Human Resources Annual Report 2011
City of Guelph Human Resources
2011 Annual Report
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City of Guelph Human Resources
2011 Annual Report
Table of Contents Executive Summary ……………………………………………………………………………………………………………...... Human Resources Scorecard ………………………………………………………………………………………….…..... Reading this Report ……………………………………………………………………………………………………………......
5 7 8
The People Practices Strategy ……………………………………………………………………………………………....
9
The Human Resources Department ………………………………………………………………………………….....
10
HR Mandate ……………………………………………………………………………………………………………………….... HR Efficiency Indicators ……………………………………………………………………………………………………......
10 10
City of Guelph – Workforce Analysis ………………………………………………………………………………......
11
Headcount ………………………………………………………………………………………………………………………….... Workforce Trends Over Time …………………………………………………………………………………………….....
11 11
Other Workforce Trends Rate of Unionization & Management Ratio
Demographics ……………………………………………………………………………………………………………………....
12
2011 Demographics by Association
Retirement Summary ………………………………………………………………………………………………………......
13
Projected Retirement in the next 5 years
Turnover Trends & Observations ……………………………………………………………………………………….....
14
Turnover Summary Exit Interview Feedback Cost of Severance
Salary Expense .………………………………………………………………………………………………………………….....
16
Labour Relations, Health & Safety Report …………………………………………………………………….......
17
Grievances …………………………………………………………………………………………………………………………....
17
Grievance Summary
Accidents & Incidents ………………………………………………………………………………………………………......
18
Annual Accident/Incident by Accident/Incident Type Lost Time Incident Analysis Accident & Incident Summary Return to Work Accommodation Ministry of Labour Visits
Attendance ………………………………………………………………………………………………………………………......
22
Absenteeism by Association Annual Absenteeism Comparison Cost of Claims
Employee Assistance Plan …………………………………………………………………………………………………..... Page | 3
24
City of Guelph Human Resources
2011 Annual Report
Compensation, Benefits, Payroll & HRIS Report ……………………………………………………...........
25
Alternative Work Arrangements ………………………………………………………………………………………...... Job Evaluation Activity ………………………………………………………………………………………………………..... OMERS & Benefits ……………………………………………………………………………………………………………......
26 27 27
Benefit Activity OMERS Activity Benefit Costs
Staffing & Workforce Planning Report …………………………………………………………………………….....
29
Staffing Activity Summary ………………………………………………………………………………………………….....
30
Career Development Services Staffing Activity by Service Area Temporary Hiring Activity by Department Advertising Costs
Workforce Planning …………………………………………………………………………………………………………......
32
Community Outreach Community Engagement Diversity
Organizational Development Report ……………………………………………………………………………......
35
Employee Recognition Summary ………………………………………………………………………………………..... Corporate Wellness …………………………………………………………………………………………………………....... Human Rights & Harassment ……………………………………………………………………………………………...... Performance Development Plans ……………………………………………………………………………………....... Learning & Development …………………………………………………………………………………………………......
36 37 38 38 40
Learning Benchmark Learning Culture& Innovation Leadership Learning Mandatory Training Summary
Works Cited and Referenced ……………………………………………………………………………………………......
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City of Guelph Human Resources
2011 Annual Report
Executive Summary The 2011 Human Resources Annual Report provides a summary and analysis of the people activity related to employment at the City of Guelph. This is the fourth annual report prepared by Human Resources which consolidates performance measures and information related to workforce demographics and trends in a variety of key human resource areas, making comparisons wherever possible to relevant benchmark data. These comparisons are then used to evaluate the effectiveness of Human Resource programs at the City of Guelph, and inform new programs going forward.
Human Resources Dashboard The Human Resources Dashboard provides Council with key performance indicators with respect to the City’s workforce and related human resource activity. In addition, it allows staff to quickly identify areas that are performing well and areas that require further attention, analysis and programming in order to influence improvement. As illustrated below, several key metrics have been aligned into categories to illustrate progress toward achieving the goals of the People Practices Strategy. Items in the dashboard marked by GREEN indicate that the City of Guelph is reporting metrics that compare positively to benchmarks. YELLOW and RED indicate items that are not currently in line with benchmarks. PLUS and MINUS signs indicate the direction that these items are trending. For example, the “% of positions filled Internally” in 2011 is less than the benchmark for other municipalities, however, it continues to trend in a positive direction. In addition, the 2011 Human Resources Dashboard provides a comparison of the progress made on these measures between 2010 and 2011.
