Human Resources Strategy & Plan. Preparing CNL s people for tomorrow s challenges

Transcription

1 Human Resources Strategy & Plan Preparing CNL s people for tomorrow s challenges

2 The CNL Vision OUR CORE VALUES Safety Respect Teamwork Accountability Integrity Excellence OUR MISSION The Environment Sustainable energy Curing Cancers Global Commercial Success OUR VIVID DESCRIPTION We stand proud as a global leader advancing nuclear science and technology. The world comes to us to solve the toughest technological challenges. We have the most effective industrial partnerships of any national laboratory. Our campuses are home to a vibrant community of the world s brightest innovators. Our people know they are making a difference in the lives of people around the world. Our customers in industry and the Canadian government value us. OUR PURPOSE Advancing nuclear science and technology for a clean and secure world. A sound guiding philosophy for CNL to use for many decades to come A clear picture of specific opportunities over the next several years 2 Human Resources Strategy & Plan

3 A Message from the President Our people make a difference. Our people make a difference in this world. Our people help ensure that Canadians and others around the world have clean air to breathe, energy to light and power their lives, and confidence that the technology which makes this happen is safe. Our people deliver ground-breaking science in the fight against cancer; their work improves the health of populations across the globe and equips first responders with the toolset they need in the event of nuclear emergencies. Our people are protecting and restoring the environment by providing a solution for historic wastes and legacy liabilities. Our people help agencies stand watch over our borders, ensuring nuclear materials are being responsibly safeguarded and managed. And, our people are proudly supporting the laboratory operations which enable all this to happen. The document that follows contains a detailed picture of how our people our workforce fit into CNL s vision for the future. Without question, our organization is evolving, transforming, revitalizing, changing to align our capabilities and our work with the needs of our customers, federal and commercial. This will have an impact on our people. What we hope to accomplish in this strategy is help provide some level of certainty into what that change will look like, and how we collectively as an organization can ready ourselves for the changes and work together to successfully navigate them. With change comes opportunity 882 opportunities in fact, when you factor in attrition. The projections are quite positive in terms of overall retention and the need to attract high calibre candidates into our science programs. We are also committed to working alongside those employees impacted by the shutdown of the NRU reactor to create opportunities to keep their skills here within CNL or position them for success in other ventures. This is our first HR Strategy and Plan. We consider our colleagues in the various professional groups as partners in the development of this strategy, and their input has been and will continue to be, valuable as we revisit and refine our planning over the years ahead. This plan was developed not in isolation, but through a concerted effort by individuals from across our company to create a plan for our people that will lead not only to company success, but to personal and professional success for the individuals who make CNL Canada s premier nuclear organization. Mark Lesinski 3

4 Contents Our Purpose...5 An Overview of the HR Strategy and Plan...6 HR/Resource Management Strategy...8 Tactics An Overview... 8 Science and Technology...10 Capital Projects & Engineering...11 Decommissioning & Waste Management Corporate Services Human Resources Strategy & Plan

5 An Overview of the HR Strategy and Plan CNL s workforce requirements will adjust as CNL meets its commitments and becomes commercially competitive. People are the backbone of the organization and these changes will affect our staff. CNL is committed to supporting staff and unions through these changes. This plan amalgamates the CNL human resources work plan requirements, enabling CNL to integrate agreed strategies and tactics in support of workforce alignment and talent management activities. This plan is a guide that identifies the framework of workforce changes required and outlines initial options available. The execution of activities will be affected by employee decisions and union agreements. CNL is in growth mode over the next three years and expects to redeploy the majority of staff affected by workforce reductions. All new hiring requirements will be reviewed for short-term or longer-term need. Hiring will be fulltime, term or contract. Over the next 10 years, the Science and Technology area is targeted to grow by 20 percent or more. Research and Development is working closely with Human Resources to attract and retain the subject matter experts. The S&T resource requirements and plan activities are outlined in the Strategic S&T Capabilities at CNL Plan ( PLA-003) and supported through HR processes. The Retain, Retrain, and Redeploy program implemented to support staff affected by the NRU shutdown is a model of best practice and oversight that can be used or modified for other areas. Management, unions and staff all support the goal to maximize redeployment opportunities. The Whiteshell Laboratories (WL) and Port Hope (PHAI) sites have been reviewed independently. It is also possible to redeploy between sites, with additional review required for each potential case. There is a great deal of work to support workforce alignment and talent management with the changing mandates. This integrated plan provides the change details with a framework of options and activities to support CNL s people and meet CNL s objectives. It is expected that the resource reduction changes over the next 10 years will be managed through redeployment and attrition. Except for the planned terminations for closure projects at Whiteshell and Port Hope, there is no expectation of large-scale involuntary terminations over the next 10 years. 5

