Human Resources Strategies In Times Of Change:
An Inventory of Initiatives
2nd Edition - 1997
List of contributors
Atlantic Canada Opportunities AgencyAtomic Energy of Canada Limited
Canadian Commercial Corporation
Canadian International Development Agency
Canada Deposit Insurance Corporation
Canada Mortgage and Housing Corporation
Citizenship and Immigration Canada
Environment Canada
Enterprise Cape Breton Corporation
Fisheries and Oceans
Health Canada
Human Resources Development Canada / Indian and Northern Affairs Canada
Department of Justice Canada
Natural Resources Canada
Natural Sciences and Engineering Research
Council of Canada
Old Port of Montreal Corporation
Public Works and Government Services Canada
Revenue Canada
Royal Canadian Mounted Police
Statistics Canada
Transport Canada
Treasury Board Secretariat
Foreword
I am pleased to share with you the second and most recent edition of the inventory of Human Resources initiatives. In response to feedback from the first edition, it has been prepared as a guide and information source to facilitate benchmarking, information exchanges, collaboration, or even joint-ventures among departments and agencies with similar interests.
Congratulations to all participating organizations: your efforts to improve the way we manage human resources are laudable and noteworthy. I continue to be impressed by the quality and diversity of recently completed and ongoing organizational improvement initiatives. Much of this work is supportive of «La Relève» and readers may well find nuggets they will be able to refine to suit their needs and circumstances.
It is important for me to know how useful you find this inventory, and whether or not it is the sort of document we should continue to update and share as required. Accordingly, your cooperation in filling out the short feedback form and returning it to the Organization Development and Effectiveness Section at your earliest convenience would be appreciated.
Jean-Claude Bouchard
Chief, Human Resources Officer
Human Resouces Branch
For additional information, or if you need help, please call Dave Flavell (613) 952-5389 or AndréDesjardins (613) 952-5249.
Table of Contents
Initiatives
Career Management...... (1-15)
Change in the Workplace...... (16-23)
Communications...... (24-44)
Consultative Management and Employee Involvement...... (45-47)
Delegation of Authority...... (48-49)
Employee Assistance...... (50-61)
Employment Equity...... (62-83)
Ethics...... (84-88)
Information Systems...... (89-92)
Management Strategies and Frameworks...... (93-109)
Performance Management...... (110-125)
Planning and Reporting...... (126-133)
Policy...... (134-136)
Rewards and Recognition...... (137-144)
Skill Sets and Competency Profiles...... (145-155)
Staffing and Classification...... (156-171)
Staff Relations
General...... (172-175)
Union/Management Relations...... (176-177)
Training and Learning...... (178-226)
Work Force Adjustment...... (227-235)
Reader Satisfaction Survey
Each initiative includes the name and number of a contact from the contributing department or agency. They also provide the number of the corresponding initiative in the other official language.
At the end of each section, you will find other initiatives linked with the main subject of the category. To see these initiatives, click on the initiative number.
This document was last updated on July 4th, 1997.
Career management
1Career Assessment Tools and Resources(Fr. 172)
Various career assessment tools and resources—such as the MyersBriggs Type Indicator (MBTI), True Colours, Strong Interest Inventory, DISC and SkillScan—are used to help employees learn more about themselves as individuals, and assist them in developing personal career plans.
Denise Revine (613) 993-8069
Royal Canadian Mounted Police
2Career-broadening Assignments Division (CAD)(Fr.169)
CAD, initiated in 1983, is a small division comprised of human resource professionals who broker assignments, while offering fast service and a minimum of “red tape”. The CAD program generally has about 500 indeterminate employees on assignments at any time (duration from six months to two years); this represents over 10 per cent of the 4500 indeterminate staff. There are many benefits for managers and employees. The program provides a quick process for temporarily staffing new projects or workload; facilitates the initial redeployment of employees due to downsizing or divisional restructuring; provides new work experience; provides career counselling; offers career support for employees who are experiencing difficulties; and provides special assistance to employees with disabilities.
