Managing the Workforce Impact in a Government Transformation The Government of Canada Experience to date - PowerPoint PPT Presentation


Title: Managing the Workforce Impact in a Government Transformation The Government of Canada Experience to date


1
Managing the Workforce Impact in a Government
TransformationThe Government of Canada
Experience to date
  • Margaret Van Amelsvoort-Thoms
  • Executive Director, Office of the Chief HR
    Officer
  • Government of Canada
  • April 4, 2013

2
Overview
  • Overview of the Government of Canadas Budget
    2012 announcement
  • Managing the Workforce Impact of Budget 2012
    What worked well
  • Managing the Workforce Impact of Budget 2012
    Opportunities for improvement
  • Success Factors

3
Leading up to Budget 2012 Announcement
  • Budget 2012 - expected to transform government
    operations and impact the existing workforce.
  • Strong indication that significant program and
    workforce changes were imminent
  • Comprehensive assessment of government program
    spending
  • Administrative Services Review
  • New service delivery models applied (Shared
    Services, consolidation)
  • Operating budget freeze (coming from Budget 2010)
  • Details unclear. Pre-planning efforts had to
    begin and had to leverage an integrated approach
    that focused on
  • Enhancing communications between central agencies
    and departments.
  • Gathering recent, relevant and reliable data.
  • Enhancing collaboration across Government.
  • Reaching out and working with key stakeholders
    (i.e. Unions)

4
Budget 2012 Announcement
  • Transforming government operations with emphasis
    on reducing program expenditures to enable a more
    productive, efficient, and responsive Government.
    Achieving this transformation will be done
    through
  • Refocusing government and programs.
  • Making it easier for Canadians and businesses to
    deal with their government.
  • Modernizing and reducing the back office (HR,
    Finance, IT).
  • Expected Outcomes (announced in Budget 2012)
  • Balanced budgets by 2015/16
  • Achieve ongoing savings of 6.9 in program
    spending (2011/12 baseline)
  • Efforts to begin in April 2012.

5
Workforce Impact Resulting from Budget 2012
Announcement
  • As of March 2012, there were 278,092 Federal
    Public Servants serving more than 35 million
    Canadians
  • Announced that the Canadian Public Service
    workforce would be impacted
  • Reduced by 19,200 or 4.8 per cent by 2014/15.
  • 12,000 positions affected, the remainder (7,200)
    will be eliminated by attrition
  • Of those 19,200 positions, 600 are executive
    positions. This represents 7.4 per cent of the
    Executive population.
  • People Management Governance Department Heads
    have the authority to make decisions about their
    own workforce planning and management based on
    their organizations mandate.

6
Managing the Workforce Impact of Budget 2012
What Worked Well
  • What worked well in managing the workforce
    impacts resulting from the transformation
  • Pre announcement of Budget 2012
  • Established key principles for an integrated
    approach early on
  • Evidence-based, comprehensive approach
  • Enterprise-wide coherence
  • Collaboration and mutual support
  • Fair and transparent decision-making
  • Governance
  • CHRO met with departmental leaders weekly
  • Collaboration across Central Agencies
  • Nimble, able to respond quickly

7
Managing the Workforce Impact of Budget 2012
What Worked Well (cont.)
  • Promoted planning and understanding of current
    and future organizational needs
  • Ongoing Communications
  • Constant info sharing with Senior Officials
  • Hosted info sessions for key internal players
    (HR, Managers, Executives)
  • Importance of reliable data
  • Know your inflows/outflows
  • Share the data with leaders / decision-makers
  • Advice directly to front-line Managers
  • Handbook for Managers
  • Alternate solutions
  • Redeployment or guaranteed reasonable job offer
  • Alternation / Job swapping
  • Union Engagement up front and early on

8
Managing the Workforce Impact of Budget 2012
What Worked Well (cont.)
  • Post-announcement of Budget 2012
  • Communications a massive effort to get
    information to line managers quickly (Budget
    announced March 29, 2012 workforce impacts began
    mid-April)
  • Recruitment continues cannot stop bringing in
    talent
  • Crowdsourcing leveraging the community
  • Innovation and Creativity
  • Virtual Career Fair to enable continuous
    employment
  • Alternation Forum

9
Managing the Workforce Impact of Budget 2012
Opportunities for Improvement
  • What could we have done better in managing the
    workforce impacts resulting from the
    transformation
  • Planning capacity is key to allow for informed
    decision-making
  • Maintain up to date and accurate aggregate data
  • Determine what you will need as key competencies
    for your workforce of the future

10
Workforce Planning and Management Success Factors
  • Establish and communicate leadership/vision
  • Create and sustain integrated governance
  • Strong partnerships between the Central Agencies
  • Enabling rather than directing departments
  • Recent and relevant workforce data and
    information, available at the right time
  • Integrated approach to resolve issues
  • HR and Management capacity to deliver
  • Innovation and creativity
  • Communications
  • Multi-level, cascading and targeted

