H R PLAN. Reaching Higher: Today and Tomorrow

Transcription

1 O P H R S PLAN O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E S P L A N > Reaching Higher: Today and Tomorrow

2 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E S P L A N > Reaching Higher: Today and Tomorrow

3 MESSAGE FROM THE SECRETARY OF CABINET I am pleased to provide the Ontario Public Service (OPS) with the Human Resources Plan. and works to ensure that employees have the skills and capabilities needed to address our future needs. The OPS, like all public sector organizations around the world, is responding to a host of new and evolving influences: changing economic factors; increased globalization; shifting demographics; societal trends; and new technologies. Ontario's public service has been, and continues to be, highly regarded for its ability to understand and respond to the changing circumstances in which we work and live. We are known for our ability to rise to challenges and meet change head-on, doing so with creativity and dedication. In fact, Ontario has been recognized, on numerous occasions, as a world leader in public service. To remain a leader, we must continuously respond to our changing business needs, working more horizontally, using electronic service delivery and encouraging greater inter-provincial collaboration. However, to stay on the leading edge of public administration, we must continue to modernize our organization to ensure we deliver high-quality, cost effective services to the public. The Human Resources Plan complements our effort in re-balancing the central agency and line ministry accountabilities and embracing a values-driven leadership. This Plan has been developed to support our efforts in building an organization that delivers on those goals now and into the future. The Human Resources Plan responds to the need to develop future leaders, promotes effective partnerships with bargaining agents The people who work for the OPS are central to everything that government does. Our employees are the foundation for the policies, programs and services that government develops and provides to the people of Ontario. We need to provide the necessary support to, and planning for, the people who are our public service. And, as we move forward in responding to and implementing the government's agenda, we will also need to build and focus our human resources planning and initiatives in ways that support an OPS culture focused on results and on programs that support organizational change. I believe that if we achieve the priorities outlined in this Plan, we will have taken key steps toward the transformation of the OPS that will support our goals, effect long-lasting and positive change and reward our employees for the excellent work they do for the people of Ontario. This Human Resources Plan takes us toward a modern public service. This is an action plan. Ministries must now take it and develop more tailored solutions. I encourage all OPS employees to review the plan and use it as a foundation in your efforts in serving the people of Ontario. Thank you. Tony Dean

4 TABLE OF CONTENTS Introduction 1 Human Resources Planning 2 A Human Resources Plan for the OPS 4 Operational Priorities for Operational Priority Engaging all employees to achieve organizational results and workplace commitment 5 A. Promote Ideas, Innovation and Recognition 6 B. Improve Performance Management 6 C. Promote Organizational Health and Wellness 6 Operational Priority Attracting talent by gaining a competitive edge 7 D. Attract Talent through Better Recruitment 7 E. Attract New Professionals to the OPS and Keep Them 8 F. Develop a Total Compensation Strategy 8 Operational Priority Building capacity to sustain a world class organization 9 G. Launch our Leader-Manager Model 9 H. Target Learning and Development in the OPS 10 I. Design and Implement Integrated Talent Management Framework 10 Implementation Excellence - How will we get it done? 11 Measuring Our Progress 13 Key Implementation Milestones 14 Action Plan 16 Ministry HR Planning 31 Critical HR Supports 32 Key Roles and Responsibilities 33 Leadership Commitment 34 Appendix - Outcomes and Performance Measures 35

5 INTRODUCTION Ontario has a strong public service. Our people are our strength as we work together and with our partners, to make Ontario the best place to live and work. For the past several decades, the OPS has been pursuing an ambitious restructuring and renewal agenda, working toward its vision of becoming a modern public service that delivers quality services. At the same time, it is becoming more responsive, integrated, smaller and more accountable. Achieving this vision is greatly dependent upon having a highly skilled workforce with the talent to anticipate and respond to emerging issues in an increasingly complex environment. Our successes to date are a direct result of our workforce. Our future success will also depend on our workforce. It is critical to continue the development of the OPS workforce. Three principles will guide our collective work to ensure the vitality of our workforce: stabilization, modernization and transformation. The effort of this plan will be made real by employees and managers working together. Transforming the OPS by embedding a results-based approach to human resources planning will build our next generation of leaders and strengthen our skill base. It will take at least three years and this plan serves to take us closer. The success of this HR Plan will rely on our abilities to measure, to report on our achievements and most importantly, to celebrate our successes. 1 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

6 HUMAN RESOURCES PLANNING Best practices research indicates that the top six drivers to attract and retain employees are: I. An organization vision and values that are shared by all II. Effective leadership III. Continuous training and development IV. A clear compensation philosophy V. A flexible workplace VI. Access to career opportunities These drivers affect all organizations. Over the past year, the Ministry of Government Services (MGS) has consulted on talent (succession) management, leader-manager competencies, HR service delivery and learning and development. In addition, ministries' Results-based Plans have been reviewed and the Provincial Auditor's* 2004 annual report has been assessed. Four key human resources issues have been identified for Leadership in the OPS requires investment and planned development; 2. The OPS requires rebalancing to ensure capacity for the future; 3. Engaging our public service will be critical to achieving results and improving performance; and 4. We need to promote a healthy, supportive, respectful and safe work environment. Addressing these issues and embracing these drivers will advance overall government results and key priorities. * now known as the Auditor General 1. Leadership in the OPS requires investment and planned development. The future of the OPS requires the right leaders in the right places. We need to improve leadership succession planning processes especially in middle management. Ministries are facing changing demographics and a growing complexity of work -- both require continued leadership strength. The OPS needs a strategic approach that will be meaningful to all employees -- and experienced at the front-line. Leadership and human resources is centred on employees, and our approach must reflect this notion. 2. The OPS requires rebalancing to ensure capacity for the future. Almost 15 per cent of the OPS workforce will be eligible for retirement within the next five years and this percentage may escalate over the next decade. Ensuring that the OPS continues to be an employer of choice will be a challenge in light of shifting demographics and the constant "search for talent." The nature of work is shifting toward a need for knowledge workers rather than a workforce whose focus is solely on direct delivery. As well, a workforce that is representative of Ontario's diverse communities, at all levels of the organization, will give us a deeper understanding of the needs of the community and a better ability to respond to those needs. We need to improve our ability to track and analyze the right HR metrics in order to enhance workforce decision-making O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 2

