1

Human Resources
Business Plan 2012-2014

BUSINESS UNIT NAME

Business Plan 2012-2014
Human Resources
Business Plan 2012-2014
TableofContents
1.0 EXECUTIVESUMMARY.....................................................................................................................1
2.0 ACKNOWLEDGEMENTS....................................................................................................................2
3.0 BUSINESSUNITOVERVIEW..............................................................................................................3
3.1 Mission\Vision\Values.....................................................................................................................3
3.2 OrganizationChart...........................................................................................................................4
3.3 History..............................................................................................................................................5
3.4 Accomplishments.............................................................................................................................5
3.5 InitiativesandMajorCapitalProjectsinProgress...........................................................................7
4.0 ANALYSIS..........................................................................................................................................8
4.1 FinancialSummary...........................................................................................................................8
4.2 CoreBusinessandServiceLevels.....................................................................................................9
4.3 PerformanceMeasures..................................................................................................................10
4.4 KeyCustomersandStakeholders..................................................................................................12
4.5 CurrentContext.............................................................................................................................13
4.6 SPOTAnalysis.................................................................................................................................14
5.0 STRATEGICINITIATIVES&OPPORTUNITIES...................................................................................16

1
Human Resources
Business Plan 2012-2014
1.0 EXECUTIVESUMMARY
This business plan outlines the environment, challenges, opportunities and priorities for the
Human Resources team over the next 3 to 5 years. This plan will act as a route marker to
indicateifweareontherightpathortoallowustoexplainwhywehavechosenanewpath.

ItisimportanttorealizethatasamemberoftheCorporateServicesfamilywearebydefinition
heretoservethecorporation.Whilewehaveclearthoughtsonourownprioritiesandwishes
wearecognizantofthefactthatwemustalignwiththeprioritiesofourcustomers.Withthis
in mind we have created some space in this plan to fine tune our action items so that we are
supportingtheneedsofourcustomers.

Webelievethatoureffortswillbecongruentwithourcustomersneedsifwefocusonbuilding
organizationaltrustwithinandbetweenalllevelsofouremployees.Thiswillbuildstrongerand
more respectful relationships, create opportunities to establish dialogue, increase levels of
employee engagement and result in a more productive workforce. This approach will also
create the foundation upon which we can build more meaningful performance tools,
developmentplansandsuccessionstrategies.

The results of these efforts will be programs and services that will align values and support
decision making. Our goal is that all employees will have clarity in how their contribution
supportsthevision;Managerswillhavethetoolsthattheyrequiretobeeffectiveinsupporting
and developing their staff; together we will foster a culture of public service that earns the
trust,respectandconfidenceofourcommunity.

2
Human Resources
Business Plan 2012-2014
2.0 ACKNOWLEDGEMENTS
Thefollowingteammemberswereinstrumentalinthedevelopmentofthisbusinessplan:

BradDoak HumanResourcesConsultant
CaraLembicz JuniorHumanResourcesConsultant
ChrisLastiwka CompensationConsultant
DeanOikawa BenefitsManager
HeatherReece HumanResourcesConsultant
JasonElliott HumanResourcesManager
MaryKay OrganizationalDevelopmentManager
RhondaFriesen HumanResourcesConsultant
GraemeWoods Facilitator

Thankstoalloftheteamfortheirsupportduringthisbusytime:

BarbaraHalden LeoraDyer
CarlaElfring MariPenner
CarlaKoyata MattMalinowski
ChrisIngold MelanieFox
DarcyZimmerman RobScotland
ErinPocai RosiGregory
JanHudson TrinaMacDonald
JodiFindlay ValJackson
KareySetoguchi

3
Human Resources
Business Plan 2012-2014
3.0 BUSINESSUNITOVERVIEW
The Human Resources team coordinates the flow of people into, through and out of our
organization. All of our activities support this flow of human resources. Our activities are
grouped into key functions including: attraction, orientation, compensation and benefits,
development, retention, labour relations, disability and wellness. The alignment and
effectivenessofthesefunctionsensuresthattheCityofLethbridgehastherightpeopleinthe
rightpositionsattherighttime.ThisinturnallowstheCitytodeliverservicestoresidentsinan
effectiveandefficientmanner.

