CORPORATE STAFF LEVELS
|
|
- Richard Carter
- 6 years ago
- Views:
Transcription
1 .0 OVERVIEW CORPORATE STAFF LEVELS Filed: August, 00 RP /EB-00-0 Tab Page of The effective deployment of human resources is critical to any organization, and is particularly so in a technically complex and geographically diverse an organization as Hydro One. An effective staffing strategy must consider not only the amount of work to be done, but also the nature the work, the skills required, and the most effective means of acquiring those skills in the face of a fluctuating work program. Both demographic and skills analysis is required on an ongoing basis to ensure the Corporation not only retains the appropriate talent in the present, but is positioned to attract and develop talent through recruitment and training in the future. Much work has been done since the inception of Hydro One to identify the appropriate number and mix of staff. While much has been achieved within pre-existing and continuing constraints, significant challenges remain. 0.0 STAFFING STRATEGY Subsequent to the demerger of Ontario Hydro, Hydro One inherited the employees whose main job accountabilities were related to the operation of the transmission and distribution business. In addition, Hydro One was allocated the financial liabilities associated with pensioners whose last job prior to retirement, was related to Ontario Hydro s transmission and distribution business.
2 Filed: August, 00 RP /EB-00-0 Tab Page of In addition to inheriting staff, Hydro One inherited collective agreements and pension and benefit plans which were incorporated by reference into the collective agreements, and therefore, subject to change only through collective bargaining. Shortly after becoming operational as a new company, it became evident that there were three immediate staffing challenges: ) Total staff allocated to Hydro One exceeded what could be supported if the company were to operate in a commercially viable fashion. ) The workforce was aging, which is a fact of particular concern in trades positions requiring considerable physical exertion. ) Work programs, often driven by customer demand, fluctuated significantly throughout the year. Collective agreements applicable to more than 0% of staff required that junior (and typically younger) staff be laid off first, which would have exacerbated the problem of aging demographics. Consequently, a Voluntary Retirement Program (VRP) was implemented in 00 and ultimately accepted by,0 employees. 0 The immediate impact of the VRP was to reduce the average age of the workforce by approximately two years. Such a dramatic reduction in numbers caused considerable strain in some areas, because of the need to meet work demands. However, it also afforded an opportunity to bring new skills into the Corporation, and to alter the staff mix through three key means: i) The Corporation commenced an annual apprentice hiring program to maintain trades skills, and lower the average age of employees. In addition, the use of apprentices reduced labour costs relative to the use of seasoned journeypersons.
3 ii) iii) Filed: August, 00 RP /EB-00-0 Tab Page of Graduate trainee hiring from universities was stepped up to replace departed or soon to be departed Society of Energy Professionals ( the Society ) represented staff and Management staff. Again, this lowered the average age of employees, and introduced new skills and reduced costs, as salaries were lower than those paid to more senior staff. Increased utilization of a hiring hall arrangement with the Power Workers Union ( PWU ) that allowed for skilled contingent workers to be used in the event that the numbers of full time staff were insufficient to meet work program demands. Under this arrangement, skilled trades could be promptly and effectively deployed anywhere in the Province for the duration of the work, and be laid off at no cost upon completion of the work. To ensure that staff levels were strategically managed in the future, strict hiring controls on regular staff were implemented. Re-employment of former employees was prohibited except in unusual circumstances supported by a business case, and approved by the President. As well, all external hiring had to be approved by the President. 0 Subsequent downsizing of approximately 0 staff in 00 and approximately 0 staff in 00 occurred as the Corporation continued to refine the number and mix of staff required to effectively carry out the work program, while balancing the need to meet shareholder expectations. In addition to examining the staff required for the work it was doing, Hydro One examined the work itself, and concluded that it should exit from functions that were not core to the operation of the wires business. Hydro One Networks also sought to operate more completely as an integrated Transmission and Distribution business. This integration would (and has) allowed for maximum utilization of resources. The labour
4 Filed: August, 00 RP /EB-00-0 Tab Page of force can be effectively deployed from one work program to the other, based upon customer need and other operational drivers. With respect to the focus on core work, Hydro One had the following objectives: provision of defined service levels provision of services at lower cost access to state of the art processes, change management, and intellectual knowledge opportunity to focus on core business skills related to maintaining the Transmission and Distribution system. Ultimately, an agreement was reached with Inergi LP to outsource some or all work within the following functions: Finance, Human Resources, Customer Care, Information Technology and Supply Management. On March, 00, Hydro One Networks employees were transferred to Inergi LP. Five hundred and sixty-nine were represented by the PWU, were represented by the Society, and were Management staff. 0 In addition to identifying the appropriate total staff complement, Hydro One continues to undertake ongoing examinations of the best mix of staff resources, in light of the company s interest in establishing and maintaining a flexible and integrated workforce..0 LABOUR TYPES The staff categories utilized over time in varying ratios are:
