module #2 workforce profile and planning · anil arora chief statistician of canada stacey money...

Anil Arora

Chief Statistician of Canada

Stacey Money

Director General

Workforce and Workplace

Statistics Canada

November 2019

MODULE #2

Workforce Profile and Planning

statcan.gc.ca

D E L I V E R I N G I N S I G H T T H R O U G H D A T A F O R A B E T T E R C A N A D A

Certificate Program

Leading People for Results

Statistics Canada • Statistique Canada 2

Content

Part 1 Society and Data, Statistics Canada’s Modernization Initiative and Context of Workforce

Part 2 Modern Workforce Profile and Planning Case studies, analysis, tools, lessons learned


The data revolution is changing society and the expectations of citizens…


Driving National Statistical Offices around the world to evolve and modernize

Estonia


As a world-class NSO, Statistics Canada is leading and partnering on the international stage

Statistical Capacity Building projectsSuch as the Project for Regional Advancement of Statistics in the Caribbean, bilateral work with Senegal, and Paris21. 1International task forces and groups

Almost 200 international task forces,

working groups and other groups. 2Providing gateways to Canadian dataInteractive data hubs for key topics like the

SDGs, International trade, Gender and

diversity, and Accelerating Data Science 3


Statistics Canada modernized its vision and values

Our valuesOur missionServing Canada with high-quality statistical information that matters

Our pillars

User-centric service delivery Leading-edge methods and data

integration Statistical capacity building and

leadership Sharing and collaboration Modern workforce and flexible

workplace

PURPOSEFUL

Our vision

Delivering insight

through data for a better

Canada


Statistics Canada’s modernization journey is well underway…

Development and dissemination of additional data to drive innovation and ensure evidence-based decisions in support of a data-driven economy and society

Modernization of the Agency’s core IT Infrastructure and functionality to ensure a solid foundation to enable a whole-of-government approach to data


The information landscape has changed, and Statistics Canada is responding

Measuring the social and

economic implications of the

legalization of cannabis

Measuring Growth in International Visitors to Canada

Canadian Housing Statistics Program

Transition to a Low-carbon Economy (Clean Tech)

The proliferation of information sources, acceleration of technological change, increasing sophistication of users and growing need for high-quality data underpin a pressing need to modernize our approach to producing statistics. Traditional methods (surveys) do not meet the expectations of

today's data users, who need timeliness and increased granularity.


We are measuring the digital economy and other key emerging industry issues

Economic Impact of Cybercrime

Measuring the Digital Economy

Labour Market Measures


We are partnering with various departments to deliver data and analytics products and programs

10

Canadian Housing Statistics ProgramProducing comprehensive, relevant, integrated farm data while minimizing

the burden on farm operators

Data Analytics as a Service (Budget 2018)

Providing detailed information to Canadians on residential properties and owners through the use of alternate data sources

Centre for Gender

and Diversity Statistics

Indigenous Data and Capacity Building Initiative


Statistics Canada is enabling aspects of the Data Strategy for the Federal Public Service

Towards a Government of CanadaData Strategy

StatCanLeading/Supporting:• Stewardship, quality

and standards• Ethical and secure

use of data• Organizational data

strategies• Inventory & registries• Expanding on the

success of horizontal review

• Data literacy, tools and skills

• Virtual Data Lab & Data Analytics as a Service

• Data scientist recruitment

“The Government of Canada currently lacks an

overall data strategy to effectively manage and use data as a strategic asset to

improve our work, services, and the lives of Canadians.”

Mr. Michael Wernick

Strategic governance

TBS(OneGC, digital

agenda)

StatCanmodernization

ISED(Private sector;

Engaging Canadians

on digital and data

transformation)

Other departments & agencies

Other key partners

(PTMs, Indigenous peoples)

Ensuring alignment and coherence


Context of the Modern Workforce

Global competition for talent as skills shortages drive talent to other economic markets.

Increasing adoption of digital and smart technologies poised to transform public and private sector jobs and required skills.

A skilled workforce that is attracted to freelance, project-based contract work.

Millennials seeking flexible, purposeful and technology-equipped work environments.

Data analytics as a driving force in decision making in all industries.


Workplace I Statistics Canada’s Modernization Initiative

Modern Workforce and Flexible Workplace

Launched initiative to leverage power of collaboration and technology, change thinking and behaviour in the workplace

Leverage employee engagement phase to also discuss vision, values, and culture change


Modern Workforce Profile and Planning

What are your people management questions?

Where can you find data?

What can you do about data gaps?

What are your measures of success?


Managing supply and demand


Managing supply and demand

Do we have a supply of candidates to meet our business needs?

Do we need to run a staffing process? • When? How often?

How can we link HR and financial planning data?


New Ways to Source Talent: AI and ML Prototypes

Prototype 1: Chameleon

THE ISSUE Subject-matter gap leads to

self-identification issue

THE METHOD Recruit by matching skills with tasks

THE SOLUTION Use AI to ‘learn’ skills associated with tasks by

drawing information from résumés

Leverage information from supply-side

How does it work?1. Hiring manager enters concept.2. Résumés containing user-specified concept

are retrieved.3. AI learns technical skills related to user-

specified concept. 4. Related technical skills are returned to user

in a report.

Results based on 41 résumés Key concepts returned to hiring

manager, to help them write a relevant job poster


New Ways to Source Talent: AI and ML Prototypes

Prototype 2: Recruitment Visual Analytics Dashboard

THE ISSUE What are current hiring

practices missing?

THE METHOD Webscraping , survey data, NOC

THE SOLUTION Display supply and demand

Identify targeted markets and competitive advantage

• Where is the currentlabour market supply?

• Demographic information?

• New programs offered by post-secondary institutions?Relevant

Data

Better-informed advertising and hiring strategies!

LabourMarket

Information

Post-Secondary Education

Information


Recruitment Visual Analytics Dashboard


Strategic Partnerships with select academic institutions

Finding new ways to source talent

Web-scraping skills, AI and machine learning,

targeted academic partnerships


Reskilling, upskilling, future of work

Increased need for continuous learning organizations

New subjects and ways to learn…

• Importance of data, data stewardship, Data 101 by STC

• Skills mapping

• Hack-a-thons

• Videos, TedTalks

• On-the-job

How much do you spend on learning now?

It is enough? How do you know?


Skills and continuous learning

Addressing data gaps

Skills inventory with professional and educational background as well as learning interest

Do we have the competencies we need?

Agile development plans and skills alignment


Leadership and talent management

By the numbers… 36% of leaders identified as change agents

55% of leadership positions have a role in modernization

>90% staffing within

3 to 4 years average promotion time

Low risk for succession planning

Top current leadership skill is collaboration

Top skill requiring development is creating vision and strategy


Data visualization

Where are the change agents?

Who are the future leaders?

Map positions, skills, performance, succession planning



Data visualization

What are the possible career paths?

How can we influence, accelerate talent development?



These things that are difficult to measure

Metrics versus root causes

If you had $100, where would you spent it?

• Why?

• How would you know you’ve made a difference?

Health ▪ Inclusion ▪ Accessibility ▪ Culture

20182017

Human Resources


Public Service Employee Survey

Annual survey

Trends in leadership, innovation, workplace wellbeing

Qualitative information — Employee surveys

30

Taking the pulse

How is the culture of my organisation impacting change and how are employees perceiving those changes?

Map, visualize, and use data to engage with employees

Organizational health through change


Mental Health and Accessibility

Mental Health

Interdepartmental working group

Metrics and root causes

Levers for action

Accessibility Strategy

Methodology

Benchmark data


Measuring current perceptions of culture

Benchmarking current culture

8 distinct culture styles

Harvard Business Review Jan-Feb 2018


Measuring perceptions of culture

Survey Methodology

Senior Leaders in Capital

Supervisors Capital

Supervisors in Regions

Convergence Matters“Low convergence indicates that employees view their company in varying and often opposite ways…”

“High convergence correlates with levels of employee engagement…if the culture you have is not the one you want, high convergence will make it harder to change.”

(HBR)


Measuring current perceptions of culture


Setting direction and measuring progress

Setting a Culture Target

Vision, mission, modernization principles

Identify actions in quadrants to guide direction, eg. learning, results


Workforce profile and planning

Qualitative and Quantitative Data, Root Causes, Levers for Action, Measures of Progress

Annual Employee Survey

Pulse-Check Surveys

Organizational Health

Culture measurement

Dashboards

Branch, Team Plans

Program Efficiency Indicators

../../Demo meetings with other GoC/DEMO FILES/Heat maps/Global.opx

../../Demo meetings with other GoC/DEMO FILES/Heat maps/Global.opx


Workforce profile and planning

Benchmark current state

Qualitative and quantitative sources

Leverage the extensive possibilities with human resource data analytics

Treat your data holdings as assets to unlock their potential

Look for opportunities to collaborate internally/externally

Pay attention to ethical concerns

[email protected]


Resources

StatCan webpage Trust Centre

Gender, Diversity and Inclusion Statistics Hub

Resale Residential Property Price Index (partnership with industry)

Modern, Agile, Innovative (youtube)

Faces of StatCan (youtube)

Mental Health

Ted Talk : Leading through change

Harvard Business Review : The Leader’s Guide to Corporate Culture

Corporate Culture Questionnaire

Public Service Employee Survey Visualisation (TBS and StatCan)

https://www150.statcan.gc.ca/

https://www.statcan.gc.ca/eng/trust

https://www.statcan.gc.ca/eng/consultation/2018/cgdis

https://www150.statcan.gc.ca/n1/pub/71-607-x/71-607-x2019014-eng.htm

https://www.youtube.com/watch?v=H5DeXe_rr5M

https://www.youtube.com/watch?v=lAFBkCGD23g

https://www.ted.com/talks/jim_hemerling_5_ways_to_lead_in_an_era_of_constant_change

https://hbr.org/2018/01/the-culture-factor

https://hranalytics-analytiquerh.tbs-sct.gc.ca/Home/ReportList?GoCTemplateCulture=en-CA


Resources






Mental Health















Resources






Mental Health Disorders and Life Satisfaction in Canada





Centre for Wellness, Inclusion and Diversity (TBS)







https://www150.statcan.gc.ca/n1/pub/11-627-m/11-627-m2017033-eng.htm




https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service.html

module #2 workforce profile and planning · anil arora chief statistician of canada stacey money...

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