement Orientation

Important Assets

• Relationship Building

• Visioning & Alignment

• Problem Solving

• Creativity and Innovation

• Teamwork

• Project Management

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Term Employment Positions CFS

PeopleSoft February 28, 2006

Annex 2

Annex 3

2003/2004 2004/2005 2005/2006

BRANCH/

REGION

A-

Base

SUN

SET

Grand

Total

A-

Base

SUN

SET

Grand

Total

A-

Base

SUN

SET

Grand

Total

AFC 8 5 13 7 5 12 8 2 10

LFC 11 13 24 11 12 23 5 14 19

GLFC 17 10 27 14 9 23 9 6 15

NoFC 19 12 31 21 14 35 24 9 33

PFC 12 52 64 13 56 69 19 49 68

NCR 10 0 10 10 2 12 11 1 12

Total 77 92 169 76 98 174 76 81 157

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Annex 4

Departing Employees Knowledge Capture Project (DEKCP) First phase of the (DEKCP)- perform an Focused

Environmental Scan internal/external - learn how

to capture and transfer:

tacit knowledge (intangible in the minds of

individuals)

explicit knowledge (tangible, material) and the

legacy information of departing employees.

Focus - managing data, information & knowledge

that we all create - many HR processes are

integral in our ability to manage information

effectively i.e. exit interviews and succession

planning enable efficient capture and transfer of

information.

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Annex 5

Year

Eligible to Retire* Actual

Retirements**

2000/2001 22 12 = 55%

2001/2002 35 20 = 57%

2002/2003 44 18 = 40%

2003/2004 58 32 = 55%

2004/2005 66 25 = 37%

2005/2006 86 19 = 22%

CFS Retirement trends

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Annex 6

Table 3: CFS Eligibility to Retire* (calculated as of December 1, 2005)

By March 31, 2007 By March 31, 2010

Occupational

Category Population # Eligible to Retire % # Eligible to Retire %

EXEC 18 5 28 7 39

SC & PR 326 59 18 91 28

AD & FS 106 11 10 17 16

TECH 178 36 20 56 31

AD SUP 9 2 22 5 56

OPER 7 1 14 1 14

Grand Total 644 114 18 177 27

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Departure Analysis 2001 to 2006

2000

/01

2001

02

2002/

03

2003/

04

2004/

05

2005/

06

Retirement 12 20 18 32 25 19

Transfer

Out

9 12 5 16 8 7

Other* 12 12 8 19 19 22

Total 33 44 31 67 52 48

Annex 2

Annex 7