7 3. Engaging our public service will be critical to achieving results and improving performance. The public service is continuously transforming and employees need to be engaged in meaningful and challenging work. In a recent survey, 65 per cent of public servants said they are satisfied with their jobs. We need to ensure that employee satisfaction and engagement levels increase. A recent Watson Wyatt survey (WorkCanada 2004/2005) notes that employee engagement occurs when: employees understand their role in making an organization successful; the knowledge, skills and ability to do the job are present; the necessary tools have been provided to get the job done; and motivation to do a good job is present. Initiatives to enhance and enable employees through meaningful involvement, competitive pay and benefits, and career development and learning opportunities must be undertaken. 4. We need to promote a healthy, supportive, respectful and safe work environment. A healthy, safe and supportive work environment based on respect and shared organizational values will enhance productivity to deliver quality public services. Building effective partnerships and relationships with employee bargaining agents is critical. Supporting managers to enhance their workplace will be the key to employee productivity and well-being. Our analysis of these issues permits us to identify the key HR priorities for the OPS. By gaining a better understanding of the HR challenges/issues facing the OPS, these priorities will equip the OPS to prepare for future challenges. 3 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

8 A HUMAN RESOURCES PLAN FOR THE ONTARIO PUBLIC SERVICE In support of the government's priorities, the OPS will focus on achieving results and ensuring the OPS is the place to be. Greater consultation with stakeholders and the public, horizontal collaboration among ministries and with other levels of government, realignment and recalibration of work and structure will become evident. The OPS transformation process will be guided by the core principles and organizational values that have made us a world leader among public service organizations. This Human Resources Plan outlines collective priorities and activities. It is an action plan that addresses the issues identified by the Auditor General, managers, employees and the bargaining agents. It will serve to guide human resources business strategies. By focussing on common priorities, the HR goals will be integrated across the OPS. This will allow the organization to maximize its human resources potential and ensure we are prepared to meet the challenges of tomorrow. The Plan has five key outcomes to achieve one overall goal: Dynamic and innovative people delivering quality public services. All organizations strive for success and results in these areas. They are the foundation of a healthy and dynamic workplace. Dynamic Leadership Learning Organization Engaging and Flexible Work Environment Capable and Innovative Workforce Commitment to Quality Public Service We will have results-oriented leaders with strong people-management skills capable of shaping business direction that is aligned with Ontario's business goals and priorities. At all levels we will have a sustainable supply of leaders, from diverse backgrounds, equipped with the skills and competencies needed to meet current and emerging challenges. We will continue to foster a learning culture. Through enterprise-wide learning priorities and a learning infrastructure, we will address current and future learning needs of our people and our organization. We will have a workplace culture where active learning is supported. We will have a workplace where there are shared values among managers and employees including a commitment to diversity, honesty, integrity and adaptability to change. A differential approach to individual performance is recognized and reflected in compensation. We will have a workforce with the capability to address emerging and future organizational challenges. With the best possible mix of young professionals and experienced and skilled employees, it will be a workplace where people are in the right roles at the right time with the job skills required. New ideas and technologies will continue to be tools for business transformation. Our workforce will consist of employees who are proud to be members of the Ontario Public Service, a quality organization. Employees will have clear understanding of their individual contributions to achieving Ontario's business goals. Commitment to the public service will be demonstrated by active engagement in the workplace and be supported by innovation and recognition O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 4

9 OPERATIONAL PRIORITIES FOR A review of how top public and private sector companies are addressing the same issues that are faced by the OPS led to the identification of three operational priorities. These are: Engaging all employees to achieve results. Attracting talent by gaining a competitive edge. Building capacity to sustain a world class organization. Focusing on these priorities will help us aggressively address our key issues and achieve the desired outcomes over the next three years. Subsequent planning cycles will build upon our successes to modernize and transform our workplace in order to meet our business demands effectively. Engaging all employees to achieve organizational results and workplace commitment OPS employees are the heart of the public service. In response to unexpected emergencies such as SARS, the 2003 blackout and 1998 ice storms, OPS employees have been enthusiastic, responsive and have shown resiliency, commitment and dedication. The OPS Ideas Campaign generated over 11,000 ideas, many of which are being implemented. Our first operational priority capitalizes on engaging and enabling employees. A recent Watson Wyatt study on employee engagement indicated that Canadian employees place a high value on performance; they want to be informed and involved in business decisions and they believe that managing performance matters. Additional research indicates that employees need to understand and feel part of an organization and how they contribute to the success of the organization as a whole. Studies demonstrate that organizations with clear values retain employees. Employee engagement is the first step to sustaining a high performance workforce. This priority supports the desired outcome of commitment to quality public service and an engaging and flexible work environment. 5 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

10 Key initiatives currently identified include: Promote ideas, innovation and recognition Improve performance management Strengthen organizational health and wellness A. Promote Ideas, Innovation and Recognition Some of the key drivers of employee engagement include opportunities for input and involvement (such as the Ideas Campaign; Innovation Fund; OPS Spirit) as well as recognition (Recognition Strategy). The 2004 OPS Ideas Campaign provided an opportunity for employees to make suggestions about how the work of the OPS could be improved. The initiative has been integrated with the Innovation Fund to create the Ideas and Innovation Program that will help the OPS to embed a culture of continuous innovation. The Ideas Campaign showed that employees have great ideas on how to do their work better. These ideas are already making a difference. Of the ideas put forward in 2003, over 2,100 were already underway and another 563 ideas were implemented. The contribution of OPS employees to community volunteer efforts (including the Habitat for Humanity build and tsunami relief) will be sustained and promoted through the OPS Spirit Initiative. The Provincial Auditor's 2004 annual report noted: "Recognition has been shown to motivate staff; increase morale, productivity, and employee retention; and even reduce absenteeism. The Auditor recommended the OPS "broaden both formal and informal employee recognition and appraisal programs." The Recognition Fund was established in 2004 to demonstrate support and recognition for outstanding achievement and create a culture that recognizes the contributions of employees. The Modernization Secretariat is also developing a broader strategy proposal that will address both formal and informal recognition in the organization and build upon successful ministry programs. B. Improve Performance Management Effective performance management is a key element of a culture that values employee engagement, recognition, learning and development. Improving the OPS performance management system will be critical to supporting our managers and employees. We know that performance planning is valued. We also know that execution requires effort and commitment to do it well. Both managers and employees play a key role in establishing performance commitments and measures and a learning and development plan as part of the performance development plan. Managers have an ongoing role to communicate expectations to employees. These expectations have a positive impact on organizational performance. A plan to revitalize performance management, including integration with the Talent Management Strategy, will ensure that there is a seamless and effective approach to performance management for all employee groups. Managers and employees must know what expectations they are to meet and how they are measuring up. Improved manager and employee tools and supports will be a critical deliverable in refining the OPS performance management system. C. Promote Organizational Health and Wellness Research shows that a healthy and safe workplace is important to make employees feel valued, supported and engaged. A strategic framework for cultivating and maintaining a healthy and safe workplace is critical. Therefore, we are developing a multi-year health and wellness framework. This framework will emphasize workplace policies and supports that promote a healthy and safe workplace. In addition to promoting existing initiatives, the OPS will enhance its employment accommodation and return-to-work policy and supporting tools. A key to this initiative will be in rebuilding expertise to ensure ministries are well supported in meeting their legislative obligations O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 6

