Executive Compensation Review

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National Gallery Musée des beaux-arts of
Canada du Canada
NATIONAL GALLERY OF CANADA Human Resources
Management Strategic Framework Prepared by
Human Resources Services Assisted by Deloitte
Consulting June 2005
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General Overview

• Spectrum of HR Service Delivery Models Deloitte

Human Capital Model
Strategic Transition
Human Resource Management Analysis Model
Analytical Transition
Extent of Service,Support and Control
Participating Support Transition
Personnel Management Coordination Model
Clerical/Reactive Transaction Model
Time
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General Overview

• Future Model of HR
• HR function is becoming a strategic member of the
  organization, on par with Finance, ITS and
  Operations.
• HR is taking on the role of coach to the
  organization and facilitate the administration of
  the programs and processes as well as their
  deployment.

Traditional Model
Future Model
Strategy, Planning Deployment
Strategy, Planning Deployment
20
60
Administration Transaction Processing
40
Administration Transaction Processing
80
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HR Strategy Framework

• The various components of the following framework
  were examined in order to support the achievement
  of an HR vision for people effectiveness at the
  Gallery.

Vision for people effectiveness at the Gallery
and for the HR Function
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• Vision Statement of the National Gallery of
  Canada
• The National Gallery of Canada strives to
  provide Canadians with a sense of identity and
  pride in Canadas rich visual arts heritage and
  to make art accessible, meaningful and vital to
  diverse audiences of all ages.
• Values of the National Gallery of Canada
• Accessibility
• Excellence and Scholarship
• Corporate Citizenship
• Leadership
• Collaboration
• The Workforce (new 2005) The Gallery values its
  workforce and creates a work environment in which
  people can maximize their potential and
  contribute fully to the success of the
  organization.
• Source Corporate Plan 2005-2010

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HR Vision
Organization-wide

• The NGC prides itself on its creative and
  committed workforce, supported by excellence in
  leadership, demonstrated values, and HR practices
  aligned to the achievement of the Gallerys
  Corporate Plan and Mandate
• This organization-wide HR vision statement has
  five components that can be broken down and
  measured
• Pride
• Creative and committed workforce
• Leadership
• Values
• Corporate-aligned

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HR Vision
HR Functional Vision Statement

• Within the NGCs mandate and vision, HR
  Services are committed to enhancing the artistic
  and creative culture of the Gallery partnering
  with employees to develop corporate and people
  strategies that maintain and promote excellence
  in the arts as well as facilitate the
  accomplishment of corporate goals worthy of an
  eminent visitor centric national public
  institution.

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Key Success Factors for HR Management

• Key Success Factors can be defined as
• What must happen to be successful over the longer
  term
• Criteria against which to assess priorities and
  performance.

In order to make these key success factors
tangible and meaningful, enabling performance
measures will need to be applied for each and
every key success factor.
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HR Strategic Priorities

• The following table provides a best practice
  example of four HR business model categories and
  specifically-related priorities. This framework
  was used to guide the Gallerys strategic HR
  planning process.

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Priorities for HR Management
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HR Strategic Framework Next Steps?

• Approach
• Participative feedback and validation from
  stakeholders
• Accountability and measurement-driven
• Further assessment of priorities
• Priority allocation to designated resources
• Completion of work plans and,
• Approval and implementation of priorities and
  work plans.

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HR Strategic Framework Next Steps

• The following next steps were identified by the
  HR Management Team