Strategic Human Resources Plan 2009-2012: STRATEGY 4  Improve National Consistency in Human Resources Management

Where We Are

During 2008-2009, the Canadian Coast Guard made significant progress on its two key initiatives to improve national consistency in human resources management – the development of a Standard Organization (SO) and the introduction of a Performance Review System (PRS).

This year, the efforts of Management Board made it possible to finalize the Standard Organization. Building on this success, the Organizational Structures Management Board Sub-Committee was created to guide and monitor standard organization implementation and a national working group developed tools to ensure progress on the implementation. It should be noted that there is a three-year implementation plan in place and that much work remains to be done, including finalizing national model work descriptions and analyzing workloads in some areas. This should reduce undue pressures on CCG employees.

As mentioned in Strategy 3, the goal of the recently launched PRS is to improve the performance of individuals and teams through frequent dialogue. In an effort to promote and educate employees on the PRS, information sessions for employees were held across the country. Results of the 2008-2009 PRS showed that 92% of employees have identified work objectives for 2008-2009 (See Table N for a regional performance review breakdown). Over the course of last year, seagoing personnel adapted the system and implemented a version tailored to their particular needs.

_{* Percentage of employees who received a performance discussion who have a learning plan.}

What We Will Do

The Standard Organization is essential to ensuring that the Canadian Coast Guard, as a Special Operating Agency, conducts its business in the same manner from region to region. It will help with consistency in service delivery, that employees who do the same work are classified and compensated in the same way and that available resources are appropriately distributed among regions. In 2009-2010, we will begin the three-year transition to a Standard Organization. Information sessions will be held for bargaining agents and employees. Following these sessions, the standard organization will be launched.

The PRS offers an achievable, sustainable and flexible process that allows all CCG employees to receive a performance review, have performance discussions and discuss career development, learning and training opportunities. We will continue to monitor completion rates and will encourage managers and employees to make the most of performance discussions, establishing links between everyday tasks and key activities contained in work descriptions.

Canadian Coast Guard employees were encouraged to take part in the 2008 Public Service Employee Survey (PSES). The results will have a direct impact on planning and decisions at CCG and across the public service, with a goal of achieving excellence in the workplace and in our service to Canadians. The PSES results will be assessed and shared with all employees and bargaining agents.

Looking Ahead

The strength of the Canadian Coast Guard will always be the professional and dedicated people who care about their jobs and who live by the motto of Safety First, Service Always. The Canadian Coast Guard Strategic Human Resources Plan 2009-2012 summarizes the human resources challenges we face over the next three years and outlines the steps we must take to ensure safe, secure and accessible Canadian waterways for all users. Strong leadership and an ongoing commitment to integrate human resources management into our business planning will be key to our success.

The CCG Strategic Human Resources Plan 2010-2013 will include initial assessments of how the additional vessels referenced in Budget 2009 will influence our future human resources needs.