In order to facilitate the delivery of our services we have divided our team into three service
areas.

TheTimeandLabourteamisresponsibleforthecollection,input,auditingandreportingof
datawhichinformsthepayrollsystem.Thisteamworkswithourcustomersonadailybasis
toshareinformationandanswerquestionsregardingthisinformation.Meetingcustomers
needsthrougheffectiveuseofoursystemsisakeyobjectiveoftheTimeandLabourteam.
The Employee Resource Centre (ERC) team looks after all the benefits and disability
programs. This includes the flexible benefit plans, short and long term disability claims
management,returntoworkprogram,wellnessprogram,andpensionplans.TheERCteam
isoftenthefirstpointofcontactforemployeeswithquestionsduetotheconvenientoffice
locationnearPublicOperationsandTransit.
The Corporate Human Resources team is located in City Hall and is responsible for
employee attraction, onboarding, training and development, information management,
labour relations, compensation, employee relations, manager support and general human
resourcesadvice.
3.1 Mission\Vision\Values
Mission:
We provide professional human resource services in order to attract, retain, support and
developouremployeessothattheycanservethepublicinawaythatearnsthetrust,respect
andconfidenceofourcommunity.
Vision:
Topromoteafullyengagedworkforcewhoserveourcommunitywithexcellence.
Values:
TheHRTeamsupportsthevaluesespousedbyourLeadershipTeam.

4
Human Resources
Business Plan 2012-2014
3.2 OrganizationChart

5
Human Resources
Business Plan 2012-2014
3.3 History
Asadepartment,HumanResources(HR)hascomealongwaysince1891.Inourcurrentform
we have only been together since 1990 when Payroll moved to Finance and Personnel was
renamedtoHumanResources.In1996theEmployeeResourceCentre(ERC)wasformedand
theTimeandLabourteamjoinedHumanResourcesin2006.

Inreviewingourhistorysincethe1990swenotedsomethemesemerging.Intheearlydaysof
HR there was an emphasis on transactional work; collecting and accurately recording
information related to a growing workforce. In the late 1990s and into 2000 there was an
effort to grow our programs and services offered to employees. It was also during this time
that emphasis was placed on the importance of relationships with staff. Around 2005 efforts
were focused on a growing staff compliment and the adjustments required supporting this
significant change to our workforce. Customer focus was highlighted as the learning that
occurredduringthistime.In2010wewereworkinghardtoalignandintegrateourprograms
andservicestoofferacoordinatedsolutioninanefficientmannertoourstaff.Thisisatheme
weseecontinuinginthenearterm.
3.4 Accomplishments
We have survived a number of key staff changes on our team in the last three years. Each
section of our department has experienced someone leaving or joining and despite the
challenges we are proud to say that we have continued to deliver excellent service to our
customers.Thefollowingisabriefdescriptionofsomeofthesuccessesweremostproudof!

DisabilityRatesatPre1999LevelsDuetotheongoingeffortsofourERCstafftoeducateand
gain the participation of our customers in return to work programs, our short and long term
disabilityratesareatlevelsnotseensince1998.OurDisabilityPartnershipmodelcontinuesto
betheenvyofourmunicipalcolleagues.

Time and Labour This Team has been extremely successful in delivering service with an
emphasis on efficiency. Efforts of the team have allowed for a number of system
improvements including the highly popular automatic uploading of time. This has created
capacityamongtheteamtooffertheirservicestootherareasoftheorganization.Maximizing
useofoursystemscreatescapacitywhichresultsinmoreefficiency.

6
Human Resources
Business Plan 2012-2014
New Employee Orientation Program We are proud to list our new employee orientation
program as an accomplishment this reporting period. Effectively bringing new staff on board
does not end with the interview or job offer; all new staff participate in a half day session at
City Hall where they get to network with other new and existing staff, including the City
Manager. They also receive valuable information regarding key city functions and walk away
with a gift. This program has been so well received that our not so new employees want to
attend.

Vascular Risk Assessment Program This is the third year that we have offered this excellent
program to our staff. It is a free, fun and informative way to raise awareness regarding your
heart health and the risks of diabetes. 216 employees have been screened, many more than
once, since January 2009. It has been such a success that we expect a waiting list for the
upcoming assessments. This program also reinforces the importance of community
partnerships. We would not be able to offer this program if not for the support of the
UniversityofLethbridgenursingfaculty,AlbertaHealthServicesandPfizer.