5 Filed: August, 00 RP /EB-00-0 Tab Page of ) Regular Employees, (of which there are three categories): (i) (ii) (iii) PWU represented staff: The PWU is an industrial union that represents the trades, operators, technicians and clerical workers. They perform line work, forestry, electrical, mechanical, protection and control, meter reading, stock keeping, system operating, technical and clerical/administrative work. Society represented staff: The Society is a professional union that represents engineers, technical, administrative and supervisory staff. They perform engineering, high level technical and administrative work as well as supervisory functions. Management staff, who are excluded from representation because they carry out managerial duties or work on confidential labour relations matters or legal matters. ) Temporary Employees Staff in any of the three categories set out above, engaged in work that is not of a continuing nature. 0 ) Hiring Hall Employees (PWU) These employees are utilized to meet fluctuating work demands. They perform primarily supplemental construction and maintenance work. ) Building Trade Unions (BTUs) There are construction BTUs that negotiate their collective agreements with the Electrical Power Sector Construction Association (EPSCA), which is an employers
6 Filed: August, 00 RP /EB-00-0 Tab Page of association made up of Hydro One, Ontario Power Generation, Bruce Power and the major contractors in the electrical sector in Ontario. The BTUs supply a contingent workforce through their hiring halls. ) Canadian Union of Skilled Workers (CUSW) CUSW is a construction union that represents lines and electrical tradespersons who work primarily on transmission construction. Their members are contingent workers and are accessed through the CUSW hiring hall. ) Contract staff These are individuals who are engaged as independent contractors and are not on the payroll of the Corporation. They are retained typically to bring in particular skill sets on projects, or to perform other work that is not of an ongoing nature. With the exception of Management staff, and Contract staff, all employees in the categories outlined above are employed pursuant to the terms of collective agreements between the Corporation and its respective unions. 0.0 STAFFING LEVEL/MIX The Corporation has had significant success in maintaining tight control on regular staffing levels, while deploying a contingent (non-regular) workforce to meet peak work demands. The utilization of non-regular staff has increased from % of total staff in 00 to 0% of total staff in 00. Annual staff levels have been closely monitored, and have increased at a slower rate than the Transmission and Distribution work program has increased, reflecting an improved overall utilization of the workforce.
7 Filed: August, 00 RP /EB-00-0 Tab Page of Recruitment: Over the next five years, Hydro One will see the onset of a significant wave of retirements in critical trades, technical and engineering populations. The Corporation is committed to recruiting top new graduates through on-campus programs. New graduates are highly ambitious and possess the latest training and education in their fields. These new resources play a critical part in future success by rejuvenating the Company and establishing a pool of candidates for succession planning. Hydro One's new Graduate Training Program is managed by the Human Resources Department. Training and development is identified in consultation with the line organization and each new graduate takes part in an extensive training program which involves rotations through various units, in-house and external workshops, seminars and courses. 0 Hydro One has already increased its rate of recruitment into its trades apprenticeships and technical training programs and is working on developing partnerships with targeted universities and colleges to develop curricula that educate students in areas where we face a shortage of skilled professionals and trades people. Training: In addition to the Graduate Training Program outlined above, Hydro One offers considerable training and development opportunities that are critical to the retention and motivation of staff.
8 Filed: August, 00 RP /EB-00-0 Tab Page of Trades and Technical Training: The Work Methods and Training department provides a comprehensive selection of trades and technical training, designed to target the specific needs of field staff. Leadership and Senior Management Development: The primary objective of this program is to ensure that Hydro One has a systematic management development framework. This helps ensure we retain a competitive advantage by developing, maintaining, and enhancing those management competencies deemed to be essential. Hydro One has established a Management Development Steering Committee to oversee the identification of Management Development needs in the Company. The committee includes senior managers from both line and support functions, and is also responsible for the succession planning process. Each year a Management Development Program Schedule is created based on the developmental needs of management staff. 0 Succession Planning: A Succession Planning Process has been developed for all senior management staff within the Company. The program s goal is to ensure that for each of the senior management positions, at least two successor candidates have been identified, and that a developmental plan for each of the candidates is developed and implemented. Hydro One has a preference for promoting from within, however, there may be situations where Hydro One will recruit externally for certain positions..0 SUMMARY Attracting and retaining the right people is still a fundamental corporate requirement. Despite the various undertakings to alter the demographics of the workforce, by 00
9 Filed: August, 00 RP /EB-00-0 Tab Page of there will still be approximately % (00) Hydro One employees eligible for undiscounted retirement. In addition to replacing retiring employees, it is expected that a further 00 new staff will be required to meet planned work programs. Immediately prior to the VRP, the average age of the workforce was. years. Almost years later, at year end 00, it was., demonstrating that there has been a slowing in the aging of the workforce, but it nevertheless remains a concern. In an industry with aging demographics and an anticipated tight labour market, the Corporation needs to be positioned as an employer of choice, if it is to succeed in recruiting and retaining staff with the requisite skills. To so do, it must be perceived as offering an attractive compensation package and challenging and rewarding job opportunities.
INTERROGATORIES OF THE CANADIAN UNION OF PUBLIC EMPLOYEES, LOCAL ONE
EB-0-0 Tab Schedule Filed: 0 Dec INTERROGATORY : C-T-S D-T D-T D-T Toronto Hydro acknowledges its aging distribution system states that it has undertaken substantial modernization of the existing infrastructure.