Human Resources Dashboard A Well Workplace
2010
Voluntary Turnover
–
2011
2011 A Learning Organization
2010
2011
+
+ +
Training Cost per Employee
Sick Days per Employee
% of Positions filled Internally
Lost Time Incident Rate
Business & Service Excellence
–
Grievance Rate
HR: Employee Count
Leadership
HR Expense
Management Forum Attendance Rate*
Benefits Expense
Leadership Orientation Program Completion Rate*
External Time to Fill
PDP Completion Rate* *These items are not benchmarked
+
+
+
Advertising Costs Management: Non Management Ratio
Voluntary turnover, training cost per employee and external time to fill measures all showed an improvement between 2010 and 2011. Most measures under Business & Service Excellence show performance that compares
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City of Guelph Human Resources
2011 Annual Report
favourably to relevant benchmarks, as does the lost time incident rate. The percent of positions filled internally and performance development plan completion rate measures continue to trend positively. All Measures under Leadership remained a cautionary yellow in 2011 indicating the ongoing need to focus on leadership development as a priority. Similarly both measures under A Learning Organization remain cautionary however these measures did see improvement in 2011. Three measures showed a negative trend in 2011, two of which are under A Well Workplace represented by sick days per employee and the grievance rate. More information can be found on these measures on pages 22 and 18 of the report respectively. Benefits expenses per employee increased slightly in 2011 but are moving further away from the benchmark. More detail can be found on page 28. The remaining pages of this report provide further context, detail and analysis regarding these and other key performance measures, the People Practices Strategy and the Human Resources Department activities and services in general.
A look at 2012 and beyond… Performance measurement is an evolutionary process starting with the regular collection and reporting of data to track work produced and results achieved. Long term, the benefits of measuring performance include greater efficiency, effectiveness and accountability. The Institute of Public Administration of Canada looks at performance measurement in terms of inputs, activities, outputs, outcomes and impacts defined as follows: Inputs are the human, financial and material resources that are used to implement a program (e.g. the money spent). Activities involve the use of the inputs to implement a program’s objectives (e.g. developing training courses) Outputs are the short-term achievements that result from the activities undertaken to implement the program (e.g. the number of public servants trained). Outcomes are the medium-term changes that result from achieving the outputs (e.g. the improved skills of employees). Impacts are the long-term changes that result over time from achieving the program’s outputs and outcomes (e.g. improved program delivery). In 2012 Human Resources staff will be conducting and participating in activities that will inform a new set of goals for Human Resources at the City of Guelph. For example, an Employee Engagement Survey is an activity that is planned for 2012. Many of the inputs and outputs that we currently measure are related in some way to employee engagement. For example, leadership, investment in training and filling positions internally are all inputs to employee engagement. Similarly, measures such as turnover, sick days and grievance rates are outputs of employee engagement. Measuring employee engagement in 2012 will enable the identification of specific activities to better influence these and other measures going forward. The Corporate Strategic Plan, once finalized, will also inform the goals and activities for Human Resources going forward. In summary, the corporate strategic plan, employee engagement survey results and the 2011 performance measures will all be considered in determining a new set of goals and activities for Human Resources at the City of Guelph. These goals will become the outcomes and impacts that Human Resources will work toward, and that will influence future performance measurement reports.
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City of Guelph Human Resources
2011 Annual Report
Human Resources Scorecard The following Scorecard reflects the performance measures on the Human Resources Dashboard and illustrates the progress made toward targets in 2011.