11 Attracting talent by gaining a competitive edge The OPS continues to transform itself. Achieving results requires talent. An aging and diverse workforce challenges the OPS to redefine itself as an employer of choice that attracts new and diverse employees and retains current employees. Our investment in our talent cannot be under-estimated. Hiring today means hiring for the future as well. Such a significant investment will need to be carefully considered. This priority focuses on an ability to get the right people with the right skills in the right jobs and to keep them. Retaining talent is also critical: emphasizing redeployment and in-placement opportunities will ensure that talent can remain within the organization. We must be prepared to transfer knowledge to ensure that the OPS continues to be an effective and innovative workforce with the capacity to address emerging and future organizational challenges in both English and French, where designated. Key initiatives currently identified include: Better recruitment Attracting youth and new professionals Developing a Total Compensation Strategy D. Attract talent through better recruitment Managers have told us that getting the right person for the right job in a timely way is one of their top priorities. Reflecting the diversity of our communities is also important. Modernizing recruitment as part of the HR Service Delivery Transformation is an initiative that will occur over the next three years to improve internal and external hiring investments. This initiative will identify processes that contribute to recruiting the right people for the right jobs. Currently, too much time is spent on administration rather than talent assessment. This initiative will adopt best practices in recruitment. It will streamline processes from the stage of attracting employees, through orientation to bringing employees on board, as well as increasing recruitment support provided to managers. Access to public sector jobs will be strengthened. Technology will complement and support these practices. 7 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

12 E. Attract new professionals to the OPS and keep them In recent years, organizational efforts to attract and retain youth and new professionals have had limited impact in increasing the under-35 employee group. It is uncertain whether the OPS can achieve its mission in the future unless there is an influx of a new generation of public service employees. While a number of youth programs and initiatives exist at the corporate and ministry levels, which provide a good foundation to build on, there has been no enterprise-wide strategy undertaken to address the youth and new professionals recruitment and retention as a whole. A Youth and New Professionals Strategy has been developed that includes: Improved marketing and communications to position the OPS as an employer of choice and "the place to be"; Targeted recruitment and maximizing and coordinating youth employment/summer experience programs; Ensuring that this workforce is representative of Ontario s workforce; Meaningful learning and develop ment opportunities to support career growth and mobility across the organization; Support for managers to coach and mentor current and future public servants; and Embedding successful practices into the broader human resources management framework. The Youth and New Professionals Strategy is not a stand-alone strategy -- it is part of a broader renewal of the OPS. It will be aligned and integrated with the other corporate human resources strategies such as the talent management strategy, learning strategy, and the recruitment review. The strategy acknowledges that the expectations of youth and new professionals are not significantly different from those of other public service professionals. As a supporting strategy of this Plan, the approach will ensure that all employees experience continued job satisfaction, remain challenged and stimulated and are given opportunities to develop and expand their skills throughout their entire careers. F. Develop a Total Compensation Strategy Studies have shown that one of the keys to attracting talent is fair and competitive salaries and benefits. The OPS is a competitive employer in the marketplace and within the next three years, the OPS will establish a strategy for integrated compensation decision-making in the context of the OPS vision and organizational culture. The Total Compensation Strategy will inform and shape compensation design and policy. It will also guide short term and long term decisionmaking and support the design of new compensation programs, with an emphasis on total compensation (i.e., taking into account salaries/wages along with benefits and pensions). Comparisons with appropriate labour markets will be guided by principles outlined in the strategy. Managers will be able to use the total compensation package as a tool to attract new employees. Over time, the OPS performance reward strategy will be designed to provide a more differentiated approach in performance management and rewards. Key to this strategy will be the modernization of the OPS job evaluation systems. The Ontario Public Service Employees Union (OPSEU) and the Association of Management, Administrative and Professional Crown Employees of Ontario (AMAPCEO) will assist in setting this foundation. And, a governance structure to manage and maintain the compensation plans and programs will be developed and implemented O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 8

13 Building capacity to sustain a world class organization Although we recognize the importance of attracting and retaining talent to the OPS, the reality is that we must nurture and develop our workforce at all stages of their career. OPS employees are faced with the challenge of delivering results in a changing fiscal climate. The OPS will continue to develop the supports that are needed to ensure that employees can meet these challenges and help them develop the skills necessary to drive their performance to the next level. Learning in the OPS will support this with a sharp focus on enabling the right skills. Best practice research points to the pivotal role of the manager and the importance of their influence on employees. Managers make the difference for their employees. Recognizing this, strategies for the next three years will ensure that managers are equipped with the right tools to support their employees to achieve results. Improving managerial effectiveness will lead to engaged employees whose roles are aligned with those of the organization, and who are enabled, equipped and inspired to do their job well. The HR community will be our managers' strategic partner for better management and leadership. This priority addresses the investment and development of our leaders and leads to the outcome of dynamic leadership and a learning culture. Key initiatives currently identified include: Launch a Leader-Manager Model Target Learning and Development in the OPS Develop an Integrated Talent Management Framework G. Launch our Leader-Manager Model Managers have been asking for refreshed leadership competencies that are updated to reflect today's environment. In 2005, revised leader-manager competencies will be launched as the foundation for all leader-management development. Managers must not only deliver results but must also pay attention to "how" they achieve them. This strategy builds on the best practices of leading organizations and consultations with senior managers. It will strengthen and enhance the management group into a leader-manager force. 9 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

14 H. Target Learning and Development in the OPS The OPS continues to build a learning organization. We recognize that learning drives the vision and organizational values and helps employees to achieve results. The learning strategy will focus on enhancing our investments in learning for all staff of the OPS and improving the development of a core curriculum to support corporate learning priorities. The Provincial Auditor's 2004 annual report concluded the OPS was unable to determine the amount and value of training for employees, especially cost effectiveness. This learning strategy will address those concerns. the integration of learning and development, recruitment and compensation. In the past, each of these processes was designed independent of each other. The talent management framework will integrate them. Future phases of the talent management framework will be expanded to the Management Compensation Plan (MCP) and "feeder" groups and encompass the entire OPS workforce in subsequent planning cycles. I. Design and Implement Integrated Talent Management Framework An integrated talent management framework will help ensure that the OPS has the right number of employees with the right skills to deliver its business strategy. The OPS is introducing an integrated talent management framework that uses a strategic approach to manage an employee's career cycle. The first phase will redesign and integrate the former SMG performance and succession management processes, followed by O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 10