6 Purpose The purpose of the Human Resources Strategy and Plan is to create a roadmap for how CNL will navigate through a series of shifts in employee resource requirements in a planned, integrated, and collaborative manner over the next nine years. CNL is hiring over the next three years to meet its increased staffing demand. The net increase is primarily in the Science and Technology (S&T) area, as the balance of our workforce shifts as we move toward our vision of advancing nuclear science and technology for a clean and secure world. Our top challenge over the next few years will be to attract high quality S&T talent globally to augment our already existing high-calibre Research and Development team, to build strength in new capability areas, and to effectively replace those planning to retire. The second major challenge we face is the redeployment of employees impacted by the NRU Shutdown. As work processes become more efficient and effective, the demand for resources in some areas is likely to decrease. The extent of the resource demand change won t be known before EVMS is fully operational and the 10-year resource plan is complete in December We anticipate that over the next two to three years, and on an ongoing basis, we will continue to look at the most-effective and cost-efficient ways of delivering non-core services. Within this overall context, we expect our attrition rate to be in the range of 7.5 percent per year, which may be slightly conservative. When we factor in the three-year resource demand forecasts by line area, resource supply as of July 1, 2017, and a conservative attrition estimate of 7.5 percent annually, we are projecting 882 vacancies to be filled. In our review of occupational codes, we have identified where there are transferable or comparable requirements. We expect approximately 30% of employees in positions where there is a decrease in resource demand can be redeployed into a growth area, such as S&T or Decommissioning & Waste Management (D&WM). We also expect that the majority of the 70 percent balance will find a fit in the expected vacancies or, with some training, be able to fill one of the remaining growth-area vacancies. Redeployment is not a unilateral process, but a collaborative one where HR Resource Specialists work with employees, unions, and line areas to find the optimal alignment between business needs and employee strengths and aspirations. The in-process NRU Redeployment initiative is our successful prototype for managing through a complex redeployment. Our third key challenge is availability of firm data prior to the completion of the 10-year resource plan in EVMS in December This HR Strategy and Plan captures what we know now and points to what we re exploring. An update in 2018 will draw resource demand from EVMS, which will be more robust than the current forecast demand, and will incorporate progress in other initiatives currently underway and collaborative input from unions and employees. 6 Human Resources Strategy & Plan

7 CNL Projected Headcount Change by Occupation Group 2017 to 2020 Administrative and Clerical Support Staff 56 Engineers Labourers and General Service Workers 57 Operators Scientists 45 Technicians 128 Trades A note on the charts that appear in this document: This document, and the full Human Resources Strategy and Plan document available in TRAK, use a standard resource dictionary system of job categorization called Occupation Codes. While commonly used at other nuclear laboratories for budgeting and planning purposes, it is new to CNL and we have begun to use it here and for our P6 budgeting work. While some of these occupational code/group names look familiar to us, such as Technicians or Operators, they do not necessarily imply what we normally associate with those job labels. So, you will not find your job title, your job itself, or your name in this document. Instead, the work we all do has been collected and compiled into similar roles, captured in nine broad occupational code categories as noted in the chart above. The details of these occupational codes and how roles have been assigned can be found in Appendix B, C and D of the full Human Resources Strategy and Plan document. 7

8 HR/Resource Management Strategy CNL s Human Resources strategies are to: Strategy 1 Engage in open and transparent communication of HR strategies, tactics, and plans in a manner that respects people s need for information and a sense of control over their own lives. Strategy 2 Work collaboratively and partner with our unions to create and negotiate innovative ways to manage through divergent and/or competing interests effectively where they arise. Strategy 3 Develop excellence in talent acquisition, retention, and engagement of global science and technology resources and any other resources with highly specialized, high-demand/low-supply skills and capabilities. Identify new and creative ways to compete effectively for promising early-career talent as well as senior scientists at or near the top of their fields to support innovation and, in particular, commercial growth will be explored. Strategy 4 Retain existing full-time and part-time regular employees to build engagement and to continue to be a source of highly skilled jobs and a key driver of local economic benefit in our communities. Tactics An Overview Skilled and qualified employees are available and needed: Resource demand decreases in one area but exists or increases in another area: Resource demand increases and/or new skills are required: Retain Redeploy Recruit Strengthen our employee value proposition overall Financial retention programs Career management Enhance and broaden our internal capability Broaden our external capability and reach Strengthen our employee value proposition overall Strategic Hiring Temporary and Permanent Relocations Retraining Enhance and broaden our internal capability Broaden our external capability and reach Strengthen our employee value proposition for S&T 8 Human Resources Strategy & Plan