Value Creation A Well Workplace Measure
Target
Voluntary Turnover
Not to exceed 5%
2011 Result • 4%
Sick Days per EE
9 days
• 10.2 days
Lost time incident rate
Reduce # of incidents by 10% (from 2010)
• Reduced # of incidents by 5.4%
Grievance Rate
At or below the benchmark
• Increased to 7.5 % Benchmark is 4.7%
A Learning Organization Measure
Target
Training cost per Employee
Increase by 50%
% of positions filled internally
Increase by 5%
2011 Result • Increased 13%
(from 2010) (from 2010)
• Increased 15% from 40% - 46% • Still below the Benchmark of 57%
Leadership Measure
Target
Management Forum Attendance Rate
80% Attendance
2011 Result • 54% Attendance
Leadership Orientation Program Completion Rate
100% Completion
• Completion rate 78%
Performance Development Plan Completion Rate
100% completion rate by due date
• 90% completed; 82% completed by the due date
Cost Control Business & Service Excellence Measure
Target
2011 Result
HR:Employee Count
Maintain
• Yes
(2010 or better) HR Expense
Maintain
• Up by 0.03%
(2010 or better) Benefits Expense
Target the benchmark
External Time to Fill
48 days
Advertising Costs per External Hire
Maintain lower than the benchmark
• Combined 2% increase in dental and extended health • Combined 14% higher than the benchmark • Decreased from 52 days to 50 days • 2011 Benchmark is 57 days • Increased however remains lower than the benchmark
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City of Guelph Human Resources
2011 Annual Report
Reading this Report…. This report reviews key performance indicators making comparisons wherever possible to relevant benchmark data in order to identify human resource programs that represent areas of concern or opportunities for improvement. This report has been organized into several sections: The People Practices Strategy; The Human Resources Department; City of Guelph – Workforce Analysis; Labour Relations, Health & Safety Report; Compensation, Benefits, Payroll & HRIS Report; Staffing & Workforce Planning Report and the Organizational Development Report. Most sections have been organized to provide a summary of activity in 2011, comparisons to benchmark data (where possible), analysis and next steps.
The Data: Data Illustrations Data illustrations in the form of tables and graphs are used extensively throughout this report to show current year data and, where possible, trends against previous years.
Example
Data Summaries Accompanying each data illustration is a brief review of trends, key findings and depending on relevancy, a summary of expectations going forward.
2010
2011
Sample 1
X
X
Sample 2
X
X
Sample 3
X
X
Sample 4
X
X
X%
X%
Total
HRBN
Y%
This is the summary of the sample this is the summary of the sample this is the summary of the sample this is the summary of the sample this is the summary of the sample.
Benchmark Information Benchmark data from one of the following sources can be found throughout the report: 1.
Human Resources Benchmarking Network (HRBN): Report of the Annual Benchmarking Survey 2011 This report summarizes the data submitted by 24 Ontario Municipalities.
2.
Conference Board of Canada (CBOC): Various Sources, summarizing public sector data from across Canada.
3.
Statistics Canada: Various Sources, summarizing government sector data from across Canada.
Division Reports & Key Accomplishments Each division within the Human Resources department has developed a summary for this report. Each summary contains a list of Highlights for that division in 2011. The following icon has been used to illustrate accomplishments that support the strategic directions of the People Practices Strategy…
Corporate Values The Corporate Values are integral to everything we do at the City of Guelph. This report has been prepared and presented in a manner that respects these values.
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City of Guelph Human Resources
2011 Annual Report
The People Practices Strategy The People Practices Strategy was developed in 2008 as the City’s blueprint for achieving organizational excellence through exemplary people practices; to be a top employer in the community. Driven by the Community Strategic Plan, specifically “A community focused, responsive and accountable government” – the People Practices Strategy calls for new and updated human resource policies and management approaches for the Corporation to achieve the following four goals:
A Well Workplace A Learning Organization Leadership Business & Service Excellence Investing in our workforce through the achievement of the action items in the People Practices Strategy will lead to an increase in employee engagement, and a commitment to the success of the organization and customer service, which translates to satisfied customers and a more effective local government.
2011 Highlights Alternative Work Arrangements Diversity Strategy Succession Planning Program
1
A Well Workplace
2
A Learning Organization
3
Leadership
4
Business & Service Excellence
Where employees are provided with a challenging, rewarding, enjoyable and fulfilling career; Where employees are assisted in balancing their career, home and personal life through supportive human resource policies and management approaches.
Foster learning as a way of life, encourage creativity, and actively promote and invest in the skill and knowledge development of every employee. Establish a City of Guelph commitment to align career development practices with employee’s personal goals and existing corporate objectives.
Develop leaders within all levels of the organization who will share enthusiasm, a sense of purpose and direction, and reflect the Corporate Values.
Corporate Safety Audit Corporate Wellness Initiatives
Making a Difference… Within the four goals of the PPS, 17 objectives were developed accompanied by 80 action items. Updates to progress under the strategy are communicated 3 times a year to staff via the Infonet. Updates have been provided on all action items identified for 2011, along with several updates for items not scheduled to begin until 2012. Page | 9
Providing best in class business and service excellence by revisiting our business objectives, effectively using technology, ensuring staff are well trained, effectively managing change and objectively measuring performance for continuous improvement.
