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Strengthening Your HR Capacity
The Government of Canada Perspective
Margaret Van Amelsvoort-ThomsExecutive Director, Office of the Chief HR Officer
Government of CanadaApril 5, 2013
22
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.
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?)
44
HR Vision
HR based on:• Enabling Department Leaders to achieve business
objectives through provision of expert, strategic advice and guidance relative to People Management
• Maximizing 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 systems
5
The Government of Canada Workplace in 2015 and Beyond
Some trends across organizations:• Explore new service delivery models• Use of modern technology to do business• Common business processes
• Moving towards a 21st Century Organization– Clear mission and longer-term goals– Faster decision making and quicker “reaction time”– Close linkages to partners inside and outside government– Intelligent People Management - Clear performance
expectations
6
The Government of Canada Workforce in 2015 and Beyond
• Leaner and more agile workforce• Diversity and bilingualism continue to be valued• Added core value of Stewardship
Some emerging skills to support a high performing workforce:– Versatile and agile– Innovative– Results-focused, productive, efficient– Responsive: Embrace change and transformation– Leveraging technology better– Stronger communication– Values-based leadership– Analysis / Policy focus
7
Where Were We
Community Leaders
hip, Govern
ance
Structure and Pro
cesses
Fo
cussed
Em
plo
yee Develo
pm
ent
Strateg
ies and
Ou
tcom
es
4
Community Human Capital Planning
(integrated and business-driven)
En
ablin
g In
fras
tru
ctu
re
Level 5: Optimized at Enterprise Level
Lev
el 5
: O
pti
miz
ed a
t E
nte
rpri
se L
evel
Level 4: Community Acceptance
Collective Staffing and Recruitment Programs
Level 5: Optimized at Enterprise Level
Level 4: Community Acceptance
Level 5: O
ptim
ized at E
nterp
rise Level
21
5 3
Lev
el 4
: C
om
mu
nit
y A
ccep
tan
ce
Lev
el 3
: In
itia
l (b
egin
nin
g
"pro
gra
m"
dev
elo
pm
ent)
Level 3: In
itial (b
eginning
"pro
gram" development)
Level 2: A
wareness
Level 1: Ad hoc
Level 1: Ad hoc
Level 2: Awareness
Lev
el
1: A
d
ho
c
Level
1: Ad
hoc
Level 4: C
ommunity A
cceptance
Level 5: O
ptimize
d at Enterp
rise Level
Level 1: Ad hoc
Level 4: Community Acceptance
Level 3: Initial (beginning
"program" development)
Lev
el 3
: In
itia
l (b
egin
nin
g
"pro
gra
m"
dev
elo
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ent)
Lev
el 4
: C
om
mu
nit
y A
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Lev
el 2
: A
war
enes
s
Level 1: Ad hoc
Level 3: Initial (beginning "program" development)
Level 4: Community Acceptance
Level 2: Awareness
Level 5: O
ptim
ized at E
nterp
rise Level
Level 1: A
d
ho
c
Level 3: In
itial (beg
inn
ing
"pro
gram
" develo
pm
ent)
Level 4: C
om
mu
nity A
cceptan
ce
Level 2:
Aw
areness
Legend:_____ = Current state _____ = Expected 3 year state _____ = Optimal state
* 2010 results of an HR community focus group
HR Workforce Maturity Model Manager Perceptions
• HR enforces rules and doesn’t enable results.
• HR professionals are focused on transactions and not strategic advice
• Not a productive relationship between managers and HR
• Unclear responsibilities / expectations between managers and HR
8
Building the HR Capacity to get there…
• Common HR business processes as the foundation
• Explore new service delivery models and modern technologies
• Moving towards generic work descriptions and competencies for the HR Community
• Other essentials:– Values– Relationships– Competences
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 simplify– Address inconsistencies– Address unnecessary costs– Improve HR service delivery
• Being 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 costs– Enable efficiencies and productivity
• To 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 automation– Leverage 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 Capacity
Generic Work Descriptions
Work ascribed to a given occupational group and level within an organizational context
Community Competencies
Observable skills, abilities, and/or knowledge defined in terms of behaviours needed for successful job performance
• Foundation for HR community development
• Support and enable HR to manage their careers
• Facilitate hiring the right people
• Normalize performance expectations across HR community
• Supports retention
Drivers•Business needs•Service delivery
12
Other Essentials• Values
– 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.)
• Relationships– Should 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)
• Competence– HR needs to understand its role and play it confidently– Understand, 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 behaviours– Focus on building relationships, not forcing them– Ensure clear expectations and responsibilities are in place for all– Make sure the wiring (infrastructure) is in place to enable
success
1414
Enabling Technology
StreamlinedPolicy Suite
HR Workforce Professionalization
CommonProcesses
Moving Towards Our Vision
Policies are simplified and standardized
Automated transactions; managers and employees able to self-serve. Same system across the PS. “We know our employees.”
Each organization does things the same way.
HR professionals provide value-added advice and services linked to
business objectives.
Growing partnership between HR and Managers
A culture shift is underway
HR Enterprise Model
HR business is delivered efficiently, effectively and consistently across the GoC.
HR Data
HR Data
HR Data
HR Data
15
Questions?
Thank you!
16