15 IMPLEMENTATION EXCELLENCE HOW WILL WE GET IT DONE? Vision and Organizational Values A critical component to implementing the HR Plan will be a refreshed OPS vision and organizational value statements that will identify the kind of organization that the OPS is or strives to be. All organizational HR agendas are founded on a vision and sound workplace values. The OPS vision and values will reflect the current and future workplace. The OPS as a whole will be thinking in new ways and will be challenged in the beliefs and views held about programs. These values will form the foundation upon which the OPS HR Plan is implemented. And the OPS will continue its dialogue with employees to refine and embed these values into the fabric of the Ontario Public Service. OPS Mission Our mission is to serve the public interest and to uphold the public's trust. We support the elected government by providing Ministers with honest, impartial and objective advice. We carry out the decisions and policies of the elected government and administer public services to the highest professional standards. We conduct ourselves with integrity. We exercise responsible stewardship of public resources and information. We fulfil all our duties in accordance with the law, including the Public Service Act of Ontario, and in compliance with our Public Service Oath. We are accountable for how we fulfil our public service roles. 11 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

16 Organizational Values These value statements are about who we are. They are about how we treat citizens, customers, and employees. They are about how we treat each other, and how we do our jobs. They are about what we strive for, and what kind of working environment we create together. To be truly meaningful, they must be part of the every day organizational culture. Unlike rules, they are not firm and fast. They are guideposts. They need to be revisited regularly to see how well we are doing to make them come alive. We all share responsibility for making these values part of our working lives in the OPS. TRUST We act honourably and honestly in all our relationships with the people we serve and work with and who rely on us. We do our best to keep our commitments and fulfil expectations. FAIRNESS We deal with others in an open, impartial and non-discriminatory manner. We ensure that the processes we use and the decisions we make are fair and seen to be fair. DIVERSITY We celebrate our differences and draw on the strengths and capabilities of all of Ontario s communities. We welcome and respect divergent points of view to inform and enlighten us. We depend on and value each other. EXCELLENCE We strive for and recognize competence and excellence. We work hard to provide the best policy advice and the highest quality services that respond to the needs of Ontarians. CREATIVITY We create new solutions by listening and learning and by being innovative and open to new ideas and approaches. COLLABORATION We work with team members and colleagues and partners to build consensus, solve problems and share responsibility. EFFICIENCY We make careful, prudent and effective use of the hard-earned public dollars, assets and resources entrusted to us. RESPONSIVENESS We engage our clients, stakeholders, bargaining agents, the general public and our staff to find out how we can do better. We monitor and measure to make sure we are meeting our goals O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 12

17 Measuring Our Progress How will we know if we are making progress in the organization and facilitating the achievement of our business commitments? The measures set out here represent the type of high-level indicators expected at the maturity of our Plan in These are preliminary measures. Within the next three years, the measures will be refined, and a capacity to create, track, analyze and communicate HR measures and supporting metrics will be developed. Our goal is that HR data be accessible, including employee engagement metrics, and incorporated into every day workforce decision-making. OUTCOME PRIMARY MEASURES Capable and Innovative Workforce More balanced demographic mix at all levels of the organization to ensure succession planning. Number of proposals submitted through the integrated Ideas and Innovation Program. Dynamic Leadership Retention rates of employees in talent management acceleration pool. Commitment to Quality Public Service Learning Organization Engaging and Flexible Work Environment Number of appointments made with candidates in the current acceleration pool (1 and 2). Percentage of citizens surveyed who are satisfied with delivery of government (OPS) services (citizen satisfaction survey). Satisfaction rating on the quality of the training programs. Number of staff receiving formal recognition awards falling within the core corporate categories. Average number of days of short term sick leave usage per employee. 13 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

18 Key Implementation Milestones CRITICAL HR SUPPORTS 2005 / / / 2008 HR Service Delivery Transformation Project New Direction for HR Service Delivery introduced Implementation of new model PSA Review and Reform Scoping and review Introduction of Legislation Implementation of new PSA, if passed OPS Workforce Metrics OPS HR Measures/Metrics Report launched Refinement of workforce measures OPS HR Planning Launch of OPS HR Plan Annual Report Back Mid-cycle evaluation Planning for next HR Plan Identification of new priorities ENGAGE EMPLOYEES 2005 / / / 2008 Ideas, Innovation and Recognition Program On-going promotion of OPS ideas Innovation Fund recipients selected Employee Engagement Strategy and Employee Survey Tool developed Evaluation of OPS ideas and Innovation program Implementation of strategy Performance Management Performance Management Strategy developed 2006/2007 Implementation of strategy Organizational Health and Wellness Develop multi-stage WSIB Management Strategy Organizational Health and Wellness Framework Developed Implementation of framework elements O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 14

19 ATTRACT TALENT 2005 / / / 2008 Better Recruitment New process introduced Longer term process improvements implemented Youth and New Professionals Youth and New Professionals Strategy developed Implementation of strategy Total Compensation Strategy Compensation Strategy Developed AMAPCEO job evaluation system designed Commence OPSEU job evaluation system design AMAPCEO job evaluation system implemented SMG/MCP job evaluation system designed Implementation of job evaluation systems BUILD CAPACITY 2005 / / / 2008 Leader-Manager Model Leader/manager competencies introduced Leader/manager strategy developed Implementation of model Learning and Development Harmonization of Training Implemented OPS Learning Strategy Developed Implementation of OPS Learning Strategy Core curriculum introduced Talent Management Framework - Phase 1 Phase 1: Design and launch new integrated performance and succession management processes for SMGs Phase 1: Identification of critical leadership positions Phase 1: Integration of other strategies for talent management framework, including recruitment, total compensation, learning and development Phase 2: Launch of integrated talent management for MCP feeder groups 15 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

20 ACTION PLAN This section provides a snapshot of each of the nine strategies. Most strategies are in development. Implementation details including key performance measures will follow once development is complete. All key measures will be finalized by 2005/2006. PROMOTE IDEAS, INNOVATION & RECOGNITION Where are we now: Some of the key drivers of employee engagement include opportunities for input and involvement (such as the Ideas Campaign or Innovation Fund) as well as recognition (Recognition Fund). It is widely recognized that fostering a climate of innovation within an organization contributes to organizational health and can make for more rewarding careers for employees. In addition, ideas generated through employee experience offers a significant resource for promoting better, results-based, business solutions that respond to public need. The OPS Ideas Campaign provided a highly successful temporary vehicle for generating ideas about how the work of the OPS could be improved. The campaign generated over 11,000 ideas. In 2004, many innovative employee ideas were developed into successful proposals to the Innovation Fund. In every case, the projects have aimed to demonstrate the ability to either generate cost savings, service improvements, or both, which contribute to the modernization and transformation of the OPS. The Provincial Auditor's 2004 annual report noted: "Recognition has been shown to motivate staff; increase morale, productivity, and employee retention; and even reduce absenteeism. The report recommended the OPS "broaden both formal and informal employee recognition and appraisal programs." The OPS established the Recognition Fund in 2004 to demonstrate support and recognition for outstanding achievement throughout the OPS and create a culture that recognizes contributions of employees in regular and meaningful ways O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 16

