People Practices Strategy
Post on 28-Mar-2016
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PEOPLE PRACTICES STRATEGY + 1
PEOPLE that make a diff erence
PRACTICES
2 + PEOPLE PRACTICES STRATEGY
PEOPLE PRACTICES STRATEGY + 3
WHAT IS THE PEOPLE PRACTICES STRATEGY?
The People Practices Strategy (PPS) is the City’s blueprint for
achieving organizational excellence through exemplary people
practices; to be a top employer in the community.
Designed to influence all activities that relate to the human
resources, or people, within The Corporation of the City of Guelph,
this plan outlines positive and achievable practices that will benefit
City employees, the organization and the community we serve.
Driven by the community Strategic Plan – specifically, a
community-focused, responsive and accountable government –
the PPS calls for new and updated human resource policies and
management approaches for the Corporation to achieve four goals:
a well workplace, foster and invest in learning and development
opportunities, strong leadership and best-in-class customer service.
Each goal is accompanied by a list of action items that capture what
employees, job seekers and the organization want. Employees
provided feedback in focus groups to help establish these action
items and best practices research was conducted to find out
what other top employers in the community are doing that has
proven successful.
WHY DO WE NEED A PEOPLE PRACTICES STRATEGY?
We know that investing in our people, the City’s workforce, will
lead to an increase in employee engagement, commitment to the
success of the organization and customer service, which translates
to satisfied customers and a more effective local government.
Every person who lives or works in Guelph will benefit from an
effective municipal People Practices Strategy. Attracting and keeping
the very best men and women is essential to ensure the very best
public services our community has come to rely on every day.
WHAT’S NEXT?
Although the Strategy’s goals will take some time to achieve, many
action items in the plan have been identified as priorities and are
currently underway. After each action item is either investigated
or achieved, information will be communicated to employees in a
quarterly People Practices that are Making a Difference Update.
Provide each employee with
a challenging, rewarding,
enjoyable and fulfi lling
career. Assist employees
with balancing their career,
home and personal life
through supportive human
resource policies and
management approaches.
GO
AL
1A well workplace
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1.1 A wellness strategy that addresses the physical, social and psycho-social needs of employees, and maintains and enhances the current commitment to employee health, safety and wellness.
PROPOSED ACTIONS:
Program and other popular wellness initiatives e.g. walking
programs and healthy eating promotion.
> a fitness centre, using the Annex building
> a wellness account included in the City’s benefit package to
be used toward fitness activities e.g. corporate membership
or discount for fitness centres in Guelph
> employee discounts for City delivered recreation and
leisure programs
> workplace childcare
> healthy food options at City locations
> employee lounge space
> formalized, flexible work arrangements
1.2 Competitive compensation practices that attract and retain talent while being financially responsible.
PROPOSED ACTIONS:
> personalized benefits options for employees to pick and
choose from within an established price range
> change vacation entitlements and eligibility i.e. provide
employees with vacation entitlement in the first year
of employment
> more maternity/paternity leave options i.e. top up beyond
Employment Insurance Benefits to 75%
> change the current overtime practices for NUME employees
> establish a Council approved ‘competitive’ position and group
of employers to compare salaries with to maintain salary
competitiveness for the non-union group of employees
> review the City’s sick leave entitlement to ensure it is
competitive and aligns with the Corporate Values
> a computer purchase program - interest free loans to
employees payable within a period of time through
payroll deduction
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1.3 A workplace diversity strategy
PROPOSED ACTIONS:
developing and retaining a workforce reflective of the
community it serves
the diversity of City employees
violence policies that help build respectful workplace practices
communities to advise the City on issues affecting them
e.g. employment, accessibility, public consultation
1.4 Employee recognition
PROPOSED ACTIONS:
contributions through the annual recognition event,
FROG program, summer barbecue and holiday celebrations
1.5 Flexible work arrangements
PROPOSED ACTIONS:
> flexible work hours
> compressed work week
> telecommuting
> job sharing
> flexible retirement options
> community volunteering during work hours
(defined hours to a maximum per year)
PEOPLE PRACTICES STRATEGY + 7
1.6 Continuity and integration of the City’s Corporate Values
PROPOSED ACTIONS:
programs and services including, performance appraisals,
selection, recruitment, and training
each year
1.7 Increase employee involvement in decision making
PROPOSED ACTIONS:
> establish temporary employee focus groups as needed
> more effective consultation and communication with
employees when decisions affecting their work are to
be made
> establish departmental workplan information sessions
for employees to provide input
> establish corporate advisory/strategy groups e.g. Human
resources, information technology, financial sustainability,
Foster learning as a way of
life, encourage creativity, and
actively promote and invest
in the skill and knowledge
development of every
employee. Establish a City
of Guelph commitment to
align career development
practices with employees’
personal goals and existing
corporate objectives.