New Managers Scavenger Hunt This program offers a fun and interactive way to get new
managers out of their offices, meeting key people in the organization, establishing contacts
theycancallonforassistanceanddiscoveringhowweworkinsupportofeachothertoachieve
corporategoals.

Crucial Conversations In an effort to achieve our goal of building trust and improving
relationships throughout the organization, we have looked for ways to improve the
communication skills of our employees. Crucial Conversations is a program focused on doing
just that and so far 150 of our employees have participated in the training. The program is
delivered by inhouse trainers and given its success we have no plans to slow down until
everyoneiscomfortablehavingcrucialconversations!

Leadership Skills Program We trained 200 staff in our Leadership Skills for Supervisors
sessions where participants learned a common language to use in many aspects of self
awareness,coachingandsupervisingstaff.

Western Cities Conference 2010 This past fall the City of Lethbridge HR team hosted 150
delegates from all over Western Canada and the Yukon for four days here in Lethbridge. We
attracted world renowned business thinkers and authors who presented their materials to
delegatesandalargenumberofCitystaff.OurfirsttimehostingthismunicipalHRconference
wasahugesuccess!

7
Human Resources
Business Plan 2012-2014
Online Recruitment System Leveraging our ownership of PeopleSoft, we developed and are
ready to implement a new PeopleSoft module which will enable candidates to apply for
employment online. This system will help streamline the recruitment process for all involved
andallowcandidatesanewwayofinteractingwiththeCityofLethbridge.

CollectiveBargainingAtthebeginningofeachbusinessplanningcycleweareeitherramping
up for, or winding down from negotiations with the various Unions representing our
employees.Atpresentwehaveninedifferentcollectiveagreementsandalthoughsomeofthe
bargaining sessions have been challenging, in general we benefit from strong working
relationshipswithourUnionrepresentatives;ithasbeenmanyyearssincewehavehadlabour
unrest.

OnlineflexiblecreditallocationsIn2010weranapilotprojecttointroduceemployeestoan
online opportunity to make their annual flexible credit allocations for their health spending
accounts.Allreportswerepositiveandweexpecttofullyimplementthisin2011.
3.5 InitiativesandMajorCapitalProjectsinProgress
TheHumanResourcesteamisnotdirectlyinvolvedinmajorcapitalprojectsatthistime;weare
however,indirectlyinvolved.Wesupportthestaffingplanningandworkforcetransition
strategieswithprojectssuchastheENMAXCentre,PublicOperationsrenovationsandStafford
Centremove.Theseprojectsrequirethatstaffneedsareconsideredandtrainingandsupport
offeredwhereappropriate.

8
Human Resources
Business Plan 2012-2014
4.0 ANALYSIS
4.1 FinancialSummary

2007 2008 2009 2011 2008-2011

Actual Budget Budget Budget Change
69,944 90,400 80,606 82,963 (7,437)
3,775 1,000 1,000 1,000 0
73,719 91,400 81,606 83,963 (7,437)
320,405 281,800 360,700 316,900 35,100
(605,918) (490,200) (525,000) (573,300) (83,100)
58,237 51,000 109,900 44,900 (6,100)
154,297 140,500 150,700 164,700 24,200
(46,031) 0 (75,100) (38,100) (38,100)
(23,337) 0 (65,000) 0 0
1,369,619 1,446,600 1,729,245 1,917,522 470,922
1,227,272 1,429,700 1,685,445 1,832,622 402,922
1,153,553 1,338,300 1,603,839 1,748,659 410,359
Corporate Servi ces
Human Resources
Budget Summary
2010
Budget
Revenues
Other Revenues 81,759
Sales of Goods & Services 1,000
82,759
Expenses
General Services 316,400
Interdepartmental Transfers (548,400)
Materials & Supplies 44,900
Other Personnel 157,700
Reserve Transfers (36,300)
Transfers to Capital 0
Wages & Benefits 1,826,031
1,760,331
Total Human Resources
1,677,572