11
Questions?
  • Thank you!

12
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Managing the Workforce Impact in a Government Transformation The Government of Canada Experience to date

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Title: Managing the Workforce Impact in a Government Transformation The Government of Canada Experience to date


1
Managing the Workforce Impact in a Government
TransformationThe Government of Canada
Experience to date
  • Margaret Van Amelsvoort-Thoms
  • Executive Director, Office of the Chief HR
    Officer
  • Government of Canada
  • April 4, 2013

2
Overview
  • Overview of the Government of Canadas Budget
    2012 announcement
  • Managing the Workforce Impact of Budget 2012
    What worked well
  • Managing the Workforce Impact of Budget 2012
    Opportunities for improvement
  • Success Factors

3
Leading up to Budget 2012 Announcement
  • Budget 2012 - expected to transform government
    operations and impact the existing workforce.
  • Strong indication that significant program and
    workforce changes were imminent
  • Comprehensive assessment of government program
    spending
  • Administrative Services Review
  • New service delivery models applied (Shared
    Services, consolidation)
  • Operating budget freeze (coming from Budget 2010)
  • Details unclear. Pre-planning efforts had to
    begin and had to leverage an integrated approach
    that focused on
  • Enhancing communications between central agencies
    and departments.
  • Gathering recent, relevant and reliable data.
  • Enhancing collaboration across Government.
  • Reaching out and working with key stakeholders
    (i.e. Unions)

4
Budget 2012 Announcement
  • Transforming government operations with emphasis
    on reducing program expenditures to enable a more
    productive, efficient, and responsive Government.
    Achieving this transformation will be done
    through
  • Refocusing government and programs.
  • Making it easier for Canadians and businesses to
    deal with their government.
  • Modernizing and reducing the back office (HR,
    Finance, IT).
  • Expected Outcomes (announced in Budget 2012)
  • Balanced budgets by 2015/16
  • Achieve ongoing savings of 6.9 in program
    spending (2011/12 baseline)
  • Efforts to begin in April 2012.

5
Workforce Impact Resulting from Budget 2012
Announcement
  • As of March 2012, there were 278,092 Federal
    Public Servants serving more than 35 million
    Canadians
  • Announced that the Canadian Public Service
    workforce would be impacted
  • Reduced by 19,200 or 4.8 per cent by 2014/15.
  • 12,000 positions affected, the remainder (7,200)
    will be eliminated by attrition
  • Of those 19,200 positions, 600 are executive
    positions. This represents 7.4 per cent of the
    Executive population.
  • People Management Governance Department Heads
    have the authority to make decisions about their
    own workforce planning and management based on
    their organizations mandate.

6
Managing the Workforce Impact of Budget 2012
What Worked Well
  • What worked well in managing the workforce
    impacts resulting from the transformation
  • Pre announcement of Budget 2012
  • Established key principles for an integrated
    approach early on
  • Evidence-based, comprehensive approach
  • Enterprise-wide coherence
  • Collaboration and mutual support
  • Fair and transparent decision-making
  • Governance
  • CHRO met with departmental leaders weekly
  • Collaboration across Central Agencies
  • Nimble, able to respond quickly

7
Managing the Workforce Impact of Budget 2012
What Worked Well (cont.)
  • Promoted planning and understanding of current
    and future organizational needs
  • Ongoing Communications
  • Constant info sharing with Senior Officials
  • Hosted info sessions for key internal players
    (HR, Managers, Executives)
  • Importance of reliable data
  • Know your inflows/outflows
  • Share the data with leaders / decision-makers
  • Advice directly to front-line Managers
  • Handbook for Managers
  • Alternate solutions
  • Redeployment or guaranteed reasonable job offer
  • Alternation / Job swapping
  • Union Engagement up front and early on

8
Managing the Workforce Impact of Budget 2012
What Worked Well (cont.)
  • Post-announcement of Budget 2012
  • Communications a massive effort to get
    information to line managers quickly (Budget
    announced March 29, 2012 workforce impacts began
    mid-April)
  • Recruitment continues cannot stop bringing in
    talent
  • Crowdsourcing leveraging the community
  • Innovation and Creativity
  • Virtual Career Fair to enable continuous
    employment
  • Alternation Forum

9
Managing the Workforce Impact of Budget 2012
Opportunities for Improvement
  • What could we have done better in managing the
    workforce impacts resulting from the
    transformation
  • Planning capacity is key to allow for informed
    decision-making
  • Maintain up to date and accurate aggregate data
  • Determine what you will need as key competencies
    for your workforce of the future

10
Workforce Planning and Management Success Factors
  • Establish and communicate leadership/vision
  • Create and sustain integrated governance
  • Strong partnerships between the Central Agencies
  • Enabling rather than directing departments
  • Recent and relevant workforce data and
    information, available at the right time
  • Integrated approach to resolve issues
  • HR and Management capacity to deliver
  • Innovation and creativity
  • Communications
  • Multi-level, cascading and targeted

11
Questions?
  • Thank you!

12
(No Transcript)
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