GO
AL
2
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A Learning Organization
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2.1 A core learning curriculum
PROPOSED ACTIONS:
a clear link between core competencies (those required by
all City employees), role competencies e.g. director, manager,
professional/technical, skilled/semi-skilled workers, and job
specific competencies
these skills
*Competencies are the skills employees need to have in order to do their jobs effectively
2.2 A learning policy, linked to the City’s Strategic Plan, to address learning that is job-related, required by legislation, and can be used to build individual skills. A policy that allows learners to easily transition between roles within the organization.
PROPOSED ACTIONS:
> internal and external job exchanges
> job enrichment or stretch assignments
> cross departmental learning
> equitable access to professional development
courses/conferences/seminars
> partnerships with learning institutions
> education leaves
> secondments
2.3Best in class recruitment practices
PROPOSED ACTIONS:
> hire employees whose individual values fit with
the organization’s
> review education requirements for City jobs to be sure
there are no unfair barriers
> recognize and use the skills and experience of current
employees e.g. incorporate performance assessment
information as a part of the selection process
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Develop leaders within all
levels of the organization who
will share enthusiasm, a sense
of purpose and direction, and
refl ect the Corporate Values.
GO
AL
3Leadership
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3.1 A succession management program
PROPOSED ACTIONS:
that would identify:
> key leadership and high risk positions
> key feeder positions and/or potential candidates
> development programs for potential new leaders
3.2 A performance appraisal system tied to the Strategic Plan, to capture employees’ feedback and support their competency development and career plans.
PROPOSED ACTIONS:
participate in at least an annual performance discussion
reviews/appraisals and establish an assessment tool for
the achievement of goals and objectives based on agreed
upon workplans
3.3 A leadership development program
PROPOSED ACTIONS:
motivating and developing committed employees
employees complete the online Leadership Orientation Program
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Provide best-in-class business
and service excellence by
revisiting our business
objectives, eff ectively using
technology, ensuring staff are
well-trained, eff ectively
managing change and
objectively measuring
performance for continuous
improvement.
GO
AL
4Service ExcellenceBusiness and
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4.1 A replacement planning strategy that builds on the skills of existing employees and identifies future staffing and workforce requirements.
PROPOSED ACTIONS:
> apprenticeship programs
> mentoring programs
> internship programs
> management training programs
> enhanced co-operative education placement programs
> targeted outreach recruitment
> partnerships with educational institutions
4.2 An information technology strategy
PROPOSED ACTIONS:
> secure and reliable computer equipment and programs
> IT systems that support streamlined business decision making
> improved customer service by using available technology to
its best potential including e-government options
> workers with the tools and information to do their jobs
> City-wide online employee access e.g. kiosk availability
> streamlined business processes through software systems that
work together
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4.3 A corporate communications strategy
PROPOSED ACTIONS:
which identifies the ways in which information will be shared
internally and externally, the expectation of employees and
leaders, and the resources available
communications, employee engagement and that market
City services with pride
4.4 A customer service/service excellence strategy
PROPOSED ACTIONS:
which outlines delivery standards for both internal and external
customer service and accompanying training resources
e.g. 311 call centre
4.5 Effective change management
PROPOSED ACTIONS:
Plan. Include communications; identify how employees will be
affected before, during and after the change; and plan to ensure
uninterrupted service delivery
4.6 Commitment to standard operating procedures and policy development
PROPOSED ACTIONS:
policies and procedures, when they should be in place,
templates, approval process, and training resources
PEOPLE PRACTICES STRATEGY + 15
4.7 Commitment to consistent business process design and service review methods
PROPOSED ACTIONS:
> processes are easily understood by employees
> employees are shown how their work contributes to the
Strategic Plan
> consistent measurement methods are used to demonstrate
improvements
> resources are in place to support plans e.g. people, equipment,
and training
4.8 A corporate environmental responsibility strategy
PROPOSED ACTIONS:
to outline how City staff and departments will conduct
themselves, processes and practices in an environmentally
friendly manner.
> examples to explore include:
– a requirement to turn off lights, computers and vehicles
when not in use
– use of re-usable cups and utensils in all City facilities
– City policies to buy green products and services
– employee suggestions to improve environmentally
responsible actions
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Cert no. SGS-COC-004918
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