More informationORGANIZATIONAL EFFECTIVENESS AND ENVIRONMENT, HEALTH & SAFETY
EB-00-0 Exhibit F Tab 0 Page of ORGANIZATIONAL EFFECTIVENESS AND ENVIRONMENT, HEALTH & SAFETY INTRODUCTION Organizational Effectiveness and Environment, Health & Safety ( OEEHS ) is responsible for developing,
More informationORGANIZATIONAL EFFECTIVENESS
EB-00-00 Exhibit F Tab Schedule Filed: 00 Aug Page of ORGANIZATIONAL EFFECTIVENESS INTRODUCTION Organizational Effectiveness ( OE ) provides a range of services in the areas of organization development;
More informationUtility Management Overview. Wastewater Utility Operation and Management for Small Communities
Utility Management Overview Wastewater Utility Operation and Management for Small Communities Utility Management Overview What is the role of utility management? Importance of having a certified operator
More informationCITY OF CORNER BROOK CAREER OPPORTUNITY. MANAGER OF HUMAN RESOURCES (Permanent/Full Time)
CITY OF CORNER BROOK CAREER OPPORTUNITY MANAGER OF HUMAN RESOURCES (Permanent/Full Time) The City of Corner Brook is currently accepting applications for the position of Manager of Human Resources. This
More informationHuman resources: annual report
SIXTY-NINTH WORLD HEALTH ASSEMBLY A69/52 Provisional agenda item 22.1 29 April 2016 Human resources: annual report Report by the Secretariat 1. This report provides an update on several human resources
More informationUniversity of North Carolina School of the Arts UNC Tomorrow Phase II Response Section D
University of North Carolina School of the Arts UNC Tomorrow Phase II Response Section D D. Faculty and Staff Recruitment and Retention 1. Is your campus engaged in a thoughtful and deliberate planning
More informationHuman Resource Renewal
Chapter 4 Section 4.02 Ministry of Government Services Human Resource Renewal Follow-up to VFM Section 3.02, 2004 Annual Report Chapter 4 Follow-up Section 4.02 Background Over the past decade, a number
More informationWirral Council. Pay Policy Statement
Wirral Council Pay Policy Statement 2013 2014 1. Introduction and Purpose 1.1. Under section 112 of the Local Government Act 1972, the Council has the power to appoint officers on such reasonable terms
More informationCompensation Philosophy. Compensation Policy and Guidelines Purpose. Scope. Responsibilities. Definitions
Compensation Philosophy EMPath s philosophy is to compensate employees equitably, based on performance and within the guidelines of budget constraints. We base this philosophy on our desire to attract,
More informationKey essential skills are: Continuous Learning, Oral Communication, Problem Solving, Reading Text and Writing. Level 1. Level 2
NOC: 0112 Occupation: Human Resources Professional Occupation Description: Responsibilities include the planning, organizing, directing, controlling, evaluating and operating of human resources and personnel
More informationAPPENDIX A WOMEN S EMPLOYMENT PLAN VALE INCO LONG HARBOUR PROCESSING PLANT
APPENDIX A WOMEN S EMPLOYMENT PLAN VALE INCO LONG HARBOUR PROCESSING PLANT A-i TABLE OF CONTENTS 1.0 WOMEN S EMPLOYMENT... 1 2.0 COMMUNITY BASED SUPPORT... 3 3.0 COMMUNICATIONS... 4 4.0 CONSTRUCTION &
More informationPOWYS COUNTY COUNCIL. Pay Policy Statement 2015/16
POWYS COUNTY COUNCIL Pay Policy Statement 2015/16 POWYS COUNTY COUNCIL Pay Policy Statement 2015/16 Contents Page 1. Introduction and Purpose 3 2. Legislative Framework 3 3. Scope of Pay Policy 4 4. Development
More informationidentification and recruitment of potential candidates from the targeted groups;
Employment Equity Plan Annual Report 2013-2014 Overview Northlands College has operated under an approved Employment Equity Program since 1995. The Program came into being through a collective bargaining
More informationStaff Position Management Guidelines
Staff Position Management Guidelines PURPOSE AND FRAMEWORK To ensure USC is exercising the highest levels of responsible stewardship and accountability for managing its staff and related resources, the
More informationRULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-33 APPOINTMENTS AND STATUS
RULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-33 APPOINTMENTS AND STATUS 60L-33.001 Scope (Repealed) 60L-33.002 General Principles 60L-33.003 Status 60L-33.0031
More informationTransit Operator Recruitment Information Guide
P a g e 1 Transit Operator Recruitment Information Guide Moving Londoners - progressively, reliably, and affordably Why You Should Sit in Our Driver s Seat... Transit Operators play an important role in
More informationMATERIAL SUBJECT #8: EMPLOYEES
ENBRIDGE 2013 CORPORATE SOCIAL RESPONSIBILITY (CSR) REPORT MATERIAL SUBJECT #8: EMPLOYEES CONTEXT People are the basis of our success, and we know that engaging and retaining a highly skilled workforce
More informationONTARIO POWER GENERATION KEY ACTIONS UPDATE 2013 AUDITOR GENERAL S REPORT ON HUMAN RESOURCES
ONTARIO POWER GENERATION KEY UPDATE 2013 AUDITOR GENERAL S REPORT ON HUMAN RESOURCES OPG has made substantial progress in implementing the Auditor General s six recommendations at the first six month mark.