21 OPS Spirit was initially established to provide a vehicle to promote employee health and wellness through organized activities such as dragon boat racing. In 2004, after shifting its focus to community volunteerism, the OPS Spirit team engaged OPS employees in a Habitat for Humanity build for a needy family in Ottawa. Where are we going? The Ideas initiative has been integrated with the Innovation Fund to create the Ideas and Innovation Program, which will help to embed a culture of continuous innovation into the OPS. A key component of innovation is an everyday work culture, which encourages employees to develop new and better ways of meeting OPS goals. In order to promote innovation and take advantage of the diversity and creativity of our workforce, we welcome and respect employee ideas that aim to inform and enlighten us about ways in which we can improve the services we deliver. The integrated business process will ensure that employees can submit ideas throughout the year, and the Innovation Fund now becomes a vehicle to use employee ideas to create a culture of innovation. The contribution of OPS employees to a range of community volunteerism efforts including the Habitat for Humanity build and the tsunami relief efforts, will be sustained and promoted through the OPS Spirit Initiative. With the support of the Recognition Fund, the Modernization Secretariat is also developing a broader strategy proposal that will address both formal and informal recognition standards throughout the organization. INDICATORS Input Involvement Recognition Measures Number of proposals submitted to the integrated Ideas and Innovation Program. This reflects improvement to service or savings. Number of employeegenerated ideas funded through the Innovation Fund. Number of hits and/or downloads from the corporate recognition website. In In year over year increase. In TBD Targets 17 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

22 PERFORMANCE MANAGEMENT STRATEGY Where are we now: Every employee in the organization needs to know what is expected of them, how it contributes to the organization's goals, and how they are doing. Performance management continues to be a priority for OPS managers and employees and a key vehicle for driving organizational performance. In the Provincial Auditor's 2004 annual report, he noted that there was inconsistent compliance with the OPS Performance Management Operating Policy. A key policy requirement is for every OPS employee to have a performance development plan. Results of a random sampling survey conducted by the Auditor General indicated that only six per cent of employees sampled had performance plans in place that met all of the policy's requirements. Survey results further revealed that 26 per cent of employees sampled did not have a performance development plan at all and that the remaining 68 per cent of employees' plans did not specify required information, such as the training to be provided, the employee's performance commitments, or measurements of performance. We need to address inconsistencies in performance management processes/practices among all employee groups. For example, the requirement for performance development plans for employees in the senior management group (SMG) is applied differently as compared to other employee groups. Providing enhanced manager and employee supports and readily accessible corporate tools will help to ensure effective and consistent performance management practices across the OPS. Where are we going? In consultation and collaboration with ministry representatives, we will develop and implement a Performance Management (PM) Strategy that is focused on enhancing employee performance and driving organizational performance to meet business goals. Key elements of our strategy will include a PM framework, policy review, and an updated inventory of ministry PM practices and tools O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 18

23 The PM framework will focus on integrating performance management processes for all employee groups, ensuring consistency in PM practices and enhancing manager and employee supports. The policy review will ensure that the policy continues to be aligned with the overall OPS HR Plan. An inventory of ministry PM practices and tools will provide us with the opportunity to take advantage of ministry best practices for wider OPS use. Improved and accessible tools to support employee and manager ownership of the PM process will be developed, which will help reinforce employee engagement. Linking performance standards with incentives such as pay for performance will also reinforce productivity. INDICATORS Engaging and flexible environment Measures Percentage of employees with performance plans in place. Targets Baseline (2004) - 74 per cent of random sample group 2005/06 - TBD ORGANIZATIONAL HEALTH AND WELLNESS Where are we now: A key indicator of organizational health and wellness is the prevalence of employee absences due to illness and to workplace injuries resulting in Workplace Safety and Insurance Board (WSIB) claims. The Provincial Auditor s 2004 annual report indicated that OPS short-term sick leave rates are comparable with other public sector jurisdictions and have remained steady, while rates in other jurisdictions have been rising. The Auditor determined that levels of absence due to long-term illness in the OPS are generally higher than those of other jurisdictions. The Auditor also found that compliance with the Attendance Support Program is inconsistent, indicating that there is room for improvement. Our need to improve absenteeism and disability management is also reflected in how we currently manage our WSIB claims. WSIB costs have increased 7.8 per cent since O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

24 Where are we going? An Organizational Health and Wellness Framework will be developed to cultivate and maintain a healthy, safe and respectful workplace, and enhance employee engagement. This framework will integrate existing policies and programs, identify gaps, and establish priorities for future action. Disability management will be a major focus. Absenteeism management will improve as a result of the institution of absenteeism management targets, improvements in policy guidance and tools related to employment accommodation and return to work, better data reporting and monitoring, and increased availability of training on managing injury, illness and employment accommodation. A comprehensive WSIB Management Strategy will be implemented to address all aspects of WSIB claims for the OPS. Using a multi-stage approach, this will include improved corporate governance and management, return to work initiatives and development of prevention initiatives. Technology solutions will be investigated to support the strategy. INDICATORS Short-term absences due to illness Work days lost due to workplace injuries and illness, and associated costs. Measures Average number of days of short-term sick leave usage per employee. Percentage of employees using more than 20, 50, or 100 days of sick leave in a given year. Number of work days lost due to workplace injuries and illness and associated costs. Year over year reduction in average usage. Year over year reduction in percentage of ministry employees who use more than 20 days, 50 days, or 100 days of sick leave in a given year. TBD Targets O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 20

