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Community Management Framework

Community Management Framework. Presentation to UMCC HR Sub-Committee 2 June 2006. Community Management Framework. Context on Requirement Current Situation Proposed Framework Proposed Roles/Responsibilities Challenges/Opportunities Potential Benefits Collective Staffing.

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Community Management Framework

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  1. Community Management Framework • Presentation to UMCC HR Sub-Committee • 2 June 2006

  2. Community Management Framework • Context on Requirement • Current Situation • Proposed Framework • Proposed Roles/Responsibilities • Challenges/Opportunities • Potential Benefits • Collective Staffing

  3. Community Management Framework • Departmental leadership and management of functional communities ensuring consistent HR requirements and practices such as: • comprehensive HR planning and communication • common work concepts and organizational structures • collective recruitment and staffing • generic work descriptions, statements of merit criteria and competency profiles • standards and horizontal programs in learning and professional development • succession management

  4. Community Management Framework: The Drivers • Responding to: • HR Modernization, CF Transformation and HR Plans • DND Corporate Priorities • Accountability – PCMAF • Need for program consistency and effective and integrated support/service • Demographics and labour market pressures • Client demand for community approach

  5. Proposed Community Management Framework LEADERSHIP Recruitment and Retention Learning and Professional Development INTEGRATED WORK PROCESSES WORKING TOGETHER ETHICS AND VALUES Well-Being Communication and Consultation SUCCESS

  6. Proposed Community Management Framework LEADERSHIP – HR Planning, Functional Direction, Management Support • Recruitment and Retention • Environmental Scans • Workforce Analysis • Common Structure and Generic WDs • Standard Statements of Merit Criteria • Collective recruitment and staffing • Security and OL Requirements • Orientation Program • Succession Management • New Hire and Exit Interviews • Learning and Professional Development • Competency-Based Management • Personal Learning Plans • Performance Management • Departmental Study Program • Apprenticeship, Officer Development Programs • Career/Leadership Development • Knowledge Transfer INTEGRATED WORK PROCESSES WORKING TOGETHER Partnerships, Effective Relationships ETHICS AND VALUES • Well-Being • Physical environment: OH&S, accommodation in workplace • Work practices: acting/ assignment opportunities, workload management • Work-Life harmony: Alternate Work Arrangements (AWAs) • Personal state: EAP, Compensation and Benefits • Communication & Consultation • Community meetings • Mentoring • Networking • Conferences • Professional Associations SUCCESS – ACTIVE PARTICIPATION Individual, Organizational and Functional Community

  7. Proposed Roles and Responsibilities • Functional Authority (Prime User/Process Owner): • Represent community interests across DND and interdepartmentally • Solicit L1 management support/participation • Define community and oversee horizontal HR planning • Direct and manage community practices • Consult with managers, unions, employees • Apply community management framework including consistent application of generic processes

  8. Proposed Roles and Responsibilities • ADM (HR-Civ): • Assesses HR Plans and defines priorities with L1/Functional Authority • Provide integrated project-based service within “Community Management Office” context: • Liasing with client organizations • Establishing partnerships on behalf of ADM (HR-Civ) • Assisting in needs identification and developing project plans • Assisting with implementation of project plans

  9. Challenges and Opportunities • Challenges: • Need commitment of time and money • Need to demonstrate results and return on investment • Need to align with government initiatives • Need managers to assume ownership • Must have buy-in and flexibility to move people • Opportunities: • Will streamline classification, recruitment and staffing • Will address some retention issues • Will save time and money • Will facilitate partnering with other sectors such as OGDs, CF and industry

  10. Potential Benefits • Responsive to both government and CF/DND priorities • Strengthens functional authority role • Puts in place a deliberate plan to develop and maintain capacity • Simple and transparent framework understood and supported by all stakeholders • Provides for integrated and consistent HR management • Inclusive of broad community within DND and in OGDs

  11. Questions / Comments

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