More informationTORONTO MUNICIPAL CODE CHAPTER 67, FAIR WAGE SCHEDULE A, FAIR WAGE POLICY SCHEDULE A FAIR WAGE POLICY
SCHEDULE A FAIR WAGE POLICY 67-A1. Definitions. 67-A2. City of Toronto Council references. 67-A3. Purpose and history of Fair Wage Policy. 67-A4. Intent of Fair Wage Policy. 67-A5. Application. 67-A6.
More informationManagement Classification and Compensation Framework
Management Classification and Compensation Framework Compensation Rules BC Public Service Agency 11/1/2017 Contents Compensation Rules... 2 1. Deputy Minister Authority... 2 2. Implementation... 3 2.1.
More informationPractical Strategies for Succession Planning and Knowledge Management
Practical Strategies for Succession Planning and Knowledge Management Judi Berzon, Human Resources Administrator Richard B. Currie, General Manager Union Sanitary District 5072 Benson Road Union City,
More informationOperating revenue for the employment services industry rose 9.5% in 2012, increasing to $11.5 billion.
Catalogue no. 63-252-X. Service bulletin Employment Services 2012. Highlights Employment services, 2012 Operating revenue for the employment services industry rose 9.5% in 2012, increasing to $11.5 billion.
More informationDISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS
DISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS December 2017 Executive Compensation Philosophy Executive Talent Needs The school boards require
More informationSonoma State University Recruitment Procedures
Sonoma State University Recruitment Procedures The Sonoma State University Recruitment Procedures aim to provide guidance for each phase of the recruitment for non-faculty staff and management positions.
More informationEstablishing a Sustainable Succession Planning Program
Keeping your workforce vibrant: Establishing a Sustainable Succession Planning Program 2015 Accounting Leadership Conference & Chief Audit Executives Conference ParenteBeard and Baker Tilly merged in October,
More informationOn ,000 20,000 10,000. Learning and development. Compensation and incentives. Effectiveness and efficiency. Competence and qualifications
Strategy, performance and responsibility UBS relies on the expertise and commitment of its employees to meet clients needs. For employees, UBS s wide range of businesses, global career opportunities and
More informationDIVERSITY UPDATE. It is recommended that the Commission receive for information the Diversity Update Report.
Form Revised: February 2005 TORONTO TRANSIT COMMISSION REPORT NO. MEETING DATE: October 29, 2009 SUBJECT: 2008-2009 DIVERSITY UPDATE INFORMATION ITEM RECOMMENDATION It is recommended that the Commission
More informationTransition based forecasting: forecasting that focuses in tracking internal change instituted by the organization s managers.
Chapter 6 The Forecasting Process HR forecasting: the heart of the HR planning process, can be defined as ascertaining the net requirement for personnel by determining the demand for and supply of human
More informationHUMAN RESOURCE MANAGEMENT PRINCIPLES
HUMBUS8 NOVEMBER 2013 EXAMINATION DATE: 5 NOVEMBER 2013 TIME: 09H00 13H00 TOTAL: 100 MARKS DURATION: 4 HOURS PASS MARK: 40% (DBM-05) HUMAN RESOURCE MANAGEMENT PRINCIPLES THIS EXAMINATION PAPER CONSISTS
More informationPOLICY Board of Trustees - Montgomery College 34001
POLICY Board of Trustees - Montgomery College 34001 Chapter: Personnel Modification No. 002 Subject: Changes in Employee Status I. Montgomery College values the pursuit of career mobility and encourages
More informationSPROTT INC. CORPORATE GOVERNANCE AND COMPENSATION COMMITTEE MANDATE
SPROTT INC. CORPORATE GOVERNANCE AND COMPENSATION COMMITTEE MANDATE General The board of directors (the Board ) of Sprott Inc. (the Corporation ) has delegated the responsibilities, authorities and duties
More informationCareer Bands, Career Levels, Functions and Disciplines
Career Bands, Career Levels, Functions and Disciplines General Overview This section provides job matching documentation used for this survey report. Career Band Summary Description for the Supervisory/Management
More informationHUMAN RESOURCES MANAGEMENT
HUMAN RESOURCES MANAGEMENT Program Outline Major: HRMN Length: 1 Year Delivery: 2 Semesters, plus 1 industry placement Credential: Ontario College Graduate Certificate Effective: 2018-2019 Location: Barrie
More informationSALARIES AND REMUNERATION COMMISSION ACT
NO. 10 of 2011 SALARIES AND REMUNERATION COMMISSION ACT SUBSIDIARY LEGISLATION List of Subsidiary Legislation Page 1. (Remuneration and Benefits of State and Public Officers) Regulations, 2013...S2 17
More informationWind Solar Hydro Marine/Tidal Geothermal Biomass Storage. A National Human Resources STRATEGY. for Renewable Electricity
Wind Solar Hydro Marine/Tidal Geothermal Biomass Storage A National Human Resources STRATEGY for Renewable Electricity TABLE OF CONTENTS 1. Background 2 2. Leading from Strength 4 3. Risks and Uncertainty
More informationRECRUITMENT AND APPOINTMENTS POLICY
