Purpose:

This report outlines Human Resources Principles and Strategic Directions to be used during the Strategic Restructuring Initiative. It is a companion report to the Strategic Restructuring process.

Funding Sources, Financial Implications and Impact Statement:

There are no financial or funding implications.

It is recommended that the attached Human Resources Principles and Strategic Directions be received for information.

An integrated approach to amalgamating the municipal workforces is being proposed through the Strategic Restructuring Initiative. The development and communication of principles is an important component in this initiative. The Principles and Strategic Directions will guide the strategic restructuring process and be communicated to staff.

Human Resources For The New City

Principles and Values

During the Strategic Restructuring Initiative, we will foster an organizational climate that promotes:

(a) the ability to manage the present and anticipate the future;

(b) open and effective internal and external communications;

(c) high performing people and functions;

(d) financial accountability, including the delivery of cost-effective services to our public;

(e) a safe, healthy and productive working environment;

(f) ethical business practices incorporating equitable treatment for all;

(g) continuous learning; and

(h) flexibility, responsiveness and openness to change.

Human Resources Strategic Direction:

I. We will establish a positive, constructive and harmonious relationship with employees and the trade unions, thereby creating a stable collective bargaining environment which contributes to the continuity of effective service delivery.

II. We will implement Human Resources policies and processes which:

(a) support operational efficiencies and effectiveness;

(b) promote fair and equitable treatment of employees;

(c) reduce bureaucracy;

(d) create clear accountability for decision-making; and

(e) safeguard the Corporation by fulfilling all legal and collective agreement requirements.

III. We will implement a staffing approach which will allow the re-structuring of the workforce. This will include:

(a) timely information to employees about their employment options;

(b) re-deployment and training of existing staff to fill positions in the new structure; and

(c) exit programs for any staff downsizing that may be required.

IV. We will develop and implement a total compensation strategy, including direct and indirect benefits. This strategy will achieve organization effectiveness by recognizing and rewarding exceptional performance, while taking into account the need to attract and retain skilled workers and maintain stability in the workforce.

V. We will implement pension and benefit plans that incorporate cost containment initiatives, while providing employees with a comprehensive package to meet the current and future needs of a diverse workforce.

VI. We will establish a performance management process which measures performance against identified core competencies and against requirements specific to the business unit and position.

VII. We will assist managers and business units to achieve their goals and to improve individual, group and team performance and productivity.

VIII. We will contribute to the creation of a learning organization to realize the full potential of each employee through innovative training and organization development programs and services.

IX. We will create a safe and healthy work environment with the involvement of all workplace parties in shaping policies, programs and supportive processes.

X. We will minimize the human, operational and financial impacts of occupational injuries and illnesses on the employees and the organization through an integrated corporate disability management program which includes a focus on early return to work.

XI. We will develop a fully integrated, distributed Human Resources Information System.