9 Strategy 5 Strategy 6 Strategy 7 Utilize a managed approach to staffing decisions, such as potentially bridging employment between work assignments, retraining initiatives, staff relocations, or outsourcing work for periods of time. Analyses will account for the costs, benefits, and risks of key alternatives (such as relocate vs. release). Comply with all legislation and regulations, licencing requirements and conditions, nuclear and conventional safety protocols, and contractual obligations. This includes existing collective agreements, employment contracts, and commitments to employees. Where required to facilitate objectives, CNL will work to negotiate changes in a manner that respects all stakeholders. Strategy 8 Strategy 9 Use attrition to the greatest extent possible to achieve reductions in staffing levels driven by changing business needs. Develop excellence in alternative resourcing strategies, such as screening and hiring casual employees who can be called in for short or longer-term work assignments on quick notice, comprehensive third-party agency agreements, union halls, and other tactics for meeting immediate, fixed-duration needs. Leverage Canadian Nuclear Energy Alliance (CNEA) expertise by drawing on global nuclear talent for best practices, mentoring and development of CNL staff, and depth and breadth of expertise through Reach Back for example, in specialized areas. 10 Manage CNL effectively, including periodic review of what we ve defined as our core competencies and how both core and non-core competencies are most effectively delivered. 9

10 Science and Technology Research & Development Projected Net Headcount Change by Business Unit 2017 to 2020 Administrative and Clerical Support Staff 10 Engineers Scientists 31 Technicians Together with the facilities and equipment, CNL s S&T employees form the basis of the capabilities that define the Laboratories. The overall HR strategy for Science & Technology (S&T) is to retain and grow the expertise required to sustain and expand CNL s S&T capabilities to achieve the S&T strategies outlined in the CNL 10 Year Plan. Highlights include: Retain: Hold stay conversations to understand what s important to employees Encourage and support employee career development Expand succession planning to include not only leadership but also technical roles Offer more career fluidity Explore personnel exchange options, globally Examine total rewards programs, employee recognition, and spousal employment support Grow: Targeted recruitment for specialized skills, leveraging university alliances, engagement of S&T staff in networking connections, leveraging the CNL Board of Directors and Science Advisory Board members networks, and CNEA affiliates Work collaboratively to develop an effective and competitive total rewards philosophy for S&T Optimize and expand internship, Researcher Emeritus, and Post-Doctoral Fellowship opportunities 10 Human Resources Strategy & Plan

11 NRU, Site and Nuclear Operations Operations Administrative and Clerical Support Staff -5 Engineers 8 24 Labourers and General Service Workers 6 Operators Technicians 10 Trades On 2018 March 31, the NRU will shut down its day-to-day operations after 60 years of operation. A full complement of approximately 402 staff are required until the defuel, dewater stage of the shutdown in 2018 September. The NRU organization will be reduced to approximately 200 staff at this time. Over the next two years, Operations will experience a gradual reduction in resource requirements to approximately 50 employees. The majority of those resources will be Nuclear Operators, supporting continued work in the Rod Bays. From 2019 September to approximately 2021 June, activities will be underway to transition systems to a Storage with Surveillance state to enable the facility to be turned over to Facilities Decommissioning. Outside of NRU & Connected groups, Maintenance resources have already been reduced significantly, based on efficiency gains. Further changes will be driven by the evolution of infrastructure changes, as old buildings are removed and replaced with new ones requiring maintenance. Implementation of a Tri-Gen plant to replace the powerhouse will reduce site utility operations resources late in the 10 year period. However, this is expected to be offset by a resource demand to support new facilities and new commercial opportunities, such as actinide processing, space battery material processing / fabrication, and nuclear fuel development and production for external clients. As such, resource projections for Operations are sensitive to the outcome of the efforts underway to develop these new business initiatives. The reduction in NRU and connected resources is being managed through the Retain, Retrain, Redeploy strategy that is supported by a detailed multi-year plan (Plan for Redeployment of NRU & Connected Employees, PLA-007). Implementation of this plan is proving to be very successful in its first year, and the Plan is a model for subsequent group redeployment needs and the programs developed to support it Career Hub, Skills Inventory, retraining programs and so on are already deployed to varying extents to support other areas (e.g. Whiteshell). 11