RECRUITMENT AND APPOINTMENTS POLICY POLICY STATEMENT 1. PHSO aims to have a diverse workforce that reflects the community we serve and the working populations around our offices in order to help us achieve
More informationheading continued INVESTING IN OUR PEOPLE
heading continued INVESTING IN OUR PEOPLE 40 Developing and empowering high-performing people Developing, empowering and retaining values-driven, high-performing employees with the right skills and experience
More informationINTERNAL/EXTERNAL POSTING Human Resources Manager
INTERNAL/EXTERNAL POSTING Human Resources Manager Loyalist Township is a growing community of over 17,000 residents situated on the north shore of Lake Ontario between the Town of Greater Napanee and the
More informationHuman Resources FTE s
401 Human Resources Human Resources 220.2 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Organizational Effectiveness 2 FTE's Director Compensation Payroll & Benefits 2
More informationPROPOSED EXECUTIVE COMPENSATION PROGRAM FOR TORONTO CATHOLIC DISTRICT SCHOOL BOARD
PROPOSED EXECUTIVE COMPENSATION PROGRAM FOR TORONTO CATHOLIC DISTRICT SCHOOL BOARD SEPTEMBER 2017 CONTENTS 1. COVER LETTER... 2 BACKGROUND INFORMATION... 4 KEY CONSIDERATIONS... 6 KEY DEVELOPMENT STEPS...
More informationAs used in this Fair Wage Policy, the following terms have the meaning indicated:
City Manager s Office Fair Wage Office 100 Queen Street West City Hall, 19 th Floor, West Toronto, Ontario M5H 2N2 Tel: 416-392-7300 - General Enquiry 416-392-FAIR - Complaints Hotline Fax: 416-392-0801
More informationOverview. historical comparisons in the future.
Gaps in the Energy Workforce Pipeline 2017 CEWD Survey Results Overview In 2017, CEWD conducted the seventh Gaps in the Energy Workforce Pipeline survey. The findings are based on responses from Electric
More informationCOLUMBUS STATE COMMUNITY COLLEGE POLICY AND PROCEDURES MANUAL. WORK CATEGORY DEFINITIONS Effective September 22, 2016 Procedure 3-01 (F) Page 1 of 9
Page 1 of 9 (1) Full-time employees are defined in the following categories: Staff: Employees who are responsible for providing clerical, technical, maintenance, para-professional, professional, and safety
More informationPROPOSED EXECUTIVE COMPENSATION PROGRAM FOR DUFFERIN-PEEL CATHOLIC DISTRICT SCHOOL BOARD
PROPOSED EXECUTIVE COMPENSATION PROGRAM FOR DUFFERIN-PEEL CATHOLIC DISTRICT SCHOOL BOARD SEPTEMBER 2017 CONTENTS 1.COVER LETTER... 2 2. BACKGROUND INFORMATION... 3 3. KEY CONSIDERATIONS... 5 4. KEY DEVELOPMENT
More informationAPPROVED EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS Ottawa-Carleton District School Board
APPROVED EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS Ottawa-Carleton District School Board JANUARY 2018 CONTENTS 1. Cover Letter... 3 2. Background Information... 4 3. Key
More informationHuman Resources Branch Audit April 2, 2008
Human Resources Branch Audit April 2, 2008 The Office of the City Auditor conducted this project in accordance with the International Standards for the Professional Practice of Internal Auditing Office
More informationEMPLOYEE TURNOVER, CAREER SUCCESS, AND PERFORMANCE
HEALTH WEALTH CAREER EMPLOYEE TURNOVER, CAREER SUCCESS, AND PERFORMANCE THE IMPACT OF KEY HR DRIVERS ON YOUR WORKFORCE PUBLIC ACCOUNTING FIRMS STUDY 2015 TABLE OF CONTENTS INTRODUCTION 3 DATA IS THE KEY
More informationREDUNDANCY AND RESTRUCTURING POLICY AND PROCEDURE
REDUNDANCY AND RESTRUCTURING POLICY AND PROCEDURE 1. Purpose 1.1 The need to make changes to the shape of the workforce and the numbers employed can arise for a range of reasons which can include technology,
More informationAYR COLLEGE RECRUITMENT AND SELECTION POLICY
AYR COLLEGE RECRUITMENT AND SELECTION POLICY Final Version Page 1 of 6 Date Effective: 01 August 2007 1. Policy Statement Ayr College recognises that the ability to maintain, grow and develop the business
More informationYORK REGION DISTRICT SCHOOL BOARD EXECUTIVE COMPENSATION PLAN
YORK REGION DISTRICT SCHOOL BOARD EXECUTIVE COMPENSATION PLAN NOVEMBER 30, 2017 CONTENTS 1.COVER LETTER... 2 2. BACKGROUND INFORMATION... 3 3. KEY CONSIDERATIONS... 4 4. KEY DEVELOPMENT STEPS... 5 5. EXECUTIVE
More informationPlanning. for employee turnover
Planning for employee turnover By Chester Moyer and Jeff Winter We see frequent reports about the wave of retire- ment should map out all the key members of its departments. ments that looms over the public
More informationThe Changing World of Work. Knowledge Retention and Transfer in the World of Work
The Changing World of Work Knowledge Retention and Transfer in the World of Work 60% of people intend to pursue new job opportunities if the economy improves in 2010, and another 21% of people are already
More informationALLOCATION OF SUPPORT SERVICES COSTS
Filed: 0-0- EB-0-0 Exhibit F Tab Schedule Page of 0 0 0 0 ALLOCATION OF SUPPORT SERVICES COSTS.0 PURPOSE The purpose of this evidence is to describe the Support Services costs assigned and allocated to
More information1. Is your campus engaged in a thoughtful and deliberate planning process to address your campus workforce needs now and for the future?