Debbie O’Dwyer (613) 951-3730
Statistics Canada
3Career Centre(Fr. 166)
The Career Centre is a focal point for career development and planning services. It offers a range of group and individual services as well as programs designed to help employees take control of their own careers and to be in a better position to make informed choices. Career management services are available to all employees across the country. Services and programs include individual career counselling, several workshops and lunch-hour sessions on career-related topics, a wide range of resource material, a pilot mentoring program in the National Capital Region (NCR), career discussions, and activities to celebrate Canada Career Week. Employees also have access to several documents that were developed in house or in partnership with other organizations, such as a networking guide and booklets on job search strategies and techniques. In addition, a computerized system has also been created to capture counselling data and to produce reports on counselling activities and clients.
Patricia Jaton (613) 952-2830
Health Canada
4Career Counselling Component(Fr. 171)
As an essential part of our employee services under a redefined EAP program, we have included professional career counselling. A new brochure is available on request.
John R. Doucette (506) 851-2138
Atlantic Canada Opportunities Agency
5Career Development Program for Women(Fr. 175)
Phase III of the program was launched in June 1996. The program provides participants in the support and entry-level officer (level 1) positions with the opportunity to be more proactive in their career changes and advancement. Candidates must demonstrate above average potential and commitment, and meet all the selection criteria. The program curriculum consists of training activities (career counselling, personal growth and future core competencies), mentoring and assignment opportunities.
Karin Poljsak (819) 997-0653
Environment Canada
6Career Management(Fr. 170)
The agency is offering a career counselling service to all employees on a strictly voluntary basis. This service provides opportunities to analyze abilities and interests to better match personal
needs with career growth and development.
John R. Doucette (506) 851-2138
Atlantic Canada Opportunities Agency
7Career Management System(Fr. 177)
TBS will support continuous movement, both intra and inter departmentally, by putting in place such measures as an expanded career management service that will include career counselling, an electronic skills inventory, a policy on mobility, partnerships with other departments and day-to-day management of candidates and assignments. The complete system is scheduled to be in place by April 1999.
Mariette Ledo (613) 996-7353
Treasury Board Secretariat
8Change and Transition Workshop(Fr. 165)
This workshop provides employees with tools to assist them in dealing with organizational change and transition. It allows them to identify the typical stages of transition; explore different coping strategies; and recognize their personal resources when dealing with transition.
Denise Revine (613) 993-8069
Royal Canadian Mounted Police
9Internal Research Sabbatical Program(Fr. 176)
This program temporarily exempts potential research statisticians from their duties so that they may pursue concentrated full-time research on a topic of their choosing. The program is open to middle-level employees who have sufficient expertise and professional training to undertake a program of original research and analysis worthy of publication. Proposal evaluations are done in consultation with specialists from within and outside Statistics Canada. To date, a total of 20 proposals have been approved.
Réjean Lachapelle (613) 951-3763
Louise Bard (613) 951-1046
Statistics Canada
10Joint Career and Skills Development Committee: Progress Report(Fr. 168)
At the request of the membership of Local 404, Office and Professional Employees International Union, AECL offered career planning seminars to employees on a voluntary basis. The seminars were designed to help employees identify their strengths and ambitions, set developmental goals and take related actions. The seminars were well received; it is likely that this initiative will be repeated.
The Committee developed a “developmental resources guide.” This guide, prepared in cooperation with managers and employee representatives, contains information on the skill sets found within the bargaining unit. The guide also contains information and references for employees who want to develop their career plans.
The Committee is assessing the logistics of setting up a mentoring program.
Michel Labelle and Wendy Holland (613) 584-3311
Atomic Energy of Canada Limited
11Life/Work Series Workshop(Fr. 164)
This integrated, five-step, modular approach assists employees in placing the nature of career development within the context of the changing nature of public-sector organizations. This workshop assists employees to take control of their lives and work; see changes in the organization as opportunities rather than threats; establish rewarding life/work plans and goals; and become self-motivated and self-directed.