12 Capital Projects & Engineering Capital Projects & Engineering Projected Net Headcount Change by Business Unit 2017 to 2020 Administrative and Clerical Support Staff 4 Engineers Technicians The Capital Projects team delivers projects safely, on time, and within budget, ensuring all quality and regulatory requirements are met. The overall size of the core CNL Capital Projects team will remain relatively consistent over the first half of the CNL 10 Year Plan and then naturally decline through normal attrition and redeployment as the site redevelopment matures. The Program Management Office (PMO) provides the rules and tools to Missions and Mission Support Areas to plan, track status, report, and manage their work scope in compliance with the internationally recognized standard ANSI/EIA 748-C Earned Value Management System or EVMS. The majority of systems, processes, and procedures will be operational by the end of fiscal 2017/18, with the remainder to be completed in 2018/19. By 2019/20, most of the Reach Back and contracted professionals will have completed their assignments to setup up EVMS and transferred the required knowledge and skills to CNL employees to maintain it. Engineering s mandate is to deliver competitive engineering services to the unique challenges of CNL for design, including nuclear safety and licensing. The transformation strategy will focus on simplifying processes and procedures, and empowering employees to position Engineering as a supplier of choice for engineering resources at Chalk River. An overall reduction of about one third of the current staff complement is expected over the next ten years, through attrition and redeployment, and in response to changes in internal resource demands with the NRU Shutdown, efficiency gains, and delegated design authority. Rising demand in the short-term from Decommissioning & Waste Management will provide redeployment opportunities to buffer any near-term impacts. Retain & Retrain: Utilise external expertise to augment team and transfer knowledge as required on a term basis Redeploy internally for both retention and career and skills growth 12 Human Resources Strategy & Plan

13 Decommissioning & Waste Management Chalk River D&WM CRL Administrative and Clerical Support Staff 11 Engineers 73 Labourers and General Service Workers Operators Scientists 14 Technicians 30 Trades CNL s Decommissioning & Waste Management (DWM) has a mandate to accelerate the reduction of radioactive waste and decommissioning liabilities, allowing new facilities to be constructed at Chalk River and the S&T Mission to flourish. With anticipated net growth of 200 positions in the next three years, DWM is a primary redeployment landing spot for CNL employees. DWM staffing is expected to peak at 560 in 2019/20, from 400 in 2016/17, and remain flat for approximately four years, followed by a gradual decline to 440 in 2025/26. Some of this growth is contingent on progression of the commissioning and operations of the Near Surface Disposal Facility. Projected resource requirements also included HSSE&Q resources embedded in DWM within integrated work teams. Approximately 60% of the growth positions over the next few years are roles where redeployment without significant retraining efforts is feasible. Retain & Recruit: Hire / redeploy from within, including future-dated offers to match release dates for NRU & connected employees Retrain for redeployment for example, the multi-skilling training program for Allied Council members following negotiation of multi-skilling in Hire specialized skill sets externally, where required, on a temporary (term) or full-time basis, depending on needs 13

14 Nuclear Power Demonstration D&WM NPD Scientists -1 Technicians Nuclear Power Demonstration (NPD) is a Target Cost Project with its own baseline and is not included in the long term. The expected closure in May 2020 will result in resource requirement reductions starting in 2019, with five to six personnel likely to be redeployed to D&WM at CRL, or potentially to other sites. There are no Occupational Codes experiencing significant increase or decrease over the three-year forecast. Embedded personnel are static and permanent employees are gaining skills which will make them successful in future prototype projects. Stay conversations are held routinely. The Health Physicist has taken on characterization responsibilities. Currently, this role is shared with D&WM and will naturally transition back to CRL as NPD requirements decrease. NPD is currently cross-training a second member of the core group for a facility authority role. 14 Human Resources Strategy & Plan