City of Guelph Human Resources
2011 Annual Report
The Human Resources Department HR Mandate The City of Guelph Human Resources Department provides human resource management programs and services, aligned with the City’s values of integrity, excellence and wellness; and consistent with Council and regulatory requirements, to enable the City to meet its business and service goals by: Promoting excellence in human resource management and providing leadership in the implementation of the City’s People Practices Strategy, Providing a proactive human resource advisory, information and service function to the departments of the City of Guelph, Providing information to Council and the organization to support human resource decision making, and Supporting employment related legislative compliance. The following represents the organization structure of the Human Resources department:
HUMAN RESOURCES Labour Relations, Health & Safety
Compensation, Payroll, Benefits & HRIS
Staffing & Workforce Planning
Organizational Development
HR Efficiency Indicators HR Efficiency Indicators are very much in line with municipal and public sector benchmark data. The City of Guelph provides HR services to 127 employees per Human Resources staff member. This ratio compares favourably to benchmarks reported by the Conference Board of Canada and by the Human Resources Benchmarking Network. HR Expenses as a percentage of Organizational Operating expenses increased 0.03% to 0.69% in 2011. Although the cost of providing HR services per FTE increased by $30 the cost of providing Human Resources programs and services remains aligned with benchmark data from the Human Resources Benchmarking Network and the Conference Board of Canada. According to the CBOC, The City of Guelph continues to receive these services at a cost of less than half of other government sector employers. 1
2009
2010
2011
HRBN
HR Staff: Employee Count
1:130
1 : 120
1 : 127
1:98
1:68
HR Expense as a % of Organization Operating Expense
0.61%
0.66%
0.69%
0.6%
Not Available
Cost of HR per Full Time Equivalent
$1,227
$1,261
$1,291
Not available
$2,658
1
Human Resources Benchmarking Network 2011 (Municipal Sector) 2Conference Board of Canada 2010 (Government, Median)
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CBOC
2
Indicator
City of Guelph Human Resources
2011 Annual Report
City of Guelph: Workforce Analysis Headcount The headcount graph below illustrates the number of full time and regular part time employees in each Service Area as of the end of the reporting year. This graph is meant to illustrate the relative size of each department and to provide context for other data reported by Service Area throughout this annual report. Total Full 1 Time Staff
Service Area
Vacancies at Dec 31/11
Total Other (Annual Avg.)
Total Staff
Total % of Staff
CAO - Administration
305
3
57
365
18%
Community & Social Services
117
2
525
644
32%
Corporate & Human Resources
74
2
5
81
4%
Operations & Transit
354
3
97
454
22%
PBEES
297
7
31
335
17%
Library
44
2
92
138
7%
Council
-
-
13
13
0.6%
1,191
19
820
2,030
100 %
Total Workforce 1
Includes all active Full Time and Regular Part Time employees as at December 31, 2011.
Workforce Trends over Time For some calculations in this report and for the purpose of benchmarking; a figure of 1,451 has been established to represent full time equivalents or FTEs. This figure is only used for the purpose of analysis and comparison and is not to be confused with numbers used for budget purposes. FTEs in this report include an additional equation of all time worked by temporary and seasonal staff to determine their full time equivalent. FTEs for budget purposes include only regular full and part time employees or ‘heads’. As part of the 2011 budget process, 79 new permanent positions were approved and added to the organization accounting for the corresponding increase in FTEs illustrated in the graph below. 1600 1400 1200
1,281
1000 800 600
1,013
923
937 684
725
744
1,451
1,376
1,370
1,350
1,131
1,110 731
792
1,210 820
400 200 0 2006 FTEs
2007
2008
Permanent Full Time and Regular Part Time
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2009
2010 Other Temporary and Part Time
2011
City of Guelph Human Resources
2011 Annual Report
Other Workforce Trends The chart below illustrates the steady relationship between unionized positions, non unionized positions and management/supervisory positions annually since 2008. The rate of unionized positions to non unionized positions has been stable at 80% over this time period. Ratio of Union to Non Union and Management Positions over Time
2011 2010 2009 2008 0%
10%
20%
30%
40%
Unionized
50%
NUME Non-Mgmt
60%
70%
80%
90%
100%
NUME Mgmt
Rate of Unionization & Management Ratio Overall, the rate of unionization at the City of Guelph is higher than that reported by Statistics Canada. The Management: Non Management ratio shows that on average, City managers and supervisors oversee more staff than our municipal comparators. Rate of Unionization
Management: Non Management Ratio
City of Guelph Statistics Canada (For Public Administration, 2011)
City of Guelph 69%
80%
The percentage of full time staff who are represented by a union.
HRBN
1:14.5
1:10
The number of management/supervisory employees to nonmanagement, non-supervisory employees.
Demographics The demographic profile of our workforce (gender and age) has not changed significantly over the past four years. The Human Resources Benchmarking Network reports an average employee age of 43. This is in line with the average age for the City of Guelph overall workforce which sits at 44. The distribution of females within the organization remains at 33%, well below the benchmark. This disparity is the greatest in associations where the nature of the work has historically been, and continues to be, male dominated; such as in the skilled and semi-skilled trades, outdoor work (represented by CUPE 241) and in firefighting and fire prevention (GPFFA 467). The average years of service has decreased slightly over 2010 with turnover continuing to be highest among employees with less than five years of service. Workforce Demographics
2008
2009
2010
2011
HRBN
Male
68%
68%
67%
67%
47%
Female
32%
32%
33%
33%
53%
Average Age
-
44
45
44
43
Average years of Service
-
7.7
10.5
10
11
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City of Guelph Human Resources
2011 Annual Report
2011 Demographics by Association Total Full 1 Time Staff
Male
Female
Average Age
Average Years of Service
Transit ATU 1189
175
70%
30%
48
9
Library CUPE 1946
31
26%
74%
47
15
Outside CUPE 241
295
89%
11%
45
12
Inside CUPE 973
216
40%
60%
42
9
Fire GPFFA 467
165
90%
10%
41
12
EMS OPSEU 231
74
59%
41%
38
7
NUME Management
131
62%
38%
48
10
NUME Non-Management
104
41%
59%
43
10
1,191
67%
33%
44
10
Association
City of Guelph Full Time Staff 1
Includes all active Full Time and Regular Part Time employees as at December 31, 2011.
IATSE (International Alliance of Theatrical Stage Employees) The City of Guelph employs an average of 10-20 part-time IATSE members at any given time and expects to finalize a new collective agreement with this group in 2012. IATSE employees supplement CUPE staff at the River Run as needed to perform work on stage. These employees are not included in the demographic summary above, but are included in this report where part time staff are referenced.
Retirement Summary Twenty-three employees retired from the City of Guelph in 2011 with an average retirement age of 61. Over the past three years, the average retirement age has increased from 58 to 60 to 61, supporting research that states people are waiting longer to retire. The Conference Board of Canada surveyed 2,000 people in 2011 and 21% of respondents indicated that they’ve been forced to delay retirement by at least one year. At the City of Guelph, 37% of employees eligible to retire with full pensions in 2011 retired, meaning that 62% decided to continue working. One-half of the City’s workforce is over 45 which will have a potentially significant impact on retirement projections within the next five to ten years. Number of Employees who Retired Association
STATS CAN
2007
2008
2009
2010
2011
Transit ATU 1189
1
1
1
-
1
Library CUPE 1946
1
-
-
-
3
Outside CUPE 241
2
4
4
3
6
Inside CUPE 973
-
1
2
3
5
Fire GPFFA 467
6
4
1
1
2
EMS OPSEU 231
Not Available
Not Available
-
1
1
NUME
1
1
7
12
5
Total (Employees) Retired
11
11
15
20
23
1.2%
1.1%
1.4%
1.8%
1.9%
-
-
58
60
61
% of Full Time Staff Average Retirement Age
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62
City of Guelph Human Resources
2011 Annual Report
Projected Retirement in the next 5 years Over the next five years 16% of our workforce will be eligible to retire with unreduced pensions. The areas expecting the largest impact from retirement are NUME Non-Management, Library (CUPE 1946), Fire (GPFFA 467) and CUPE 241. The Staffing and Workforce Planning team will continue to work with departments to identify positions that are projected to experience turnover due to retirement. This analysis will look at the potential risks, as well as replacement strategies such as recruitment, cross training or succession planning. Number of Employees Eligible to Retire with Unreduced Pensions in the next 5 Years Association
2011
1
2012
2013
2014
2015
2016
Total
%
2
Transit ATU 1189
5
5
0
7
2
5
24
14%
Library CUPE 1946
-
3
3
0
0
3
9
29%
Outside CUPE 241
9
13
8
6
7
6
49
17%
Inside CUPE 973
4
8
2
2
3
3
22
10%
Fire GPFFA 467
9
9
1
4
5
7
35
21%
EMS OPSEU 231
3
3
1
1
1
0
9
12%
NUME Management
2
4
2
1
3
3
15
11%
NUME Non Management
6
9
2
3
5
7
32
31%
Total
38
54
19
24
26
34
195
16%
1
The number of employees who became eligible to retire in 2011 but who did not retire. The % of current full time employees in each Employee Group/Association who are eligible to retire in the next 5 years.
2
Turnover Trends & Observation For the first time since 2008, voluntary turnover decreased to a level which is consistent with the benchmarks. Other highlights describing turnover in 2011 include: voluntary turnover within the first five years of service is at its lowest level since 2008 voluntary turnover within the first five years of service is 28% lower than in 2010 a significant 70% decrease in voluntary turnover within the first year of service 40% of voluntary turnover occurred among staff with 2 to 5 years of service 40% of voluntary turnover was from NUME 27% of voluntary turnover was from CUPE 241 High levels of turnover among NUME and CUPE 241 staff accompanied by high levels of eligible retirements in these groups are a concern and will be analysed further by Human Resources staff in 2012. Understanding the importance of employee retention in the current labour market, Human Resources staff have considered it a priority to analyse and create programming to address voluntary turnover. Although it is difficult to quantify the impact of these programs on turnover statistics, research suggests that these types of workplace programs should positively impact employee retention. Some of the programs introduced since 2008 include: Employee Recognition Program Enhanced Wellness Programming Alternative Work Arrangements Diversity Strategy
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City of Guelph Human Resources
2011 Annual Report
Turnover Summary Turnover Summary by Year
Number of Exiting Employees per Years of Service 0-1
2-5
6-10
11-15
16-20
20 +
Total
2
3
3
1
3
1
13
Voluntary
8
6
10
-
-
-
24
Total
10
9
13
1
3
1
37
Involuntary
6
1
3
2
2
-
14
Voluntary
10
11
7
1
-
10
39
Total
16
12
20
3
2
10
53
Involuntary
12
1
1
-
-
1
15
Voluntary
28
3
6
3
2
10
52
Total
40
4
7
3
2
11
67
Involuntary
7
6
4
2
-
1
20
Voluntary
23
13
6
4
5
12
63
Total
30
19
10
8
5
13
83
Involuntary
10
3
4
1
-
1
19
Voluntary
7
19
6
2
1
13
48
Total
17
22
10
3
1
14
67
1
2011
2010
2009
2008
2007
Involuntary 2
1
Separations that are not initiated by the employee such as layoffs, dismissals, death etc. resignations, retirements etc. 3 CBOC Report: Valuing Your Talent June 2010
Voluntary Turnover Rate
3
HRBN
CBOC
4.0%
4.5%
2.6%
4.0%
4.7%
5.6%
4.0%
2
Separations that are initiated by the employee such as
Exit Interview Feedback Exit interviews were conducted with 23% of employees who resigned/retired in 2011. A summary of exit interview feedback is outlined in the table below. The table summarizes the number of responses given under each rating for each category listed. The rating with the most responses is highlighted. In some cases employees rated an item in more than one category. Excellent
Good
Met Basic Requirements
Unacceptable
Base Salary
3
6
3
0
Benefits
7
6
0
0
Vacation Entitlement
6
2
1
2
Workload
3
6
2
2
Support for Career Development
3
5
1
2
Availability of Equipment and Resources
5
5
1
0
Policies
0
7
4
2
Physical Work Environment
5
6
1
1
Team Morale
2
7
3
4
Communication within the Department
1
4
6
2
Communication within the Organization
0
6
4
2
Category/Rating
Page | 15
City of Guelph Human Resources
2011 Annual Report
Note: It is difficult to draw conclusions from this data since feedback was only received from a small percentage of exiting employees. Many exiting employees declined the offer to participate in the exit interview process.
