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Human Resources Planning Guide for Executives


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Lexicon

Accountability

The obligation to demonstrate and take responsibility both for the means used and the results achieved in light of agreed expectations.

Source: Treasury Board of Canada Secretariat—Results-Based Management Lexicon

Activity

An activity is a short- or medium-term initiative (1 to 3 years) at the operational level that supports implementation of strategies aimed at achieving business objectives. Activities focus on the what, how, when and who.

See also: Strategies

References:
Manzini, A., Didley, J.D., Integrating Human Resources and Strategic Business Planning, Amacom: New York, 1986.

Treasury Board of Canada Secretariat—Results-Based Management

Canada School of Public Service — Human Resources Planning (P702) Course

An activity is an operation or work process internal to an organization, intended to produce specific outputs (e.g. products or services). Activities are the primary link in the chain through which outcomes are achieved.

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Business Planning / Business Plan

In the Government of Canada, the business plan is a concise statement of the strategy of a department or agency that focuses on how the organization will achieve its objectives within budget constraints. The strategy normally outlines commitments to perform major tasks and to achieve specified levels of service.

See also: Strategies

Source: Treasury Board of Canada Secretariat—A Review of Business Planning —Number 2

Commitment

A specific, simple and attainable statement, expressed in active language, of the results an executive commits to achieve, and whereby the executive declares individual accountability.

Source: Treasury Board of Canada Secretariat — Performance Management Program, Annex E: Glossary of terms

Competencies and competency profiles

Many organizations define a competency as any knowledge, skill, or ability, demonstrated through behaviour, that results in superior job performance. Some definitions include personal qualities, values, or traits as competencies. Examples of competencies include interpersonal effectiveness, teamwork, technical capability, and reliability.

A competency profile is a set of competencies typically applied to groups of positions such as occupational groups (e.g. executives) or that are function-specific (e.g. IT, finance). Some organizations also identify a set of core competencies that are aligned with their organizations mission and values and that apply to all employees in the organization. Competency profiles facilitate the integration of HR activities, such as succession planning aligned with recruitment, learning, performance evaluation, etc. through a common language and framework.

Source: Treasury Board of Canada Secretariat — Succession planning and management guide

Competencies

Competencies are also defined as the characteristics of an individual that underlie performance or behaviour at work.

Human resources management competencies include:
team building which includes mentoring, motivating staff, staff relations, selection, promotion and development of people, encouraging participation, developing talent, providing feedback on performance, valuing diversity.

Leadership competencies include:
positioning, organizational development, managing transitions, strategic orientation, developing a vision, planning the future, mastering change, promoting a healthy workplace.

Source: Public Service Commission of Canada — Competencies

Key leadership competencies include:

  • Values and ethics: Integrity and respect
  • Serving with integrity and respect
  • Strategic thinking: Analysis and ideas
  • Innovating through analysis and ideas
  • Engagement: People, organizations, partners
  • Mobilizing people, organizations, partners
  • Management excellence: Action management, people management, financial management
  • Delivering through action management, people management, financial manage

Source: Treasury Board of Canada Secretariat — Key Leadership Competencies

Departmental Staffing Accountability Report

A periodic report organizations provide to the Public Service Commission concerning the management and results of departmental/agency staffing. The departmental staffing accountability report (DSAR) is provided in response to questions from the Commission, which are based on the Staffing Management Accountability Framework and appointment values.

See also: Staffing Management Accountability Framework

Source: Public Service Commission of Canada — Glossary

Employee

Employee means a person employed in the Public Service of Canada, as defined in the Public Service Labour Relations Act.

For more information visit: Department of Justice Canada — Public Service Labour Relations Act

Source: Treasury Board of Canada Secretariat — Glossary of terms and definitions

Governance / Governance structure

The processes and structures through which decision-making authority is exercised; e.g. an effective governance structure ensures individuals or groups of individuals are responsible for setting policy directions and priorities, making investment decisions, re-allocating resources and designing programs.

Source: Treasury Board of Canada Secretariat — Management, Resources, and Results Structure Policy

Impact

Impact is a synonym for outcome, and is somewhat more direct than an effect. All terms are commonly used, but neither is a technical term. The Treasury Board of Canada Secretariat recommends that result be used instead of impact.

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Labour market

The market that determines wages and the number of jobs based on the supply of and demand for workers.

Source: Department of Finance Canada — Glossary

The labour market is the forum where buyers of labour (i.e. employers) and sellers of labour (i.e. employees) meet to satisfy job requirements within the Canadian economy or marketplace.

Source: Working in Canada — Glossary

Management Accountability Framework

A set of ten statements summarizing the Treasury Board of Canada Secretariat's and the Canada Public Service Agency's expectations for modern public service management. It was developed to provide Public Service managers, especially deputy heads, with a clear list of management expectations within an overall framework for high organizational performance.