15 Historic Waste Program Management Office D&WM Port Hope Administrative and Clerical Support Staff 3 Engineers 5 24 Operators Technicians -1 Trades Historic Waste Program Management Office (HWP MO) The HWP MO, including both the Port Hope Area Initiative (PHAI) and the Low Level Radioactive Waste Management Office, is recruiting aggressively to meet resource needs at the peak of the project in 2019/20. The Port Hope project will be completed in 2022/23. HR strategies and tactics include: Retain & Recruit: Opportunities in Port Hope will be exposed to all CNL employees and where feasible, redeployment from within will be made available. The timing of project ramp-up aligns well with NRU Shutdownrelated employee release dates as well as providing developmental/promotion opportunities for current Port Hope Staff. Employees with transferrable skills who are mobile would find excellent learning and career development opportunities on the project and all opportunities will be exposed internally and externally simultaneously. External hiring where no qualified internal candidates are available. Retention of HWP MO employees is important over the life of the project, including providing career management support that can include redeployment to Chalk River / within CNL on project release, and facilitating transitions to other employment opportunities through Career Hub support services. 15

16 Whiteshell Laboratories D&WM Whiteshell Laboratories Administrative and Clerical Support Staff 3 Engineers 6 7 Labourers and General Service Workers 10 Operators 3 11 Scientists -2 Technicians 25 Trades The Whiteshell Target Cost Closure Project poses both challenges and opportunities, as is the case with any closure project spanning several years. Balancing staff retention in order to meet project milestones, with opportunities to redeploy employees willing to relocate, and supporting employees through what can be challenging life decisions is an ongoing process requiring flexibility and focus. Strategies and tactics include: Retain & Redeploy: Retrain, multi-skill, and/or redeploy available staff onto work that can be advanced where it makes sense to do so. Develop innovative means to motivate employees to remain on the Project for as long as they are needed, and through the use of the Career Hub, support their transition to future roles, either within CNL or externally. Explore opportunities to deploy staff from elsewhere within CNL to Whiteshell for peak work periods or to cover staff shortages for periods of varying duration, where it makes sense to do so. Recruit: Hire externally / engage external resources where required and unavailable internally. 16 Human Resources Strategy & Plan

17 Corporate Services Business Development and Commercial Ventures 2 4 Technicians Business Development: As new commercial leads and business opportunities increase, casual and term staff will be used to supplement peak workloads. Staffing with full-time employees will occur once the level of sales and customer support activities warrant it. Support for preparation of large proposals or product development activities requiring specialized skills or experience may require an external hire or use of contract personnel for projects that are generally shorter-term in nature. Corporate Affairs Corporate Affairs: As new challenges emerge, meeting increasing project demands and community interfaces, resource levels will require augmentation. In addition to supplementing the team complement with contract professional services, matrixed communication specialists are now embedded into Mission Areas to provide support. Measures such as these will continue. 17

18 Legal and Insurance Legal and Insurance: After an increase in scope in the first quarter of , the numbers will stay relatively static through the 2020 fiscal year. Heath, Safety, Security, Environment and Quality and Transformation (HSSE&Q) Administrative and Clerical Support Staff 8 Engineers Labourers and General Service Workers 5 27 Scientists 3 Technicians Heath, Safety, Security, Environment and Quality and Transformation: CNL s full suite of Health, Safety, Security, Environment and Quality programs are essential enablers of the Science and Technology and Decommissioning and Waste Management Missions, as well as Capital Projects and site licence activities. The strategy for transforming HSSE&Q is tailored to the unique needs of the missions, while driving improvements to achieve and sustain robust, efficient and cost-effective compliance with regulatory requirements, and sustaining a culture where CNL is always driving toward zero accident and injuries., the three-year resource forecast for HSSE&Q provides for a gradual reduction that can be managed through attrition and redeployment of staff into integrated project teams. The central HSSE&Q organization will maintain a surge capacity that is deployed as needed into line organizations. While not deployed, these personnel will be performing oversight activities, maintaining program documentation and supporting HSSE&Q central organization work activities. 18 Human Resources Strategy & Plan

19 Human Resources Administrative and Clerical Support Staff 2 Operators Human Resources: With overall staffing levels expected to reach approximately 2,200 by , no reduction in HR/Labour Relations staffing is anticipated without a corresponding reduction in the organization s level of diversity and complexity. Even in that event, it is expected staff would be redeployed internally within HR to provide a highertouch service level focused on engagement and retention of S&T employees, in particular. Finance & Business Services Administrative and Clerical Support Staff 17 6 Labourers and General Service Workers Finance and Business Services: The function of Finance & Business Services includes Finance, IT, Supply Chain and Prime Contract support to CNL. These services are currently undergoing significant transformation to meet the new operating requirements under the GoCo arrangement. At the same time, the function is experiencing increased demand for its services by CNL. 19

20 CNL Corporate Communications 286 Plant Road, Stn 700 A Chalk River ON, K0J 1J communications@cnl.ca