city of vancouver - 2010 human resources strategy update

8/8/2019 City of Vancouver - 2010 Human Resources Strategy Update

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City of Vancouver

2010 Human Resources Strategy Update


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Connecting our People 2010-2012

Human resources strategy for City of Vancouver A first for the City; started in 2009

Goal: a healthy sustainable organization providingexemplary service to the citizens of Vancouver

Identifies 4 key elements for a healthy organization

Leadership Performance

Talent

Culture

Developed with input from across the organization: stakeholder interviews, cross-organization consultation, focus

groups and best-practices research

Identifies opportunities and challenges and multiplestrategies for implementation


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Connecting our People: key focus

A future state for our organization whichincorporates:

Key focus on our customers

Innovative and strategic actions

Best-practice

Entrepreneurial and systems thinking


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Connecting Our People The Foundation

Leadership

Performance Talent

Culture

modeling open and

strategic leadership that

instills confidence,

enthusiasm and

commitment to

organizational excellence.

attracting, developing and

retaining a skilled and

motivated workforce with

the knowledge and

expertise we need

creating an environment

that drives organizational

effectiveness, alignment

and collaboration andvalues diversity, wellness

and innovation

achieving success through

the management,

alignment and

measurement of employee

and organizational

performance


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Connecting our People 2010

2 key priorities

Improve relationships with civic unionsand associations:

Labour-Management Review

Measure engagement of employees:

Employee Engagement Survey


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Labour-Management

Review


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Labour-Management Review: Process

External Labour Relations (LR) consultant

engaged extensive experience with municipalgovernment labour relations

Broad scoped interview process across:

City of Vancouver civic unions

Management across City Departments, Parks Board,

Police and Vancouver Public Library

Key focus:

State of current labour-management relationships

Barriers to improving relationshipsOpportunities for improving relationships


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Labour-Management Review:

High-level Messages COV has long history of LR conflict

Current Council direction:

clear message re: need for constructive engagement and improvedrelationship with civic unions

Senior management Processes and structures for improved engagement established

Complex LR governance and bargaining structures Confusion re: who makes decisions; tensions related to desire for

departmental autonomy versus corporate LR interests

Uncertainty re: Citys withdrawal from Metro Vancouver Key issues: responsibility for Vancouver Police

Department/Vancouver Police Union bargaining

Citys job classification system; compensation analysis

Strong commitment by Unions and Management re: Continuing efforts to improve interactions and relationships


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Labour-Management Review:Recommendations & Actions

1. Perceptions and expectations:

More effective communications Timely information-sharing

Consultation

More training and support re: labour relations

Greater involvement in decision-makingappropriate to role, function, and level


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2. Labour-Management Relations:

Consider joint LR training program: Shop stewards and first-level supervisors

Build on success: Engineering/Parks/Community Services Group

CUPE 1004 workshop on problem-solving: June /

September, 2010


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Recommendations & Actions

3. Labour-Management Committees:

Undertake joint, formal review of alllabour-management committees withfocus: Is committee necessary?

Terms of reference clear?

Are enhanced ground rules needed for improvedfunction?

4. Labour-Management Communications: Develop shared communications protocol


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5. Governance and Bargaining Structures:

Clarify level of responsibility for different LRmatters

Develop formal transition plan for withdrawal fromMetro Vancouver


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Next steps Plans being developed for all recommendations

Progress is being made: Regular meetings with Union leads and City Manager/General

Manager HR

2010 Games operational planning--constructive discussions andagreement to enable effective delivery of games

Budget 2010 and Vancouver Services Review--processes created tooptimize placement of impacted staff and minimize unnecessarydislocation

Work to enhance key metrics to support processes: e.g.: Employee Engagement survey

Workshop on Problem Solving CUPE 1004/Engineering/Parks/CSG

Expedited dispute resolution processes (CUPE 1004 complete)

Draft plan being developed for transition from Metro Vancouver Recruitment for new General Manager of HR will be underway by

mid December


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Employee Engagement

Survey


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2010 Employee Survey is a first for the City ofVancouver