Source: Treasury Board of Canada Secretariat — Performance Reporting: Good Practices Handbook

The Management Accountability Framework (MAF) defines and clarifies expectations for modern Public Service management.

The MAF aims to:

  • improve management practices and stewardship of resources across government;
  • align management expectations to the vision of Results for Canadians; and
  • represent management as a broader integrative function.

The MAF will be used in the following ways:

  • as a basis of dialogue between Treasury Board of Canada Secretariat and departments or agencies;
  • as an assessment tool to measure organizational health;
  • as input for assessing a deputy head's performance; and
  • for framing future reporting on management.

For more information visit: Treasury Board of Canada Secretariat – TB Management Accountability Framework

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Management Resources and Results Structure

The Management Resources and Results Structure (MRRS) replaces the Planning, Reporting and Accountability Structure. In accordance with the Management Accountability Framework, the MRRS supports governance and strategic direction, accountabilities, results and performance. The MRRS is directed to the organizational level and encourages the alignment of programs, resources and management practices with expected results.

It includes the Program Activity Architecture (PAA), which comprises

  • clearly defined and appropriate strategic outcomes; and
  • a complete program inventory that links all department/agency programs and program activities so that they lead up to achievement of strategic outcomes.

Over time, an integrated MRRS should also include:

  • performance measures for each level of the organization's PAA; and
  • a governance structure that defines decision making and accountability bystrategic outcome and by program.

In addition, the Expenditure Management Information System will provide a common framework that aligns information on plans, priorities, actual expenditures and results.

See also: Expected results, Program Activity Architecture and Strategic outcome

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Objective

A specification of what is to be accomplished, the timeframe in which it is to be accomplished and by whom.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

People Component of the Management Accountability Framework

The People Component of the Management Accountability Framework (PCMAF) is a general statement of expectations for good human resources management. The PCMAF is a useful resource to consult when writing ongoing commitments related to human resources. It is a component of the broader Management Accountability Framework.

For more information visit: Treasury Board of Canada Secretariat - The People Component of the Management Accountability Framework

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Performance

How well an organization, policy, program or initiative is achieving its planned results, measured against targets, standards or criteria. In results-based management, performance is measured and assessed, reported on and used as a basis for decision making by executives and managers.

Source: Treasury Board of Canada Secretariat — Guide for the Development of Results-based Management and Accountability Frameworks

Performance agreement

The performance agreement is essentially a contract between an executive and his or her superior and is the documentary foundation of the Performance Management. A performance agreement contains the following basic parts:

  • ongoing and key commitments;
  • performance measures;
  • a record of results achieved in relation to these measures;
  • a summary rating of performance;
  • narrative assessments that address both the what and how of performance; and
  • signatures of the reviewing manager and the employee.

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Performance indicator

Performance indicators are a direct or indirect measure of an event or condition showing change over time. Indicators are often quantitative (i.e., based on numbers or objective information) but can also be qualitative (i.e., narrative or subjective information). The performance indicator is a means to compare planned results with actual results. There are many ways to think about performance indicators:

  • Proxy indicators: Proxy indicators are sometimes used to provide information on results when direct information is not available; for example, the percentage of cases that are upheld on appeal could be a proxy indicator for the quality of decisions.
  • Quantitative indicators: Quantitative indicators are statistical measures such as number, frequency, percentile, ratios and variance; for example, the percentage of website users who find and obtain what they are looking for.
  • Qualitative indicators: Qualitative indicators are based on judgment and perception, measured by congruence with established standards, the presence or absence of specific conditions, the extent and quality of participation, or the level of satisfaction, etc. An example would be opinions on the timeliness of services.
  • Output and result indicators: Output indicators measure the outputs (products and services). Result indicators measure the results or progress of a program.

The criteria for selecting performance indicators are as follows:

  • Relevant: Is the indicator meaningful? Is it directly linked to the output or result in question?
  • Reliable: Is it a consistent measure over time?
  • Valid: Does it measure the result?
  • Practical: Will it be easy to collect and analyze? Is it affordable?
  • Comparable: Is it similar to what other organizations or areas in your organization already measure?
  • Useful: Is it useful? Will it be useful for decision making?

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Priorities

Specific areas that an organization has chosen to focus on and report on during the planning period. Priorities are the most important activitiesthat must be done to support achievement of strategic outcome(s).

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Program

A group of related activities designed and managed to meet a specific public need and often treated as a budgetary unit.

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Results for Canadians

Results for Canadians: A Management Framework for the Government of Canada, published in 2000, introduced the concept of modernizing government management to respond to Canadians' changing expectations and priorities.

Source: Treasury Board of Canada Secretariat — Results for Canadians: A Management Framework for the Government of Canada

Risk

Risk refers to the uncertainty that surrounds future events and outcomes. It is the expression of the likelihood and impact of an event with the potential to influence the achievement of an organization's objectives. Risk in this sense is the probability that a future event either good or bad will occur.

At a minimum, some form of quantitative or qualitative analysis is required for making decisions concerning major risks or threats to the achievement of an organization's objectives. For each risk, two calculations are required: its likelihood or probability of occurring, and the extent of the impact or consequences if it does occur.

The Privy Council Office refers to risk as "a function of the probability (chance, likelihood) of an adverse or unwanted event, and the severity or magnitude of the consequences of that event." Although this definition refers to the negative aspect of risk, the Privy Council Office acknowledges that positive opportunities can also arise from responsible risk-taking, and that innovation and risk frequently co-exist.

Source: Treasury Board of Canada Secretariat — Integrated Risk Management Framework

Staffing Management Accountability Framework

A mechanism to support deputy heads' accountability for the way they exercise their delegated staffing authorities. The Staffing Management Accountability Framework sets out indicators that specify the Public Service Commission's expectations for a well-managed appointment system.

For more information visit: Public Service Commission of Canada — Staffing Management Accountability Framework

See also: Departmental Staffing Accountability Reports

Source: Public Service Commission of Canada — Glossary

Stakeholders

Stakeholders are individuals, groups or organizations that have an interest or share in an undertaking or relationship and its outcome — they may be affected by it, or may in turn affect or influence it, or in some way be accountable for it.

See also: Outcome/Result

Source: Treasury Board of Canada Secretariat — Glossary

Strategies

The means through which a vision/mission is translated into practice. They typically provide information on the mid to long-term priorities (typically 3 to 5 years) and associated results, including high-level decisions on allocating the necessary inputs. Strategies usually comprise several activities and outputs.

See also: Activities

References:
Manzini, A., Didley, J.D., Integrating Human Resources and Strategic Business Planning, Amacom: New York, 1986.

Treasury Board of Canada Secretariat — Results-Based Management

Canada School of Public Service — Human Resources Planning (P702) Course

Succession planning and management

Succession planning and management involves an integrated, systematic approach to identify, develop, and retain talent for key positions and areas in line with current and projected business objectives.

For more information visit: Treasury Board of Canada Secretariat — Succession planning and management guide

Source: Treasury Board of Canada Secretariat — Succession planning and management guide

Technological change

Technical progress in industrial methods; for example, the introduction of labour-saving machinery, hardware or software, or new production techniques. Such change can result in reductions or increase in workforce.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Trend

A general tendency or pattern.

Source: Statistics Canada — Glossary for lesson plans

Workforce

Workforce analysis

Workforce analysis compares two sets of data:

  • the internal representation of designated groups in each occupational category, occupational group and geographic location within a department or agency; and.
  • the workforce availability of members of each designated group in the Canadian workforce or those segments of the Canadian workforce from which the employer may reasonably be expected to draw employees.
Every department or agency subject to the Employment Equity Act must conduct a workforce analysis to determine representativeness for each of the four groups designated by the Act (i.e. women, Aboriginal peoples, persons with disabilities and visible minorities).

Shortfalls detected through this comparison triggers the requirement that employers review their employment systems, policies and practices as part of an Employment systems review to determine possible causes of the under-representation.

See also: Representation data

Source: Workforce Analysis: A Guide and Workbook for the Federal Public Service, Ottawa: Treasury Board of Canada Secretariat, 2002

Representation data

The Employment Equity Act requires that employers departments and agencies covered by the Act conduct a workforce survey to determine internal representation of designated groups. The Act recognizes four designated groups for employment equity purposes: Women, Aboriginal Peoples, Persons with Disabilities and members of Visible Minorities. Information on gender is collected as part of the pay-and-benefits documentation process and thus the data on women are more reliable than data for the other three groups, which are dependent on self-identification.

Self-identification is voluntary: “Only those employees who identify themselves to an employer, or agree to be identified . . . are to be counted as members of those designated groups for employment equity purposes” (section 9). It is also confidential information. In the federal public service, self-identification is ongoing; that is, at any time in their career, employees may identify themselves as a member of a designated group. In addition, departments offer newly appointed employees an opportunity to self-identify as part of the orientation process.

Internal representation data are compiled by occupational category, occupational group and region. The results are then compared with external data on workforce availability to conduct the workforce analysis. An exception is the Executive group, which is compared to availability in the executive feeder groups

See also: Workfoce analysis

Source: Treasury Board of Canada Secretariat - Workforce Analysis: A Guide and Workbook for the Federal Public Service, Ottawa: Treasury Board of Canada Secretariat, 2002

Workplace flexibility

Workplace flexibility provides employees with options regarding when and where they work (through annualized hours, a compressed work week, flextime and telework), as well as providing the ability to address unanticipated family and personal needs as they arise.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

Human Resources and Social Development Canada — Workplace Flexibility



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