D. Faculty and Staff Recruitment and Retention Please respond to the following questions: 1. Is your campus engaged in a thoughtful and deliberate planning process to address your campus workforce needs
More informationSENATE, No. 635 STATE OF NEW JERSEY. 218th LEGISLATURE PRE-FILED FOR INTRODUCTION IN THE 2018 SESSION
SENATE, No. STATE OF NEW JERSEY th LEGISLATURE PRE-FILED FOR INTRODUCTION IN THE 0 SESSION Sponsored by: Senator ROBERT M. GORDON District (Bergen and Passaic) SYNOPSIS Limits certain provisions in and
More informationRecruiting BLR. Audit Checklists. Overview. 210s. Legal issues. Hiring and Recruiting
Hiring and 210s While managers and supervisors are usually involved in employment planning, human resources is generally responsible for overseeing the entire process and for good reason. Even the beginning
More informationSaskatchewan Government Insurance
Saskatchewan Government Insurance Main points...130 Introduction...131 Our audit conclusions and findings...132 Controls need strengthening over claims under agents administration...133 Succession planning
More informationHUMAN RESOURCES PROGRAMS
HUMAN RESOURCES Human Resources (HR) strategically, and cost effectively, recruits, retains, motivates, rewards, and develops Metropolitan s employees. PROGRAMS The focus of Human Resources is to foster
More informationF5 NETWORKS, INC. CORPORATE GOVERNANCE GUIDELINES (as of July 10, 2015)
F5 NETWORKS, INC. CORPORATE GOVERNANCE GUIDELINES (as of July 10, 2015) 1. Director Selection Annually the Board of Directors of F5 Networks, Inc. ( F5 or the Company ), led by the Chair of the Board,
More informationOur Employees. Members of CIBC s Black Employee Network participated in the Camp Jumoke Walk-a-thon in support of children with sickle cell anemia
Our Employees Members of CIBC s Black Employee Network participated in the Camp Jumoke Walk-a-thon in support of children with sickle cell anemia Commitment CIBC strives to create a work environment where
More informationSample - Tool for Identifying Critical Positions and Risk Assessment
Sample - Tool for Identifying Critical Positions and Risk Assessment Manager: Department: Date: Introduction Succession planning is the strategic alignment of an organization s talent with its business
More informationTestimony of James T. Kunz Jr. before the Pennsylvania House Republican Policy Committee hearing regarding Workforce Development, September 20, 2011.
Testimony of James T. Kunz Jr. before the Pennsylvania House Republican Policy Committee hearing regarding Workforce Development, September 20, 2011. Mr. Chairman, members of the Pennsylvania House Republican
More informationSection-by-Section Analysis of the NASA Flexibility Act of 2003 (Boehlert Amendment) a
Section-by-Section Analysis of the NASA Flexibility Act of 2003 (Boehlert Amendment) a Section 1. Short Title. The NASA Flexibility Act of 2003. Section 2. Compensation for Certain Excepted Personnel.
More informationCOMMON CORPORATE FUNCTIONS AND SERVICES & OTHER OM&A
Filed: September 0, 00 EB-00-0 Exhibit C Tab Page of 0 0 COMMON CORPORATE FUNCTIONS AND SERVICES & OTHER OM&A The Corporation has identified certain functions that provide common services to all business
More informationBusiness Transformation
EB-0-0 Tab Schedule Page of 0 0 Business Transformation.0 PURPOSE This evidence discusses OPG s Business Transformation initiative ( BT ). Business Transformation supports the alignment of OPG s costs
More informationProgramme Manager Recruitment Job Description The Brokerage Citylink is an employer led charity which works with inner London young people to raise
Programme Manager Recruitment Job Description The Brokerage Citylink is an employer led charity which works with inner London young people to raise their aspirations, increase their workplace skills and
More informationAPPRENTICESHIP. Apprentice Employer Training Program Sponsor Warren County Career Center Your Local Educational Agency. Page 1
APPRENTICESHIP Apprentice Employer Training Program Sponsor Warren County Career Center Your Local Educational Agency Page 1 Table of Contents Statement of Purpose....2 What is an Apprenticeship?...3 What
More informationSUCCESSION PLANNING 1/22/2016. The Work of Leadership. Why is Succession Planning Important? Is your organization ready?