Employee Surveys are best practice

Use of Hay tool allows City of Vancouver to benchmarkagainst other similar organizations

Provides a baseline for measuring and reportingprogress

Provides specific direction and focus for prioritizing

Connecting Our People initiatives

Employee Engagement Survey


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Employee Engagement Survey: Context

Significant change in organization from

decentralized to more centralized

Budget challenges: require cross-organizational approach andprioritization of work

Council agenda: requires prioritization of resources and

activities across organization

Challenging external environment requires improved

coherence: 2010 Games; Federal Infrastructure program; Metro

Vancouver plans; Translink plans; Provincial programs and

legislative change Vancouver Services Review and 2010 Games experience set

direction for transformation of processes, streamlining and

consolidation of functions

Corporate Management Team ownership of prioritization ofstrategies for effectively delivering councils agenda and work

of the city staff


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Current City Employee Profile

Corporate Management Team

11

Senior Leaders

240

Managers /Exempt Supervisors

250

All Regular Full Time and

Part-Time / Auxiliary Staff9,500


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Recent Recognition of City as Top Employer

BCs Top Employers 2011 (finalist)

Canada's Top 100 Employers for 2010

BCs Top 55 Employers 2010

Canada's Top 100 Employers for 2009

2009 Progressive Employer of Canada formom-friendly work culture


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Employee engagement* results

*Average of:

Q.1 Overall rating of employer asan organization to work for;

Q.7 Pride in working for

Employer;

Q.8 Would recommend as a place

to work;

Q.15 Employer motivates me to

contribute more than what is

required;

Q.39 Motivated to go beyond

formal job responsibilities;

Q.66. Overall satisfaction with

Employer;

Q.67 Likely to continue workingfor Employer.

54

68 70

0

10

20

30

40

50

60

70

80

90

100

Mean

PercentFavour

ableAcross7

NormativeQuestions

Total COV & VPL Public Sector Norm Hay NA Norm

Employee engagement* results

Hay Group Insight


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Employee enablement* results

60 6368

0

10

20

30

40

50

60

70

80

90

100

Mean

PercentFavou

rableAcross4

NormativeQu

estions

Total COV & VPL Public Sector Norm Hay NA Norm

*Average of:Q.29 Jobs that make good useof skills and abilities;Q.30 Jobs that provideopportunities for challenging

and interesting work;Q.40 Conditions within jobsthat promote employeeproductivity;Q.49 No significant barriers atwork so employees can dotheir job well.

Employee engagement* resultsEmployee enablement* results

Hay Group Insight


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Profiled factorsEmployee enablement* resultsEmployee engagement* resultsOur City-wide, Overall Average Ratings

by Workplace FactorHay Group Insight

Tend to Agree /Strongly Agree

Hard to DecideTend to Disagree /Strongly Disagree


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-30

-20

-10

0

10

20

30

Pe

rcentDeviation

Total City of Vancouver Public Sector Norm

EmployeeEngagement

DevelopmentOpportunities

Pay &Benefits

EmployeeEnablement

Authority &Empowerment

Confidence inLeadership

Respect &Recognition

PerformanceManagement

Clear & PromisingDirection Resources

Stress &Workload

Health & Safety

Training

CollaborationQuality &

Customer Service

EMPLOYEE ENGAGEMENT EMPLOYEE ENABLEMENT

Work, Structure& Process

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsTotal City Results Compared to Norms

of Other OrganizationsHay Group Insight


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Employees understand the results expected of them in their job (PerformanceManagement) 86%

Supervisor accommodates employees when they have a personal matter to attend

to (Respect and Recognition)

82%

Supervisor lets them do their job their own way (Authority and Empowerment) 77%

People in their work groups are committed to quality service (Quality and

Customer Focus)

75%

Supervisor treats them with respect (Respect and Recognition) 75%

Able to accomplish what is required most days (Stress and Workload) 74%

Employer expects high performance (Performance Management) 73%

Good cooperation and teamwork within their workgroup (Collaboration) 72%

Believe there is good safety in their work area (Health and Safety) 71%

% Favourable

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsTop 10 Questions with Most Favourable

Responses from City EmployeesHay Group Insight


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Authority and empowerment in our work Manageable stress and workload

Good attention to health & safety Respect and recognition from our peers and

immediate supervisors

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsOur Workplace Factors that Received

Highest Overall City-wide Average RatingsHay Group Insight


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Maintaingoodcustomerserviceandservices

Ienjoym

yjobverym

uchand

workingi

nthecommun

ity.