25 RECRUITMENT STRATEGY Where are we now: The recruitment process has been identified through the HR Service Delivery Transformation Project as the HR function most in need of re-engineering and modernization. Through extensive consultations, we know that the processes in place today in the OPS for hiring staff are not meeting the needs of line managers or of the organization. The process is administratively burdensome and time consuming (length of process can run from days). The process lacks the flexibility to address the unique needs of certain occupational areas (highly specialized, SMG), to address demographic issues (eg. "graying" of the OPS workforce) or to respond to workload issues (eg. enhanced ability to respond to and support government priorities). The OPS does not act as one employer resulting in different models and levels of service delivery, inconsistent practices and often competition for the same resources. The process does not effectively use technology as an enabler for efficiency. Research into the state of recruitment in the OPS has indicated that our primary source (labour pool) for classified hires is internal. Approximately twothirds of classified hires are from the unclassified category. Initiatives such as the commitment to reduce the percentage of OPSEU unclassified year over year will be balanced with the need to ensure workforce flexibility to meet changing or emerging business needs. We also note that although approximately 50 per cent of our hires into the classified service are under age 35, there are significantly fewer classified positions available than unclassified (3,796 classified hires and 7,346 unclassified hires in 2003/04). The Provincial Auditor's 2004 annual report highlighted some of these issues and recommended that the OPS review its recruitment processes to ensure that it has the long-term capacity to continue to provide quality public services. 21 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

26 Where are we going? Recruitment processes must be more responsive to the needs of the program manager, and more responsive to the needs of the organization. Recruitment also needs to more adequately address business priorities and reflect the investment the organization is making when a manager hires an employee. A successful recruitment strategy is integrated with other HR processes and strategies (e.g. performance management) and is based on effective workforce planning. The OPS Recruitment Review project will look at the existing OPS recruitment practices, policies and processes with a view to modernizing, streamlining and refocusing how recruitment is conducted in the OPS. The first step to recruitment process improvements will be implemented in fiscal 2005/06 in the context of HR Service Delivery Transformation. INDICATORS The hiring process will be more efficient Measures Time to hire (e.g. from first contact with HR to offer) Targets Year over year improvement The hiring process will be more effective Quality of hire note: baseline/benchmarks tbd Year over year improvement O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 22

27 YOUTH AND NEW PROFESSIONALS STRATEGY Where are we now: The OPS faces a looming wave of retirements within the decade, as well as significant projected skill shortages. Nearly half of senior managers (SMG) will be eligible to retire within the next 10 years, yet we lack an enterprisewide plan to attract new employees to fill our anticipated skill shortage areas, as well as a strategic plan to ensure that once an employee chooses the OPS, we retain him or her through career development experiences and opportunities. The under-35 age group is currently significantly under-represented within the OPS with only 20 per cent of the workforce under-35 years old, compared to 37 per cent of the broader provincial workforce. The OPS is vying for the same talent as other knowledge-based employers. To be successful in the current marketplace, the OPS must better market and further improve practices that enhance our competitive advantage. Initiatives that promote the value of a public service career, that provide targeted and innovative ways to recruit early and mid-career professionals that reflect the diversity of the Ontario workforce, and we must develop programs and practices that present the OPS as a preferred employment destination are required to strategically position us as an employer of first choice for future generations of employees. At present, the OPS has many programs for youth and new professionals, including the Ontario Internship Program, the Ministry of Natural Resources' rangers program and the Ministry of the Attorney General's summer law program. However, both the Provincial Auditor's 2004 annual report and consultations with youth and new professionals within and outside the organization conclude that while there have been efforts to improve fragmented delivery, the programs are not coordinated and lack a unifying OPS identity. 23 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

28 Where are we going? The Youth and New Professionals Strategy will establish a plan for optimizing workforce revitalization through the strategic attraction, recruitment, development and retention of the next generation of public servants. The strategy will identify effective methods for promoting the OPS as an employer of first choice and the place to be and develop as young and new professionals. Innovative recruitment and retention initiatives that provide a solid return on workforce investments are also being developed. The main thrust of this strategy will focus particularly on improving skill-shortage areas. Within three years, metrics will show an increase in the number of employees under-35 years old and from this group, a year-over-year increase in those who stay employed in the OPS. INDICATORS More balanced demographic mix to ensure succession planning Measures Increase in the number of new OPS employees retained for more than two years from hire date Targets Year over year increase Reducing the number of voluntary exits by newly-hired youth and new professionals Comparison of the convergence in the age distribution of OPS workers as compared to that of the Ontario workforce Under development O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 24

29 TOTAL COMPENSATION STRATEGY Where are we now: To fully support the revitalization and renewal of the OPS, the government needs a consistent framework to guide compensation decisions. Currently, the OPS has no defined total compensation strategy. Although significant attention has been paid to specific aspects of compensation, the need for a principled, strategic and integrated approach to compensation has been identified. Best practice research suggests that a Total Compensation Strategy is based on a clearly articulated compensation philosophy which positions compensation against a defined internal labour market, is aligned with broader HR goals and interests, emphasizes simplicity and values and is clearly communicated to employees. Without a formal, recognized compensation strategy, the OPS lacks a foundation for strategic compensation management and outcomes. Although we are a competitive employer, we do lag behind in recognition of this need to develop a compensation strategy for the short, medium and long term, covering the period of the next ten years. Where are we going? The development of the Total Compensation Strategy will be completed during 2005/2006. It will serve as the guiding framework for future compensation plan design and to inform future bargaining mandates. From the principles established in the compensation strategy, the OPS will develop a process for tracking the competitive position of our salaries, performance pay, benefits and pensions, i.e., our total compensation position. The strategy will guide the development of new job evaluation plans and the redesign of compensation plans, with a long-term perspective on the relationship among the various employee groups, i.e., the degree of similarity or acknowledged differences in plan design. The strategy will guide the determination of the right mix of compensation elements to attract and retain the needed skills, for all roles in the organization, to deliver quality public service to the people of Ontario. INDICATORS Measures Targets Under Development Under Development Under Development 25 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

30 OPS LEADER MANAGER MODEL Leader-Manager Competencies Inspires Communicates the vision and values of the OPS, gaining consensus, and motivating people to action and results. Delivers Delivers excellent results for the OPS and is accountable. Transforms Transforms the OPS to maximize our investments and meet the changing demands of internal and external clients, stakeholders, employees and the public. Connects Builds successful relationships with diverse individuals, employees, teams, stakeholders and partners. Where are we now: In the late 1990s, the main roles of a middle manager were strategy-oriented and focused on public administration. The emerging major roles of a middle manager are to be results-oriented and centred on people and relationships. Managers today must achieve results through and with people. To support a changing workplace, all levels of management must excel at both managing and leading. As a manager's career progresses upwards from tactical management to strategic management, the OPS must be ready to support this movement. Currently, the OPS has two distinct competency models for SMG managers and MCP managers. Aligned competencies describing our expectations of management are required. The introduction of leader-manager competencies is the first step. Where are we going? As the demands of the manager require their skills and abilities to be aligned with these competencies, learning and development priorities will be identified. In addition, tools to support the evolving role will be developed to complement all HR strategies. INDICATORS Specific and relevant competencies are identified and aligned with outcomes in the Performance Plans and Learning Development Plans A comprehensive, user-friendly self-assessment for learning and development tool Measures Inclusion of the leader/manager competencies in Performance Plans and Learning Development Plans. Usage rate of tool Targets 100 per cent of all MCP/SMG/ITX Performance Plans to include one or more of the leader/manager competencies 65 per cent of all MCP/SMG/ITX Learning Development Plans to include one or more competencies 40 per cent usage rate in the first year of the launch (baseline) O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 26