SUCCESSION PLANNING Is your organization ready? Presented by: Why is Succession Planning Important? The Work of Leadership Effective leaders plan an exit that is as positive and graceful as their entrance
More informationGUAM POWER AUTHORITY APPRENTICESHIP TRAINING PROGRAM. of 584 full-time positions. In the mid-90s, GPA s employment rolls were fruitful with
GUAM POWER AUTHORITY APPRENTICESHIP TRAINING PROGRAM The Guam Power Authority (GPA) to date employs 536 full-time employees out of 584 full-time positions. In the mid-90s, GPA s employment rolls were fruitful
More information2010 Sustainability Session June 16, 2010 City of Warren, Ohio WPC Tom Angelo, Director
2010 Sustainability Session June 16, 2010 City of Warren, Ohio WPC Tom Angelo, Director What is succession planning? Baby Boomers Business 101 Today s Workforce The Employment Cycle The Challenges The
More informationWhy was Our Workforce a Material Topic in 2015?
Material Topic Our Workforce Why was Our Workforce a Material Topic in 2015? Global Context: As the world becomes more interconnected and the population more mobile, competition for workers is increasing.
More informationCivil Service Salary System in Ireland and Recent Reform Trends. by David Hurley. Pay and Remuneration Division, Dept of Finance Dublin, Ireland
Civil Service Salary System in Ireland and Recent Reform Trends by David Hurley Pay and Remuneration Division, Dept of Finance Dublin, Ireland Conference on Civil Service Salary Systems in Europe Bucharest,
More informationIPMA-CANADA INTERNATIONAL CERTIFICATION PROGRAM IPMA-CP (IN TRAINING) IPMA-CP IPMA-ACP IPMA-EX IPMA-CE
IPMA- Canada INTERNATIONAL PROGRAM IPMA-CP (IN TRAINING) IPMA-CP IPMA-ACP IPMA-EX IPMA-CE INTERNATIONAL PROGRAM is a national human resource management association whose mission is to promote excellence
More informationLIVE HERE WORK HERE BELONG HERE
LIVE HERE WORK HERE BELONG HERE A Workforce Development Action Plan for Newfoundland and Labrador, 2015 2020 LIVE HERE WORK HERE BELONG HERE A Workforce Development Action Plan for Newfoundland and Labrador,
More informationChapter 9. Succession Management. Learning Objectives
Chapter 9 Succession Learning Objectives After reading this chapter, you should be able to: Understand why succession management is important Trace the evolution of succession management from its roots
More informationA Strategic Management Approach to Human Resource Management
A Strategic Management Approach to Human Resource Management A Diagnostic HRM Framework Can help operating managers focus on a set of relevant factors Offers a map that aids a person in seeing the whole
More informationMoving Beyond Panic: Strategic Workforce Planning
Moving Beyond Panic: Strategic Workforce Planning Gerry Beitel, Senior Consultant gerry.beitel@dynawise.com George Coppus, Senior Partner George.Coppus@dynawise.com IHR Workforce Planning and Analytics
More informationWESTMINSTER SCHOOL DISTRICT CLASSIFICATION STATEMENT
Page 1 WESTMINSTER SCHOOL DISTRICT CLASSIFICATION STATEMENT TITLE: PERSONNEL ANALYST BASIC FUNCTION: Under the direction of the Director, Human Resources, performs job analyses and develops job related
More informationChapter 03 Planning Test Bank Answer Key
Test Bank Staffing Organizations 8th Edition Heneman Judge Kammeyer- Mueller Completed download: https://testbankreal.com/download/staffing-organizations-8th-edition-test-bankheneman-judge-kammeyer-mueller/
More informationLIBERIA ELECTRICITY CORPORATION Mt. Coffee Project Implementation Unit P.O. BOX MONROVIA, LIBERIA
LIBERIA ELECTRICITY CORPORATION Mt. Coffee Project Implementation Unit P.O. BOX 10-165 MONROVIA, LIBERIA VACANCY ANNOUNCEMENTS FOR FUTURE OPERATION & MAINTENANCE OF MT. COFFEE HYDROPOWER PLANT: Plant Manager;
More informationSurplus Rights and Entitlements: Frequently Asked Questions (FAQ)
OPS FACT SHEET Surplus Rights and Entitlements: Frequently Asked Questions (FAQ) This FAQ is based on the revised Article 27 provisions contained within the 2014-2018 OPS Collective Agreement, which come
More informationEB Hydro One Networks Inc. s Distribution Custom IR Application Filing Additional Compensation Evidence
Hydro One Networks Inc. 7 th Floor, South Tower 483 Bay Street Toronto, Ontario M5G P5 www.hydroone.com Tel: (46) 345-540 Cell: (46) 903-540 Frank.Dandrea@HydroOne.com Frank D Andrea Vice President, Chief
More informationCardinal Health, Inc. Board of Directors Corporate Governance Guidelines
Cardinal Health, Inc. Board of Directors Corporate Governance Guidelines On August 6, 2003, the Cardinal Health, Inc. (the Company or Cardinal Health ) Board of Directors (the Board ) adopted the following
More informationEXECUTIVE COMPENSATION PROGRAM FOR THE SUDBURY CATHOLIC DISTRICT SCHOOL BOARD
ONTARIO PUDLIC Sl.llOOL BoA11ns' ASSOCIATION Ontario Catholic School Trustees' Association ACEPO EXECUTIVE COMPENSATION PROGRAM FOR THE SUDBURY CATHOLIC DISTRICT SCHOOL BOARD SEPTEMBER 2017 CONTENTS 1.COVER
More informationOracle Human Resources includes local extensions for more than 19 countries contain legislative and cultural functionality for each country.