Denise Revine (613) 993-8069
Royal Canadian Mounted Police
12NHQ Career Centre and Job Search Facility(Fr. 167)
HRDC’s Career Centre and Job Search Facility provide career and job search support and advice to national headquarters employees through such services as career and vocational counselling, financial counselling, dedicated job search activities, noontime sessions on a variety of topics, and a learning centre offering a wide range of books, videos and selflearning tools. A national assignment service is also managed and promoted through the Career Centre to promote the use of developmental assignments, both within the Public Service and outside, through Interchange Canada.
Barbara Booth (819) 994-0828
Human Resources Development Canada
13Pas de deux(Fr. 173)
«Pas de deux» offers employees a chance to expand their horizons and learn about other areas of Health Canada. This program has two components, shadowing and exchange, both aimed at helping employees acquire new knowledge, skills and experience.
In the shadowingexperience, the employee follows the “host” through his or her daily routine, attends meetings and helps out where needed. It lasts for a period of one to five days. The exchange involves two employees who temporarily switch functions, which allows them to explore new career opportunities and to broaden their knowledge of the department. Exchanges are for a period of between one week and three months.
Patricia Jaton (613) 952-2830
Health Canada
14People and Jobs(Fr. 178)
This electronic inventory has been developed to help Environment Canada employees match their skills and career interests with available job opportunities both within and outside this department.
The new system allows users to search for job opportunities and to input and edit their own résumés. If employees wish to keep their identity confidential, they may withhold their name. Managers input and edit job opportunities, including indeterminate and term positions, assignments, contracts and requests for alternates. Employees can then search through the postings and apply for any opportunities that interest them.
The database was developed using the Folio VIEWS software to permit the user to access, create, edit, distribute, share and update information electronically.
Ron Duval (819) 997-8710
Environment Canada
15Professional Career Counselling(Fr. 174)
Employees have access to qualified career practitioners who help and guide them through career changes and transitions.
Denise Revine (613) 993-8069
Royal Canadian Mounted Police
Also see initiatives: 25, 121, 128, 145, 153, 156, 200, 204.
Change in the Workplace
16Alternative Working Arrangements(Fr. 36)
The Agency has developed a policy that explains the various types of alternative working arrangements and outlines the various factors to be considered in granting such arrangements. A brochure is available on request.
John R. Doucette (506) 851-2138
Atlantic Canada Opportunities Agency
17Alternative Working Arrangements(Fr. 32)
Telework and compressed work weeks were introduced to help employees in balancing their work, family and personal lives.
Dave Bartlett (613) 7484665
Canadian Mortgage and Housing Corporation
18Casual Dress Program(Fr. 34)
During this past year, the agency adopted a casual dress program for every Friday. Employees wishing to participate in the program pay a weekly fee and the money collected is donated to local charities.
John R. Doucette (506) 851-2138
Atlantic Canada Opportunities Agency
19Workshops on Flexible Work Arrangements(Fr. 35)
Three workshops were delivered on the use of flexible work arrangements for managers. An assessment of the need for additional training on this topic will be conducted in the coming year.
Fran Doyle (613) 943-0099
Natural Resources Canada
20Guide to Telework(Fr. 33)
Based on Treasury Board policy, PWGSC has prepared an easy-to-read guide to telework to provide employees with information on advantages and disadvantages to consider before making a decision on telework. Similarly, the guide assists managers in weighing the suitability of the work and the employee for telework. The guide includes helpful assessment exercises and tips that will ensure a successful telework arrangement.
Lyse Chartrand (819) 956-2068
Public Works and Government Services Canada
21Facing and Coping with Change Workshop(Fr. 30)
This one-day workshop for managers and employees will assist them to understand how they are personally responding to change; will give them a greater understanding of the change process; and will help them move toward empowerment by breaking organizational co-dependency. This means helping employees discover who they are now, if they are not defined by their jobs; understand what is important to them (core values); define where they want to be (visioning); and define how they are going to get where they want to go and what they need to get there (goal setting, skill development and enhancement). This should contribute to improved productivity and organizational renewal.