31 OPS LEARNING STRATEGY Where are we now: The Ontario Public Service is truly an organization where training is readily available. Ministries have extensive training available in the technical aspects of their organization, professional groups and functional specialists maintain the expertise of their staff, orientation programs exist in every ministry, and corporate training entities provide training in generic, management, business practices and leadership skills. However, it is less than clear that the OPS is a true "learning organization." There is no centralized data collection or reporting mechanism for learning. Priority learning areas are not clearly defined and access to training needs to be improved. Funding for training is uneven and training investments need to be directed to priority areas during times of organizational change. Tracking and reporting of learning investments must occur. There is some evidence of duplication of effort and inefficiencies in the development and delivery of training. In order to enhance the OPS as a learning organization, these challenges must first be addressed. Where are we going? The OPS will have an over-arching Learning Strategy. In order to streamline the delivery of learning within the OPS, administrative improvements will first occur. Changes will be made to consolidate and align enterprise-wide learning activities and provide improved service quality. A training management system that manages and reports on training activities across the OPS will be implemented. Through consolidation, well-defined learning priorities and a corporate curriculum based on results, the OPS will begin to address greater investments in learning and development required to retain our current employees and attract new ones. 27 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

32 INDICATORS Employees accessing corporate training programs Measures Percentage of employees accessing corporate training programs. Targets Year over year improvement in access. Note: all numbers except SMG numbers are based on seats taken and may include one or more persons attending multiple offerings. Quality of training programs Satisfaction rate on the quality of training programs 60 per cent of participants rating the quality of the program as "good" to "excellent" O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 28

33 INTEGRATED TALENT MANAGEMENT FRAMEWORK Where are we now: Talent Management is the identification and development of talent pools that are critical to drive business strategy execution. An analysis of the OPS demographics identifies a looming wave of retirements within the decade and anticipates skill shortages that will impact the OPS s ability to achieve the government agenda. The OPS average age is increasing, with almost 15 per cent of the OPS workforce eligible to retire within five years and over 40 per cent of the senior management group (SMG) eligible to retire within the next 10 years. In addition, the size of our present feeder group will not be enough to fill vacancies. The government needs to recruit management talent, identify potential candidates within its own middle management cadre and get them ready to lead the OPS in the future. The OPS must also recruit new workers with the skills needed to deliver essential public services. The Conference Board of Canada notes that the quality of people and their engagement will be critical factors in corporate vitality and survival. It is critical that executives understand the talent implications of their business strategy and implement a clear action plan that ensures management has the talent it needs to achieve key government priorities. Specifically, two talent segments are required: next-generation business leaders and employees with the skills most critical for executing the business strategy. Where are we going? By recognizing the importance of both managing and leading, the OPS will provide a single organizational focus for promoting excellence in the management ranks. As a result, the OPS is introducing an integrated talent management framework that uses a strategic approach to managing employees throughout their career cycle. This framework supports the development of a culture where leadership is recognized at all levels of the organization and it will allow all employees to manage their careers. The first phase will redesign and integrate the previous SMG performance and succession management processes, followed by the integration of recruitment, compensation, learning and development. Future phases will expand to the MCP and feeder groups, ultimately encompassing the entire OPS workforce. This is a multi-year strategy that will take years to fully realize but a necessary one to both sustain the public service but also assist employees in meeting their aspirations. 29 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

34 INDICATORS Comparison of internal to external ratios of different groups in the OPS (leadership, management) Measures Ratio of internal to external hires for SMG equivalent classification compared to ratio of internal to external hires for other groups such as the MCP management cadre and feeder group. Targets Year over year improvement O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 30

35 Ministry HR Planning In addition to these corporate initiatives, ministries may also be focusing on unique, ministry HR initiatives that are aligned with the three operational priorities or in support of ministry-specific transformational priorities. When planning and executing HR initiatives, including business and workforce planning, ministries must take care to consider: the collective agreements for OPSEU, AMAPCEO and other bargaining partners; the Freedom of Information and Protection of Privacy Act (FIPPA) requirements; the French Language Services Act (FLSA) requirements; the Ontarians with Disabilities Act (ODA) requirements; the Accessibility for Ontarians with Disabilities Act (AODA) requirements; the Ontario Human Rights Code (OHRC); the Occupational Health and Safety Act (OHSA); the OPS HR Policies and Directives; the OPS Quality Service standards and; the Public Service Act. Ministries will play a critical role in identifying and addressing the gaps between the workforce of today and the human resources needs of tomorrow. Assessing the current workforce resources and how they will evolve over time will be managed by HR branches and supported by corporate workforce data. Good workforce planning requires an understanding of the representation of diverse groups in our communities and draws on the skills they have to offer. At the same time, it requires the employer to strike an appropriate balance of permanent and temporary employees in the workplace to ensure that business demands can be met. Working closely with senior management on results-based plans and operational plans will allow HR branches to develop ministry workforce proposals that reflect and support business priorities and respond to community needs. Ministries will utilize corporate strategies to address gaps. This important activity will enable the OPS to bridge knowledge gaps due to attrition, achieve maximum organizational effectiveness and ensure that separate ministry initiatives are linked to the OPS HR Plan. 31 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

36 Critical HR Supports The Centre for Leadership/Human Resources Management (CFL/HRM) of the Ministry of Government Services was created in 2004 to deliver integrated human resources services and initiatives to the OPS. It is accountable, along with Ministry HR branches, for all aspects of HR management supports. It has played a major role in the modernization of the OPS. In 2004/2005, a number of initiatives were achieved and they serve as building blocks for implementing the OPS HR Plan. The initiatives were: The CFL/HRM and the Modernization Secretariat, MGS will play critical roles in providing corporate HR programs to support corporate priorities. The other critical component will be the development of a new HR Service Delivery Model. Subject to approval, the new model will ensure that HR services in the OPS are co-ordinated, integrated, and efficient, with clear rebalanced accountabilities leading to greater consistency OPS-wide. Ultimately, these supports must work for the manager in order to support employee success. Development of an Employee Relations Strategy Development of an OPS Recognition Strategy Launch of HR Service Delivery Transformation Project Launch of the Ideas and Innovation Program Expansion of CFL/HRM courses to Management Compensation Plan (MCP) managers (18 level and up) O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 32