data sheet ORACLE HUMAN RESOURCES 11i Oracle Human Resources (HR) is a powerful tool for optimizing the use of the human assets of your business, whether you operate in the private or the public sector.
More informationTalent Management and Retention. Clay Kittrell Director, Talent Management May 2016
Talent Management and Retention Clay Kittrell Director, Talent Management May 2016 1 Workforce Trends According to the Bureau of Labor there were 5.4 million jobs open at the end of November 2015, up 32%
More informationDemographics OF THE P&C INSURANCE INDUSTRY IN CANADA EXECUTIVE BRIEF
Demographics OF THE P&C INSURANCE INDUSTRY IN CANADA 2017-2027 EXECUTIVE BRIEF What a difference a decade makes! Demographics of the P&C Insurance Industry in Canada. 2007-2017 From this first Institute
More informationWorkforce Planning to Meet Critical Business Needs
Workforce Planning to Meet Critical Business Needs TEXAS PUBLIC POWER ASSOCIATION 2016 Annual Conference July 26, 2016 - Austin, TX Presented by: Yvonne Morales Pelayo, CPS Energy Patricia Cruz, Leidos
More informationOffice of Management and Budget. Human Resource Management
Office of Management and Budget Human Resource Management Workforce Planning Guide May 2006 State of Delaware Workforce Planning Guide Overview Human Resource Management (HRM), Office of Management & Budget
More informationImproving the medical scientist workforce
Improving the medical scientist workforce Overview The medical scientist workforce has been an issue which the Government and the pathology sector has been grappling with for more than five years. This
More informationI. Apprenticeship Basics What is Registered Apprenticeship? How is an apprenticeship different from other job training, education and
I. Apprenticeship Basics... 2 1. What is Registered Apprenticeship?... 2 2. How is an apprenticeship different from other job training, education and work-based training programs?... 2 3. Is an apprenticeship
More informationThe Cost of Ontario s Skills Gap
The Cost of Ontario s Skills Gap The Need to Make Skills Work Dr. Michael Bloom Vice President, The Conference Board of Canada June 21st, 2013 www.conferenceboard.ca Skills Gaps Loom Skills Gaps Threaten
More informationPROPOSED EXECUTIVE COMPENSATION PROGRAM FOR NORTHEASTERN CATHOLIC DISTRICT SCHOOL BOARD
PROPOSED EXECUTIVE COMPENSATION PROGRAM FOR NORTHEASTERN CATHOLIC DISTRICT SCHOOL BOARD FINAL February 2018 CONTENTS 1.COVER LETTER... 2 2. BACKGROUND INFORMATION... 3 3. KEY CONSIDERATIONS... 4 4. KEY
More informationSchool Support Staff Pay Policy Approved: 26/03/2019
School Support Staff Pay Policy 2019-2020 Approved: 26/03/2019 Contents 1. Introduction... 2 2. Aims of the policy... 2 3. Scope... 2 4. References... 3 5. Salary Queries... 3 6. Job Descriptions and Person
More informationEmployment of Short-term Casual Employees
Employment of Short-term Casual Employees Effective Date: September 1, 2010 Policy Statement Short-term casual employees are employees on the University payroll who are performing non-exempt work for a
More informationReorganisation and Redundancy Policy and Procedure. Approved by: Trustees
Reorganisation and Redundancy Policy and Procedure Approved by: Trustees Date: October 2017 Reorganisation and Redundancy Policy 1. Introduction 1.1 The Trust is committed to ensuring its workforce operates
More informationPROPOSED EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS. The Algonquin & Lakeshore Catholic District School Board
PROPOSED EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS The Algonquin & Lakeshore Catholic District School Board November 2017 CONTENTS 1.COVER LETTER... 3 2. BACKGROUND INFORMATION...
More informationAbout the presenter. Jay received an MBA from Darden at the University of Virginia, and is co-author of Play to Your Strengths, McGraw Hill.
About the presenter Jay Doherty is a leader in s Workforce Sciences Group. He has over twenty years of management consulting experience helping leading oil and gas companies in North America, Middle East,
More informationPersonnel Systems and Benefits
Summary The Hernando County School District is using 9 of the 11 personnel systems and benefits best practices. The district has successful training programs for teachers and those interested in becoming
More information