9
Human Resources
Business Plan 2012-2014
4.2 CoreBusinessandServiceLevels
HumanResourcesCoreBusiness&ServiceLevels
CoreServices DisabilityManagement
DescriptionofService: ServiceLevels:
Claimsadjudication Toadjudicateclaimsinatimelymanner
Returntowork Tomitigateclaimscostswhileensuringsafereturntowork
Employeeeducation/awareness To provide information to avoid claims or reduce amount
oftimeoffonclaim
CoreServicesLabourRelations
DescriptionofService: ServiceLevels:
Union/Managementrelations Torespondtoissuesinatimelymanner
Negotiations Toconcludeagreementswhichrespecteachpartiesneeds
Investigations/disputeresolution To provide a consistent approach and predictable
outcomes
CoreServicesRecruitmentandStaffing
DescriptionofService: ServiceLevels:
StaffingPlanning Toensuretherightpositionispostedtofilltheneed
Attraction Topostthepositionsattherighttimesintherightlocations
Selection/Onboarding Toselectthebestcandidatesandpositionthemforsuccess
CoreServicesInformationSystems
DescriptionofService: ServiceLevels:
Employeepersonaldata Tocaptureinformationaccuratelyinatimelymanner
Employeepaydata Tocaptureinformationaccuratelyinatimelymanner
Supportsystems To capture and report information that is useful to an
engagingemployeeexperience
CoreServicesTotalCompensation
DescriptionofService: ServiceLevels:
Benefits To offer benefits program which meet the majority of
employeesneedsthemajorityofthetime.
Compensation To provide an equitable and transparent system that
compensatesstafffairly.
Recognition Toprovideaprogramthathasahighperceivedvaluetoour
employees.

10
Human Resources
Business Plan 2012-2014
HumanResourcesCoreBusiness&ServiceLevels
CoreServicesEmployeeDevelopment
DescriptionofService: ServiceLevels:
CoreCompetencies To develop all employees core competencies to an
appropriatelevelinatimelymanner.
TechnicalCompetencies To make available training opportunities to support
employeestechnicaltrainingrequirements.
LeadershipCompetencies Todevelopemployeessotheymaypositionthemselvesfor
internalpromotion.
4.3 PerformanceMeasures
Capturing and analyzing data to inform decision making is a priority for our team during this
businesscycle.Thefollowingaresomecommonperformancemeasuresusedtoday.

11
Human Resources
Business Plan 2012-2014

0
1
2
3
4
5
6
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
%

o
f

P
a
y
r
o
l
l
DisabiltyPremiumRates
Employee25% Employer75% Total

12
Human Resources
Business Plan 2012-2014
4.4 KeyCustomersandStakeholders
HumanResourcesKeyCustomers/Stakeholders
KeyCustomers/Stakeholders SummaryofPerceivedNeedsorExpectations
CityCouncil Processesandpracticeswhicharefairandlegal
Accountablestaff
Faircompensationsystems
Leaders Trendanalysis
Adviceonorganizationalissues
Subjectmatterexperts(Labour,benefits,systems)
Applicants Accessandinformation
Clearhiringprocesses
Employees Payandbenefits
Traininganddevelopmentopportunities
Clearexpectations/direction
Coaching
Managers Employeesupport,advice,coaching
Subjectmatterexperts(compensation,labouretc.)
Teambuilding,relationships
Returntoworkinformation
Performanceandattendancemanagement
Interpretationofagreements,policies
Suppliers;Trainers;Consultants Information,reporting,clearprocesses,business
Boards (Disability, Police, Library,
Museum)
Negotiations,employeesupport,guidance,advice
Citizens Fairandefficienthiring
Productiveemployees
Valuefortaxdollars
RegulatoryBodies Reportingandinformation
Unions Fairness, trust, sharing of information, ability to
representtheirmembers
Othermunicipalities/employers/networks Information,sharing,support,advice

13
Human Resources
Business Plan 2012-2014
4.5 CurrentContext

TRENDS:
Increaseinmultiplecareerswithmultipleemployers
Decreaseincontinuityofstaffing
Increaseinretirements(boomersleaving=lossofknowledge)
Increaseinconflictamongemployees
Increaseinsickclaimsasbabyboomersage
Increasedcomplexityofsickclaims
Increaseuseoftechnologyleadstoincreasedtrainingneeds
Increasednumberofemployeeswithdifferentneeds(fourgenerations)
IncreaseinstaffnewtotheCityofLethbridge
Increasedsensitivitytoeconomictrends
Increasedspeedatwhichtheeconomycanfluctuate
Increasedresponsivenessandpartnershipswithcustomers
Increasedcomplexity
IncreasedselfrelianceofManagers
Decreaseinavailabilityoftrades/skilledworkers
Increaseduseofassessmenttools
Increaseddemandforhigherwages
Increaseddemandforflexibility(schedules,location,retirement)
Increasedfinancialsensitivity
CUSTOMERNEEDS:
Uptodateadviceandinformation
TrustingrelationshipwithHRstaff
Handsonpersonalservice
UNCERTAINTIES:
Adoptionofnewtoolsandprocesses(i.e.selfservice)
Availabilityoflabourtoreplaceretirees
OTHERFACTORS:
(Technology,
Facilities,etc.)
LegislationEmploymentStandards,Labour,HumanRights
Collectiveagreements,organizationalpoliciesandprocedures

14
Human Resources
Business Plan 2012-2014
4.6 SPOTAnalysis

STRENGTHS:
TheHRTeamknowledgeable,experienced,professional,diversepointsof
view, dedicated, adaptable, self directed, skilled, development support,
customerfocused
Customer Service Model accessible, understandable, focused, diverse
work,deepunderstandingofcustomers,confidenceofmanagers
Strong Programs Flex benefits, training and development, service
recognition,disabilitymanagement,timecollection/entry
GoodEmployer
Relationshipsareimportantandvalued
PROBLEMS:
Lackofperceptionofworkculture
Lack of employee to employee trust, respect, accountability and
communication
LackofdocumentedproceduresknowledgemanagementwithinHR
Limitedsuccessionplanning
LimitedorganizationalhistoryonHRTeam
Silos within HR functions can easily get disconnected from overall
function
NeedtoimprovemeasurementofHRperformance
Employeedevelopmentprogramsareonesizefitsall
Getverybusydoingtransactionalwork
Managing demographics values are different, aging workforce,
retirements,productivity

15
Human Resources
Business Plan 2012-2014

OPPORTUNITIES:
Useportaltoeducateandenhancecommunicationwithcustomers
Developnewrecruitmentandreputationmanagementstrategy
Leadershipdevelopment(Leadervs.technicalexpert)
DevelopmetricsforHRservicelevelsandperformance
Developinternalmarketingstrategy
Setclearpriorities
Createaknowledgemanagementsystem
Engageemployeesdifferently
Developalternativelearningmethods(mentorship,wikis,activelearning)
THREATS:
Budgetpressures
Changingdemographics
UnclearprioritiesManyofourworkprioritiesarecustomerdriven
Disconnectinattitudesandunderstandingoforganizationalvalues,culture
andbehaviors
Recruitmentchallengesinparticularareas
Lackofaligned/integratedperformancemanagementsystem
HRnotalwaysusedassubjectmatterexpertsHRisjustcommonsense
Changeinunionexecutiverelationshipbuilding

16
Human Resources
Business Plan 2012-2014
5.0 STRATEGICINITIATIVES&OPPORTUNITIES
HUMANRESOURCES5BoldSteps
BoldStep Primary/SecondaryObjectives
1. WorkforceEngagement Determine what programs and services to keep, stop,
start
Alignoureffortswithcustomerneeds
CreatefocusforouremployeesandtheHRteam
Ensurethatwearesupportingourworkforce
Buildtrustandmutualrespecttoincreaseengagement
2. EmployeePortalDevelopment/
Implementation
Enhancecommunicationwithemployees
Increaseselfservice
Inform,interact,engage
Clear,understandable,accessibleandtimelyinformation
Singlesourceofinformation
3. Capture&EstablishBaseline
Data
Utilize objective data to support decisions and
recommendations
Justify service levels and increase confidence in decision
making
Evaluate strategies and identify trends and opportunities
morequickly
Createabenchmarkforfuturecomparability
Continuousimprovement
4. PerformanceManagement [linkedwithcustomerpriorities]
5. EmployeeDevelopment [linkedwithcustomerpriorities]
Notes: #4and#5willbeasecondarystepaftereffortandmomentumiscreatedin#1.