37 Key Roles and Responsibilities The ability to achieve human resources goals will depend on the participation of all employees and managers. Results will reflect a rebalancing of line ministry versus central agency accountabilities. Accountabilities for delivering and implementing the HR Plan are as follows: ROLE Role of Employee Role of Line Manager Role of Ministry HR Branches Role of Deputy Ministers and their senior management teams Role of CFL/HRM, MGS RESPONSIBILITIES Active participation in implementation of corporate and ministry human resources initiatives. Championing and operationalizing corporate and ministry human resources initiatives at the work unit level. Championing, operationalizing and monitoring corporate human resources initiatives at the ministry level including workforce plans. Providing ministry data for corporate roll up of results on the OPS Human Resources Plan. Providing feedback as requested on the ministry's results in relation to the OPS Human Resources Plan. Endorsing the one employer concept and corporate approach to human resources management. Championing the implementation of the OPS Human Resources Plan. Reviewing ministry progress reports against OPS Human Resources Plan initiatives and adjusting implementation as required. Reviewing results achieved on OPS Human Resources Plan. Co-ordinating and leading the identification of HR priorities and key measures that will form the framework for the OPS HR Plan. Implementing action plans to achieve HR strategies supporting the operational HR priorities. Consulting and listening to internal stakeholders (e.g. staff and managers) on HR issues. Monitoring overall progress in relation to enterprise HR performance measures. Evaluating results and preparing action plans for strategy adjustments as needed. Role of Bargaining Agents Dialogue and collaborate with CFL/HRM, MGS to scope and advise on all aspects of the OPS HR Plan. Support an enterprise-wide approach to HR Planning. 033 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

38 LEADERSHIP COMMITMENT Managers and employees will benefit from HR services that provide improved strategic and functional expertise and tools and supports that are based on best practices and informed by the latest HR trends. In addition to these services, the HR community will provide direct delivery of the strategies outlined in this Plan. All senior leaders in the OPS have a responsibility to make this Plan happen and to ensure that managers and employees have a workplace that leads to their personal and professional success. Managers in the OPS are key contributors to delivering results. To that end, the OPS HR Plan incorporates a commitment to address the human resources needs of leaders and managers. HR strategies that are implemented over the next three years will aim to provide practical supports and services to enable better human resources management. We commit to implementation excellence. Employees in the OPS need to be recognized and valued for their contributions to today's OPS workplace. The OPS HR Plan priorities focus on providing employees with the right tools and resources to do the job. Modern management will enable employees to better contribute toward results. We commit to regular communications to our employees and our bargaining agents on HR strategies and results. This is an action plan and is well underway. Ultimately, the OPS is the place to work! O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 34

39 APPENDIX OUTCOMES AND PERFORMANCE MEASURES How will we know if we are making progress in the organization and facilitating the achievement of our business commitments? The success indicators set out here represent high-level indicators at the maturity of our plan in Baselines and targets will be determined as part of an overall HR measurement initiative. Identifying human resources measures for the OPS is a priority to support the initiatives of the OPS HR Plan and ministry workforce planning. Priority HR measures that are identified will form part of a measures/metrics report for senior officials. This report will permit the organization to monitor the achievement of the HR outcomes. KEY SUCCESS INDICATORS OF THE HR PLAN: WHAT ARE WE MEASURING CAPABLE AND INNOVATIVE WORKFORCE We will have a workforce with the capability to address emerging and future organizational challenges. With the best possible mix of young professionals and experienced and skilled employees, it will be a workplace where people are in the right roles at the right time with job skills required. New ideas and technology will continue to be tools for business transformation. 1. More balanced demographic mix at all levels of the organization to ensure succession planning. Finding the right mix of new professionals and experienced employees to achieve a balance of workforce renewal for the transfer of knowledge will be crucial for OPS effectiveness and innovation. 2. Number of proposals submitted through the integrated Ideas and Innovation Program. It is a widely recognized that fostering a climate of innovation within an organization contributes to organizational health and can make for a more rewarding career for employees. This measure identifies the participation of staff in generating ideas that have met criteria for funding. 35 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N

40 WHAT ARE WE MEASURING DYNAMIC LEADERSHIP We will have results-oriented leaders with strong people management skills capable of shaping business direction that is aligned with Ontario's business goals and priorities. At all levels we will have a sustainable supply of leaders, from diverse backgrounds, equipped with the skills and competencies needed to meet current and emerging challenges. 3. Retention rates of employees in talent acceleration pool (1&2). Retention rates of MCP, SMG/ITX high performers indicate the organization's ability to identify, build and retain future leaders of the OPS. 4. Number of appointments made with candidates in the current acceleration pool. The talent management strategy encompasses succession management within the OPS. This measure indicates the effectiveness of talent management. COMMITMENT TO QUALITY PUBLIC SERVICE Our workforce will consist of employees who are proud to be members of the Ontario Public Service, a quality organization. Employees will have clear understanding of their individual contribution to achieving Ontario's business goals. Commitment to the public service will be demonstrated by active engagement in the workplace and be supported by innovation and recognition. 5. Percentage of citizens surveyed who are satisfied with the delivery of government (OPS) services. Customer satisfaction is a critical marker of employee commitment. This measure identifies our satisfaction rates and sets a benchmark for improvement. LEARNING ORGANIZATION We will continue to foster a learning culture. Through enterprise-wide learning priorities and a learning infrastructure, we will address current and future learning needs of our people and our organization. We will have a workplace culture where active learning is supported. 6. Satisfaction rate on the quality of the training program. Learning in the OPS is critical in building and maintaining our skill base. This measure identifies the quality of corporate learning programs. ENGAGING AND FLEXIBLE WORK ENVIRONMENT We will have a workplace where there are shared values among managers and employees including a commitment to diversity, honesty, integrity and adaptability to change. A differential approach to individual performance is recognized and reflected in compensation. 7. Number of staff receiving formal recognition awards falling within the core corporate categories. Recognition programs acknowledge employee contributions to the workplace. Managers that recognize and acknowledge staff create an engaging work environment. This measure identifies a baseline for activity within the OPS. 8. Average number of days of short term sick leave usage per employee. A positive, healthy and safe work environment supports employees in achieving results. This measure is an indicator of attendance trends in the workplace O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E P L A N 36

41 O N T A R I O P U B L I C S E R V I C E H U M A N R E S O U R C E S P L A N > CONTACT HR Policy and Planning Branch HR Strategy and Policy Division Ministry of Government Services 13th Flr - Ferguson Block 77 Wellesley Street West Toronto, ON M7A 1N3 Copies of this Plan are available at: