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Civilians in Defence: Reducing the Staffing Burden by 20%

Civilians in Defence: Reducing the Staffing Burden by 20%. UMCC HR Sub-Committee June 1, 2009. Civilians in Defence: Workforce Overview. Executive 0.5%. DND Civilian Workforce: Management Environment approx. 70% of civilian workforce managed by military managers

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Civilians in Defence: Reducing the Staffing Burden by 20%

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  1. Civilians in Defence: Reducing the Staffing Burden by 20% UMCC HR Sub-Committee June 1, 2009

  2. Civilians in Defence: Workforce Overview Executive 0.5% • DND Civilian Workforce: Management Environment • approx. 70% of civilian workforce managed by military managers • 75% located outside NCR • 86.6% indeterminate Scientific & Professional Operational 9.7% Technical 10.4% 34.0% 17.0% Administrative Support 26.0% Administrative & Foreign Service

  3. Total civilian population: • 29,424 (31 Mar 09) Yellowknife28 LEGEND Land Forces Goose Bay39 Air Forces Gander41 Maritime Forces Training NDHQ Canada Command Cold Lake 407 St. John’s 56 Edmonton 708 Bagotville 258 Dundurn127 Comox254 Wainwright 416 Halifax 3,397 Valcartier 1,628 Nanoose 35 Shilo350 Ottawa-Gatineau8,662 Suffield 777 Aldershot 53 Petawawa 889 Winnipeg 701 Esquimalt 2,708 Gagetown 1,101 Moose Jaw 44 Greenwood 332 North Bay 90 Montréal 1,993 Kingston 1,656 Borden 1,205 London 89 Trenton 626 Toronto426 3 Civilian Employees by Location

  4. Civilian HR Management Accountabilities DM/CDS Functional Authority - ADM HR-Civ Level 1 (Military/Civilian) Strategic Policy & Program Role Level 2 (Formation Areas & DGs) Base/Unit (COs & Directors) Integrated Role for Regional Service Delivery/Strategic Implementation Enabling Environment: Policy, Programs, Processes, Training & Tools

  5. ADM HR-Civ Intent: Reducing the Staffing Burden • In partnership with managers, HR-Civ is: • providing functional leadership & guidance to ensure a sustainable, competent & productive civilian workforce; • engaging managers & HR service providers across Canada to communicate the intent/importance of PS Renewal and what it means for DND; • reviewing & analysing current HR management processes & practices to identify opportunities to reduce the staffing burden; • improving responsiveness of HR service providers to DND/CF civilian HR management requirements; and • implementing and monitoring an Action Plan (see Annex A).

  6. Centres of Gravity: Addressing Workforce/Workplace Challenges Own:Organizational capability to deliver • Staffing framework & related processes are seen as a cumbersome “web of rules”, creating conditions that negatively impact the operational requirements of DND/CF Opposing:Knowledge & participation of DND/CF management • Management of civilian personnel is a partnership that requires the informed engagement and ongoing commitment of managers (military and civilian)

  7. Where We Started…. Content update/ ADM HR-CIV Briefings to CF Succession Planning Strategy Assessment Inventory CWD Library Online Testing Tool Performance Measurement Redesign Marketing & Communications HR-Civ Content Review (DP 1-5) Career Fairs Outreach Plan Staffing Delegation Implementation Enhancements to Service Delivery Technologies Organizational Design Activities Review HR Training Curriculum Collective Staffing InfoPak Service Standards Review Re-launch MCHR Course Staffing Strategies Mat HR Service Delivery Pilot Casual Assessment Recruitment Strategy CWD Project E-position file Learning Strategy/ HR service providers HR/ Business Planning SOMC library Security/ SLE Requirement Review CFRG Collaboration Business Process Simplification/ Automated Information Systems SIP Calendar & Video

  8. Components of an Action Plan: Thematic Breakdown Recruitment & Outreach Planning Classification Staffing Learning Policy Alignment HR/ Business Planning SIP Succession Planning Framework Organizational Design Activities Performance Measurement Redesign/ Service Standards Review E-Position File/ CWD library CWD Project Business Process Simplification/ Automated Information Systems Outreach Plan/ (Career Fairs, Calendar, Video & CFRG Collaboration) Recruitment Strategy Marketing & Communications Performance Measurement Redesign/Service Standards Review Staffing Strategies (Collective Staffing InfoPak, SOMC Library) Staffing Delegation Implementation New mechanisms (Assessment Inventory, On-line Testing Tool) Business Process Review (Casual Assessment, Mat HR Service Delivery Pilot, SLE/Security Requirement Review) Enhancements to Service Delivery Technologies Content update of ADM HR-Civ Briefings to Sr. CF members Review HR Training Curriculum Re-market updated version of MCHR Course HR-Civ Content Review (DP 1-5) Learning Strategy for HR service Providers Enabling Infrastructure (e.g., websites & systems) 9

  9. Enabling the Defence Mission: 2008/09 R4 (right person, right skills, right time, right place) Performance Measurement, Monitoring & Reporting PS Renewal: Departmental Action Item: 20% reduction in staffing burden Policy Alignment Planning Classification Recruitment & Outreach Staffing Learning Enabling Infrastructure DND Policies and Practices Functional Authority Legislative Framework (PSMA/PSEA)

  10. Illustrative Example - Planning Actions: • Provide direct advice and service to managers in support of integrated business & multi-year HR planning processes, including succession planning (e.g., Army/Navy/Air Force Days) • Managers to directly engage HR service providers early in planning & implementation discussions/consultations, including organizational design & restructuring activities Results: • More accurate & detailed forecasting of Civ-HR requirements, including better Strategic Intake Plans leads to: • aligned business & Civ-HR plans, focused staffing strategies (e.g., fewer processes, more appointments & appropriate use of casuals), reduced level of effort (managers/HR service providers) & more timely R4 hires

  11. Illustrative Example - Classification Actions: • Engage/consult early on organizational design • Streamline classification process by implementing collective work descriptions for all types of work across DND Results: • Cost avoidance in level of effort for managers/HR service providers of $9M/year at steady-state • Collective work descriptions that support fair & transparent classification, reduction in level of effort in writing of work descriptions & classification of positions (managers/HR service providers) • Ready to staff immediately (within days as opposed to months)

  12. Illustrative Example – Recruitment & Outreach Actions: • Develop & implement multi-year strategies, including funding to sustain number of key professional & operational workforces • Promote greater use of existing GoC recruitment programs (e.g., Post-Secondary Recruitment, Management Trainee Program, student bridging) through a comprehensive communication strategy & targeted staffing to elevate DND’s profile in public domain & attract new talent Results: • More focused outreach based on better business/HR plans, including strategies to recruit employment equity groups • Target efforts and investments ($20M) for shortage groups based on demographic & labour market analysis

  13. Illustrative Example - Staffing Actions: • Simplify & streamline specific processes & practices • leverage technologies to support improved HR business processes, but still too slow • Move away from individual process per vacancy to collective planning action (see slide 11) Results: • New service delivery structures & modernized tools (e.g., Materiel Group HR service delivery structure; assessment inventory in Mar 09; enhancements to Statement of Merit Criteria/Collective Work Description libraries; Statement of Requirement developed for on-line testing) • Timely & appropriate access to HR advice & services, increasing effectiveness of staffing processes

  14. Illustrative Example - Learning Actions: • Updated & re-launched Managing Civ HR Course (MCHR) as mandatory requirement for new supervisors & managers (civilian/ military) • Review, in consultation with Managers/ clients, HR training curriculum to identify other training requirements • e.g., DP 1-5 content updated (next 2-3 FYs), PE development program updated & formalized (end FY 2008/09), Learning Strategy for HR service providers (ongoing), New Training Curriculum Strategy developed (end FY 2009/10) Result: • Significant number of new events to support knowledgeable managers/ service providers, built on individual learning plans

  15. Measuring Success: Key Indicators of Management Success • HR plans that result in better developed & articulated strategies with better implementation • increased stakeholder awareness (e.g., managers, employees, union representatives, etc.) • Hiring strategies that result in timely recruitment & staffing • e.g. fewer processes, more appointments per process, better use of collective work descriptions, simplified security and language requirements • Client satisfaction balanced against accountabilities • Contributes to a productive workplace through transparent and fair processes • e.g, “R4” (right person with the right qualifications in the right place at the right time)

  16. Continuing Our Way-Forward • Improved integrated business & HR planning, multi-year strategies • Broader use of collective work descriptions • Targeted implementation strategies to manage national & regional staffing • Enhanced training & communication for managers & HR service providers

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