Penney J. Prud’homme(613) 736-2525
Public Works and Government Services Canada
22Surviving our Change Workshop(Fr. 31)
This half-day workshop for managers and employees within a defined work unit is designed to initiate an open dialogue on the current changes facing the group, to help employees discuss the impact of these changes on the individuals in the group, to identify some coping techniques for surviving the changes, and to identify resources available to employees with the changes. This should contribute to improved productivity and organizational renewal.
Penney J. Prud’homme (613) 736-2525
Public Works and Government Services Canada
23Mediation Network(Fr. 37)
Revenue Canada has established an internal network of 25 mediators who may be called upon to resolve a variety of conflicts, virtually anywhere in the country, through cooperation rather than investigation. The office of the Director, Workplace Enhancement provides support to the mediation network in various ways:
- continuous training and development;
- work-related information and discussions;
- coordination for the Justice Canada Shared Mediators Program;
- possibility of co-mediation;
- marketing of the service; and
- production of support tools.
Fernand Bélair (613) 952-8606
Revenue Canada
Also see initiatives: 8, 173, 179, 187, 208.
Communications
24All-staff Meeting(Fr. 53)
All-staff meetings are held quarterly in order to inform employees of goals, activities and decisions affecting the corporation and the employees. The employees are very welcome to actively participate.
Hélène Mihalus (613) 9953311
Canadian Commercial Corporation
25Bridging the Gap (BTG)(Fr. 43)
We have close to 1,000 women working in support category jobs in the department. In recognition of this critical mass of employees, the Deputy Minister has established a committee of support category employees who advise him on issues faced by this group. The advisory committee is called the Bridging the Gap Advisory Board. Under the auspices of BTG, training sessions, seminars and workshops are offered on such issues as work and home, child care, curriculum vitae writing and career planning.
A recent BTG success was a major twoday seminar attended by more than 100 support category women in the National Capital Region. This was the first time a meeting of support staff from all sectors had been organized to discuss work and career issues.
Michelle Crête (819) 9947378
Indian and Northern Affairs Canada
26Business Television Network (BTV)(Fr. 52)
HRDC has installed business televisions in more than 100 major field offices. BTV is a powerful tool for delivering just-in-time training on the new Employment Insurance legislation. It will also be used as a communication vehicle to build corporate cohesion.
George Leslie (819) 994-0841
Patricia Deguise (819) 953-1215
Human Resources Development Canada
27Collegial Approach to Resourcing(Fr. 38)
Weekly meetings with six directors general of the Supply Operational Service Branch and Human Resources Branch personnel are held to discuss strategic human resource matters and to create a collegial approach to resourcing. Terms of reference are available.
John Hemer (819) 956-4190
Public Works and Government Services Canada
28Employee Benefits Statements(Fr. 50)
Every two years, employees are given a personalized statement of benefits (produced with the help of PWGSC), showing their pension and insurance entitlements.
Danielle Huneault (819) 997-6545
Canadian International Development Agency
29Employee Representative at HRMC(Fr. 51)
An employee representative, the Co-chair of NSERC’s Staff Relations Advisory Committee, personally updates the Human Resources Management Committee at bi-monthly meetings on employee concerns and ideas. We have found that this improves communication and understanding between the employees’ representatives and senior management at NSERC.
Susan Seally (613) 992-8999
Natural Sciences and Engineering Research Council of Canada
30Employee Handbook(Fr. 47)
All new employees at CDIC receive the Employee Handbook when they start work. It is a small three-ring binder that contains an overview of CDIC, the organization’s mission statement and values, and the CDIC’s expectations of its employees. It is a good source of information on internal services such as translation, travel arrangements and office supplies, and also contains summaries of all HR policies, procedures and programs. The Employee Handbook has been revised effective January 1,1997.
Natalie McMaster (613) 943-8011
Canada Deposit Insurance Corporation
31Evaluation of Activities : «How Well Are We Doing?»(Fr. 46)
A report entitled How WellAre We Doing ? has been developed by employees of the corporation for employees of the corporation. It’s a monthly checklist of the corporation’s activities and accomplishments toward its target objectives, which are listed below: