notes - prince edward island · 2011-06-15 · shawn shea, labour and industrial relations; connie...

Human Resources Plan – 2010 to 2013

Notes

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________


For more information, contact:

Department of Community Services, Seniors and LabourPO Box 2000

Charlottetown PE C1A 7N8website: http://www.gov.pe.ca/sss/

Front cover photos:Left to right: Matt Bourque, Child and Family Services;

Delia Tassell, Child and Family Services; Marvin Clow, Housing Services;Darlene Eldershaw, Child and Family Services

Back cover photos:Left to right: Debra Gregory, Child and Family Services;

Shawn Shea, Labour and Industrial Relations; Connie Smallman, Social Programs

I am pleased to present this Human Resource Plan for the Department of Community Services, Seniors and Labour for 2010/2013. The Department of Community Services Seniors and Labour can deliver the programs and services that are needed and expected by our citizens only by attracting and retaining professionals who are truly committed to their work. This human resource plan will enable my department to achieve its goals through defi ned strategies and action plans so that we can continue to meet our human resource needs over the next several years. I look forward to continuing to work with the department as we move forward in providing a quality human resource plan by integrating human resource planning with strategic and operational planning.

Janice Sherry, MinisterCommunity Services, Seniors and Labour

Supporting Our People


19


Maureen Peters and Faye Murphy, Labour and Industrial Relations

Russell Phillips, Social Programs

18


Goal 5: Strengthen Recruitment and Retention PracticesStrategy 1: Recruit most appropriate candidates for positions.

Actions:• Develop and implement a social worker student placement

policy and procedure

• Continue to market the department to external sources, e.g.. PEI Health Council, Employment Journal, websites etc.

Strategy 2: Retain qualifi ed and motivated employees.

Actions:• Revitalize the exit interview tool and process

Key Performance Measures• # of new hires• # of employees exiting the Department• Number of student placements for Social Work students• % of social worker students who become employees of the Department• vacancy rate• # of marketing activities• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

It is my pleasure to provide you with the Human Resource Plan for the Department of Community Services, Seniors and Labour. Our Human Resource Team; on behalf the Department of Community Services, Seniors and Labour; has demonstrated great leadership in the development of this Human Resource Plan which brings focus to the human resource priorities of this department. This plan was created in consultation with our front-line service providers and our program managers. It is an articulation of how we will achieve the human resource priorities that were identifi ed in our department’s strategic plan. Our department, like many others, is facing the reality of a workforce that has a signifi cant number of its members with their retirement on the horizon. Additionally, today’s workers are seeking employers that will support them in balancing their home and their work lives in a more manageable way. This changing workforce balanced with our citizens’ expectations for high quality programming delivered by qualifi ed professionals demonstrates the need for this comprehensive human resource plan. All of our department’s programs and services share a common foundation: they deliver human services to Islanders who fi nd themselves in need of support and assistance. Our work is as rewarding as it is demanding. It is through the dedication and commitment of our employees that our department is able to make important differences in the lives of our clients every day. I thank everyone who was involved in the development of our Human Resources Plan. I look forward to participating in its successful implementation as we work together to become an employer of choice that is dedicated to the service of our fellow Islanders.

Sharon Cameron, Deputy MinisterCommunity Services, Seniors and Labour




4

Department of Community Services, Seniors and Labour Human Resource Plan

The Department of Community Services, Seniors and Labour is a department that is about people. Our department employs caring, committed professionals who deliver high quality human services to a wide range of Islanders. Our employees provide critical front line services to Islanders who, often times, are experiencing signifi cant challenges in their lives. Human resource planning is essential to address human resource issues and provide solutions to challenges in the workplace. Like many employers, our most pressing human resource challenges are changing demographics of our workforce, recruitment and retention. Today’s job market is highly competitive. Attracting and keeping skilled and dedicated employees is critically important in delivering the quality programs that Islanders expect.

Steve MacDougall and Tracy Chiasson-Lawlor, Social Programs


17Vicki Francis and Pam Atkinson, Child and Family Services

Nolan Cornish, Child and Family Services


16

Goal 4: Implement a Succession Planning ProcessStrategy 1: Develop good business practices to ensure corporate knowledge is maintained.

Actions:• Develop Knowledge Transfer template to ensure that

procedures are clearly and thoroughly documented

• Identify and prioritize positions that are likely to require transfer of knowledge documentation

• Utilize the mentorship program as a means to support ongoing learning

Strategy 2: Position our human resources for providing modernized, appropriate and culturally sensitive programs and services now and into the future.

Actions:• Provide diversity training for Departmental staff

• Continue to identify which employees can communicate in more than one language

• Ensure compliance with the French Language Services Act

Key Performance Measures• % of completed Knowledge Transfer templates for identifi ed positions• % of employees who have completed diversity training• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

This Plan will be used to guide our decision making and to help us stay focused on our human resource vision: to be an employer of choice. Becoming an employer of choice is about more than just speaking the words. It is about making balanced decisions based on the best interests of our employees and our clients. It is about creating workplaces that refl ect the diversity of our Island communities. Our department promotes wellness in our workplaces and encourages our staff to have balance between their work and their families. We value leadership, innovation, respect, communication and life long learning. In our effort to contribute to a vibrant and skilled public service, we support the ongoing development and training of our employees.

Our Human Resources Team supports the safety and security of our employees at all times. The department is actively working on polices and procedures to support employees. The department is active in a number of Occupational and Health committees and is engaged in workplace inspections as a means to support a safe work environment.


5

Terri Lamphier, Child and Family Services


6

As we move forward in implementing the actions put forward in this plan, we will be continuously looking at our service delivery through a client lens. We will seek out new and creative ways to provide our programs and services in ways that meet our clients’ needs including our capacity to provide services in both English and French so that our clients can communicate in the offi cial language of their choice. Our Human Resources Plan is a living document that will help us to remember what is important. This Human Resources Plan has set our sights on our preferred future and has focused our energy to work toward real changes and measurable progress.

Leah Baiani, Corporate and Financial Services

15


Donna Reardon and Michelle Harris-Genge, Interministerial Women’s Secretariat

Hema Rajapaksa, Will Zafi ris and Jamie Campbell, Social Programs

14


Goal 3: Enhance Employee EngagementStrategy 1: Encourage work/life balance.

Actions:• Support and educate employees about alternative working

arrangements.

Strategy 2: Promote health and wellness in the department’s worksites.

Actions:• Identify opportunities for health and wellness activities within

the department

Strategy 3: Develop a culture where staff feel supported and recognized.

Actions:• Implement an Employee Recognition program

Strategy 4: Ensure Performance Development Plans are completed.

Actions:• Ensure directors/managers/supervisors have training and tools

to complete Performance Development Plans for all staff • Develop a workplan for directors/managers/supervisors to

complete Performance Development Plans • Promote the value of the Performance Development Plan

through “PDP Awareness Month” in October

Key Performance Measures• # of health and wellness events• % of completed Performance Development Plans• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results


7

Human Resource Planning Process

The Department of Community Services, Seniors and Labour’s Human Resources plan is a result of coordinated planning and consultation. The goals, strategies and actions identifi ed in this document are aligned with the priorities of the provincial Public Service Commission and our department’s strategic plan.

Our Human Resources Team and Senior Management Team recognized the importance of including employees in the creation of this plan. As such, a focus group of front line staff, supervisors, managers, coordinators and directors were called together to guide its development. The plan was then shared with the department’s group of senior leaders for discussion and feedback.

The culmination of this effort is this comprehensive, timely, results oriented plan that will focus our human resource activities on identifi ed priorities and lead us toward our vision of becoming an employer of choice.

Department of Community Services,Seniors and Labour’s Human Resource

Goals

Public Service CommissionCorporate Human Resources

Goals

Department of Community Services, Seniors and

Labour’s Strategic Goals


8

Demographics

The Department of Community Services, Seniors and Labour employs 338 permanent and 152 temporary/casual employees. The department has 18 work sites located across the province with 34 managers and/or supervisors managing these work sites. The average age of our department’s employees is lower than the average age of employees of the provincial civil service as a whole while our average number of years of service is comparable. The average age of employees within the provincial civil service is 48 years old and the average number of years of service is 14.7 compared to our departmental averages of 46 and 15 respectively. Despite our department’s comparatively younger age, we are aware of key areas where we must be diligent in succession planning activities. For example, the average age of our directors, managers, and supervisor group of employees is 51 years old with an average of 22 years of service. Within the next 5 years approximately 50% of our management team will be eligible to retire.

Nancy Adams and Bev MacWilliams, Social Programs

13


Key Performance Measures• # of training opportunities posted to Insite portal• % of staff with a completed performance development plan who completed the training and development portion of their plan with their supervisor• # of divisional professional development days• # of training days/professional development days per year utilized by staff• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

Ben Hogan and Lynda Buote, Corporate and Financial Services

12


Goal 2: Promote Employee Development and TrainingStrategy 1: Increase awareness of Development and Training opportunities.

Actions:

• Increase awareness of Employee Development and Training Opportunities by utilizing the Insite Portal as an additional means of information sharing

• Increase awareness on development and training opportunities through Performance Development planning

Strategy 2: Provide Financial Supports to staff.

• Establish a Development and Training budget

Strategy 3: Improve employee continuing education opportunities and participation.

Actions:

• Promote culture of lifelong learning• Identify training opportunities for career growth• Develop specialized orientation and training for newly hired

social workers and income support workers• Encourage divisions to have Professional Development days• Provide staff conference day

Robert Yeo, Labour and Industrial Relations

The Department of Community Services, Seniors and Labour is mindful of our commitment to build workplaces that refl ect the demographics of the Island communities that we serve. In order to achieve our objective, our Human Resources team monitors gender distribution within our department. Currently, 76% of our staff are female while 24% are male. Additionally, our Human Resources team actively supports the Public Service Commission’s diversity policy when recruiting new employees to our department.

9


Patricia Garcia and Dawn Desreux, Child and Family Services

Cliff Murphy, Housing Services


10

Human Resource PlanGoal 1: Improve CommunicationStrategy 1: Implement a variety of methods to communicate with staff.

Actions:• Implement Insite Portal• Ensure bi-monthly e-news which incorporates meaningful

information• Utilize video messaging• Utilize IT for effective communication, eg. social media, video

conferencing

Strategy 2: Support Managers/Supervisors in effectively communicating with staff.

Actions:• Develop guide on “How to Conduct Effective Staff/Team

Meetings”• Develop a communication process to ensure that information

that managers/supervisors receive is clear and concise, eg. new/changes to policy, etc.

• Continue with bi-monthly Leaders Letters

Key Performance Measures• % of staff who have access to the Insite portal • # of staff utilizing Insite portal• # of issues of e-news per year• employee satisfaction with e-news• # of times that posted video messages are viewed• # of new IT communication initiatives• Feedback from staff/team meetings• # of Leaders Letters per year• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

11


Elaine Thompson, Maureen Kenny and Marilyn Lipton, Child and Family Services

Jerome Michelin, Social Programs

12


Goal 2: Promote Employee Development and TrainingStrategy 1: Increase awareness of Development and Training opportunities.

Actions:

• Increase awareness of Employee Development and Training Opportunities by utilizing the Insite Portal as an additional means of information sharing

• Increase awareness on development and training opportunities through Performance Development planning

Strategy 2: Provide Financial Supports to staff.

• Establish a Development and Training budget

Strategy 3: Improve employee continuing education opportunities and participation.

Actions:

• Promote culture of lifelong learning• Identify training opportunities for career growth• Develop specialized orientation and training for newly hired

social workers and income support workers• Encourage divisions to have Professional Development days• Provide staff conference day

Robert Yeo, Labour and Industrial Relations

The Department of Community Services, Seniors and Labour is mindful of our commitment to build workplaces that refl ect the demographics of the Island communities that we serve. In order to achieve our objective, our Human Resources team monitors gender distribution within our department. Currently, 76% of our staff are female while 24% are male. Additionally, our Human Resources team actively supports the Public Service Commission’s diversity policy when recruiting new employees to our department.

9


Patricia Garcia and Dawn Desreux, Child and Family Services

Cliff Murphy, Housing Services


8

Demographics

The Department of Community Services, Seniors and Labour employs 338 permanent and 152 temporary/casual employees. The department has 18 work sites located across the province with 34 managers and/or supervisors managing these work sites. The average age of our department’s employees is lower than the average age of employees of the provincial civil service as a whole while our average number of years of service is comparable. The average age of employees within the provincial civil service is 48 years old and the average number of years of service is 14.7 compared to our departmental averages of 46 and 15 respectively. Despite our department’s comparatively younger age, we are aware of key areas where we must be diligent in succession planning activities. For example, the average age of our directors, managers, and supervisor group of employees is 51 years old with an average of 22 years of service. Within the next 5 years approximately 50% of our management team will be eligible to retire.

Nancy Adams and Bev MacWilliams, Social Programs

13


Key Performance Measures• # of training opportunities posted to Insite portal• % of staff with a completed performance development plan who completed the training and development portion of their plan with their supervisor• # of divisional professional development days• # of training days/professional development days per year utilized by staff• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

Ben Hogan and Lynda Buote, Corporate and Financial Services

14


Goal 3: Enhance Employee EngagementStrategy 1: Encourage work/life balance.

Actions:• Support and educate employees about alternative working

arrangements.

Strategy 2: Promote health and wellness in the department’s worksites.

Actions:• Identify opportunities for health and wellness activities within

the department

Strategy 3: Develop a culture where staff feel supported and recognized.

Actions:• Implement an Employee Recognition program

Strategy 4: Ensure Performance Development Plans are completed.

Actions:• Ensure directors/managers/supervisors have training and tools

to complete Performance Development Plans for all staff • Develop a workplan for directors/managers/supervisors to

complete Performance Development Plans • Promote the value of the Performance Development Plan

through “PDP Awareness Month” in October

Key Performance Measures• # of health and wellness events• % of completed Performance Development Plans• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results


7

Human Resource Planning Process

The Department of Community Services, Seniors and Labour’s Human Resources plan is a result of coordinated planning and consultation. The goals, strategies and actions identifi ed in this document are aligned with the priorities of the provincial Public Service Commission and our department’s strategic plan.

Our Human Resources Team and Senior Management Team recognized the importance of including employees in the creation of this plan. As such, a focus group of front line staff, supervisors, managers, coordinators and directors were called together to guide its development. The plan was then shared with the department’s group of senior leaders for discussion and feedback.

The culmination of this effort is this comprehensive, timely, results oriented plan that will focus our human resource activities on identifi ed priorities and lead us toward our vision of becoming an employer of choice.

Department of Community Services,Seniors and Labour’s Human Resource

Goals

Public Service CommissionCorporate Human Resources

Goals

Department of Community Services, Seniors and

Labour’s Strategic Goals


6

As we move forward in implementing the actions put forward in this plan, we will be continuously looking at our service delivery through a client lens. We will seek out new and creative ways to provide our programs and services in ways that meet our clients’ needs including our capacity to provide services in both English and French so that our clients can communicate in the offi cial language of their choice. Our Human Resources Plan is a living document that will help us to remember what is important. This Human Resources Plan has set our sights on our preferred future and has focused our energy to work toward real changes and measurable progress.

Leah Baiani, Corporate and Financial Services

15


Donna Reardon and Michelle Harris-Genge, Interministerial Women’s Secretariat

Hema Rajapaksa, Will Zafi ris and Jamie Campbell, Social Programs


16

Goal 4: Implement a Succession Planning ProcessStrategy 1: Develop good business practices to ensure corporate knowledge is maintained.

Actions:• Develop Knowledge Transfer template to ensure that

procedures are clearly and thoroughly documented

• Identify and prioritize positions that are likely to require transfer of knowledge documentation

• Utilize the mentorship program as a means to support ongoing learning

Strategy 2: Position our human resources for providing modernized, appropriate and culturally sensitive programs and services now and into the future.

Actions:• Provide diversity training for Departmental staff

• Continue to identify which employees can communicate in more than one language

• Ensure compliance with the French Language Services Act

Key Performance Measures• % of completed Knowledge Transfer templates for identifi ed positions• % of employees who have completed diversity training• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

This Plan will be used to guide our decision making and to help us stay focused on our human resource vision: to be an employer of choice. Becoming an employer of choice is about more than just speaking the words. It is about making balanced decisions based on the best interests of our employees and our clients. It is about creating workplaces that refl ect the diversity of our Island communities. Our department promotes wellness in our workplaces and encourages our staff to have balance between their work and their families. We value leadership, innovation, respect, communication and life long learning. In our effort to contribute to a vibrant and skilled public service, we support the ongoing development and training of our employees.

Our Human Resources Team supports the safety and security of our employees at all times. The department is actively working on polices and procedures to support employees. The department is active in a number of Occupational and Health committees and is engaged in workplace inspections as a means to support a safe work environment.


5

Terri Lamphier, Child and Family Services


4

Department of Community Services, Seniors and Labour Human Resource Plan

The Department of Community Services, Seniors and Labour is a department that is about people. Our department employs caring, committed professionals who deliver high quality human services to a wide range of Islanders. Our employees provide critical front line services to Islanders who, often times, are experiencing signifi cant challenges in their lives. Human resource planning is essential to address human resource issues and provide solutions to challenges in the workplace. Like many employers, our most pressing human resource challenges are changing demographics of our workforce, recruitment and retention. Today’s job market is highly competitive. Attracting and keeping skilled and dedicated employees is critically important in delivering the quality programs that Islanders expect.

Steve MacDougall and Tracy Chiasson-Lawlor, Social Programs


17Vicki Francis and Pam Atkinson, Child and Family Services

Nolan Cornish, Child and Family Services

18


Goal 5: Strengthen Recruitment and Retention PracticesStrategy 1: Recruit most appropriate candidates for positions.

Actions:• Develop and implement a social worker student placement

policy and procedure

• Continue to market the department to external sources, e.g.. PEI Health Council, Employment Journal, websites etc.

Strategy 2: Retain qualifi ed and motivated employees.

Actions:• Revitalize the exit interview tool and process

Key Performance Measures• # of new hires• # of employees exiting the Department• Number of student placements for Social Work students• % of social worker students who become employees of the Department• vacancy rate• # of marketing activities• % of employees who participate in the Employee Engagement survey• agreement/satisfaction factor in the Employee Engagement survey results

It is my pleasure to provide you with the Human Resource Plan for the Department of Community Services, Seniors and Labour. Our Human Resource Team; on behalf the Department of Community Services, Seniors and Labour; has demonstrated great leadership in the development of this Human Resource Plan which brings focus to the human resource priorities of this department. This plan was created in consultation with our front-line service providers and our program managers. It is an articulation of how we will achieve the human resource priorities that were identifi ed in our department’s strategic plan. Our department, like many others, is facing the reality of a workforce that has a signifi cant number of its members with their retirement on the horizon. Additionally, today’s workers are seeking employers that will support them in balancing their home and their work lives in a more manageable way. This changing workforce balanced with our citizens’ expectations for high quality programming delivered by qualifi ed professionals demonstrates the need for this comprehensive human resource plan. All of our department’s programs and services share a common foundation: they deliver human services to Islanders who fi nd themselves in need of support and assistance. Our work is as rewarding as it is demanding. It is through the dedication and commitment of our employees that our department is able to make important differences in the lives of our clients every day. I thank everyone who was involved in the development of our Human Resources Plan. I look forward to participating in its successful implementation as we work together to become an employer of choice that is dedicated to the service of our fellow Islanders.

Sharon Cameron, Deputy MinisterCommunity Services, Seniors and Labour



I am pleased to present this Human Resource Plan for the Department of Community Services, Seniors and Labour for 2010/2013. The Department of Community Services Seniors and Labour can deliver the programs and services that are needed and expected by our citizens only by attracting and retaining professionals who are truly committed to their work. This human resource plan will enable my department to achieve its goals through defi ned strategies and action plans so that we can continue to meet our human resource needs over the next several years. I look forward to continuing to work with the department as we move forward in providing a quality human resource plan by integrating human resource planning with strategic and operational planning.

Janice Sherry, MinisterCommunity Services, Seniors and Labour



19


Maureen Peters and Faye Murphy, Labour and Industrial Relations

Russell Phillips, Social Programs


Notes

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________


For more information, contact:

Department of Community Services, Seniors and LabourPO Box 2000

Charlottetown PE C1A 7N8website: http://www.gov.pe.ca/sss/

Front cover photos:Left to right: Matt Bourque, Child and Family Services;

Delia Tassell, Child and Family Services; Marvin Clow, Housing Services;Darlene Eldershaw, Child and Family Services

Back cover photos:Left to right: Debra Gregory, Child and Family Services;

Shawn Shea, Labour and Industrial Relations; Connie Smallman, Social Programs

notes - prince edward island · 2011-06-15 · shawn shea, labour and industrial relations; connie...

Documents