Myworkgroupandmymanager

providemewithasupportive

environmentandchallengingwork

Ourgroupissupportiveandwillingtohelp

eachotherout,Ithinkwe'reprettygood.

I would like to continueworking for the City for

several years

My team dynamics are excellent andpeople in my work groups are creativeand always seeking innovative solutions

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsEmployees like their jobs and their

impact on the communityHay Group Insight


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Have you had an annual formal performance review in the past year (Performance

Management)

71%

All in all, my Employer is effectively managed and well run (Confidence in

Leadership)

47%

(Rate your Employer on) Being open and honest in communication with

employees (Confidence in Leadership)

44%

My employer motivates me to contribute more than what is required (Employee

Engagement)

43%

(Rate your Employer on) Being effectively organized and structured (Work,

Structure, and Process)

41%

The trust and confidence you have in your Employers Corporate Management

Team (Confidence in Leadership)

38%

My Employers Corporate Management Team will act on issues identified by this

survey (Respect and Recognition)

36%

Encouraging cooperation and sharing of ideas and resources across the

organization (Collaboration)

36%

(Rate your Employer on) Being innovative in how work is done (Work, Structure,and Process) 34%

Your opportunity for reaching your personal career objectives at your Employer

(Development Opportunities)

32%

% Unfavourable

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsTop 10 Questions with Least Favourable

Responses from City EmployeesHay Group Insight % Unfavourable


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Clear and Promising Direction

Understanding of strategic goals and personal link to strategy andgoals

Confidence in Leadership

Ratings of trust, confidence and openness of leadership Demonstrating care and concern for employees

Development Opportunities

Perceptions of training and development opportunities

Work, Structure and Process

Being effectively organized & structured and encouraging innovation

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsFour Key Areas for Action/Improvement

Hay Group Insight


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There are high expectations of what is tobe accomplished without enough resources

Providemore

communicationfromthe

CMTastothefutureplansofthecity

Treateveryonewithrespectandd

ignity

regardlessofarea/workyou'redo

ing

Communicate, communicate, communicate!This should apply to management and

staff of all levels in the City.

Departmentsneedtobesupportiveof

oneanotherandworktowardsa

commongoal.

Delegate responsibility and

authority in equal measure.

The new official direction is good -

but command

and control management tactics undermine my

motivation to go above and beyond my jobdescription

Profiled factorsEmployee enablement* resultsEmployee engagement* resultsSenior Leadership need to continue to

communicate and build a base of trustHay Group Insight


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Summary

Good participation

Majority of employees engaged and enabled

Actions should focus on the four key areas for potentialimprovement

Change takes time

Consistent results across Business Units


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Initial Areas for Action

and Next Steps


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Immediate Next Steps

Cascade results throughout City:

Meet senior management teams(250 managers) to discussresults

Update to Council

Message to all staff with results

Team meetings at all levels to discuss results face-to-face

Provide employees with tools to understand results and how toget involved

Initiate action planning in January 2011


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Immediate Top-Priority Actions

Corporate Management Team as Steering Committee

HR GM as leader/owner of initiative

Action planning across the organization on 4 priorityareas:

1. Confidence in leadership

2. Development opportunities3. Clear and promising direction

4. Work structure and processes

Connecting Our People Priorities: Leadership Strategy

Performance Management framework

Corporate Business Plan: Rollout and

communication to all staff

Pulse Check Fall 2011

Ourtopactionareasreflectmanyoftheprioritiesidentifiedinour

HRStrategy,ConnectingOurPeople,andgiveuscleardirectiononprioritiesfor

implementation


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Thank you!

city of vancouver - 2010 human resources strategy update

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