Cost of Severance The City issued severance packages to 4 employees in 2011 at a cost of $165,305 in the 2011 budget. The ongoing costs to the end of these severance packages is $76,973. Severance packages are issued when a non-union staff member's employment is terminated without cause for various reasons which may include: a position has been eliminated and a non-union re-assignment is not available; the employee's terms and/or conditions of employment have been altered significantly; or the employee can no longer fulfill the expectations of the position. Severance packages at the City of Guelph are designed in accordance with the City’s Non-Union Termination Policy to meet the statutory notice and statutory severance obligations under the Employment Standards Act as well as common law requirements.
Salary Expense The salary expense as a percentage of total operating costs was 33.7% for the City of Guelph in 2011. This is higher than the average for Ontario Municipalities which is 30%, as reported by the Human Resources Benchmarking Network. Contributing factors for the higher expense in 2011 include the elimination of the five unpaid days that employees were required to take in 2010. In addition, severance packages that were issued in 2010 continued to be paid in 2011. Salary Expense Analysis
2009
2010
2011
Salary Expense (As reported on T4s)
$ 82,378,468
$83,147,852
$92,133,991
Operating Expense (Excluding internal charges)
$274,968,191
$264,242,743
$273,229,355
30%
31.5%
33.7%
Salary Expense
Page | 16
HRBN
30%
City of Guelph Human Resources
2011 Annual Report
Labour Relations, Health & Safety Report The Labour Relations, Health & Safety division provides services in the following areas: Labour Relations – Collective agreement interpretation and administration, grievance management, arbitration hearings, collective bargaining. Safety Compliance – Development of health and safety policies, safety training, support to Joint Health and Safety Committee, safety audits and accident/incident investigations. Employee Health – Development and implementation of health communications and programs; provide attendance management support to departments ( i.e. flu clinics, audiometric screening, healthy you assessments, hepatitis clinics, ergonomic assessments and in-service training) Attendance Management – Policy development, management and reporting of employee attendance. Early and Safe Return to Work – Disability case management and return to work programs for ill/injured workers. People Practices Strategy
2011 Highlights Physical Demands Analysis (PDA)
A physical demands analysis was performed on 85 positions in 2011. This systematic process quantifies and evaluates the physical and environmental components of all essential and non-essential tasks of a job. Focus was given to jobs that typically experience a higher rate of accidents and incidents. The results of these analyses were reviewed with supervisors and employees, including recommendations for performing tasks in a safer (or better) manner.
Corporate Safety Audit
A Corporate Health & Safety Audit was conducted in October to review the systems that are in place to prevent injuries, illness and loss at the City of Guelph. The result of the audit is a benchmark of our present program along with specific recommendations that will assist the City to reach excellence in health and safety program management.
Employee Health Activities
124 Employees participated in “Healthy You Assessments” facilitated by medical practitioners. Participants were provided with tips and tools to achieve better health results, encouragement and if necessary suggestions to follow up with family physicians.
Grievances The grievance rate continued to rise in 2011 as it has annually since 2008. In addition, the grievance rate at the City of Guelph continues to exceed the rate reported by our municipal comparators. This rate measures the number of grievances as a percentage of unionized employees. As illustrated on the following page, the majority of these grievances continue to come from Transit Union ATU 1189 which has consistently generated over 50% of grievances since 2009. The following page visually displays grievance activity and trends. Page | 17
City of Guelph Human Resources
2011 Annual Report
Grievance Summary ATU 1189
CUPE 241
CUPE 973
GPFFA 467
OPSEU
Total
Grievance 1 Rate
2008
11
16
4
-
n/a
31
3.8%
2009
38
12
1
-
7
58
5.5%
2010
27
12
-
5
6
50
6.5%
2011
44
12
2
4
10
72
7.5%
4.7%
HRBN
1
The number of grievances received as a percentage of unionized employees.
Grievance Activity by Issue/Association Issue
ATU 1189
CUPE 1946
CUPE 241
CUPE 973
GPFFA 467
OPSEU
Total
Alleged Harassment
2
-
-
1
-
-
3
Benefit Issue
-
-
1
-
4
-
5
Contract Interpretation
10
-
1
-
-
-
11
Denial of Sick Pay
2
-
-
-
-
-
2
Discipline
6
-
6
-
-
-
12
Overtime
1
-
-
-
-
6
7
Pay Issue
9
-
2
-
-
-
11
Position Posting
1
-
1
1
-
2
5
Privacy Issue
5
-
-
-
-
-
5
Scheduling
5
-
-
-
-
2
7
Supervisor Issue
1
-
-
-
-
-
1
Termination
2
-
1
-
-
-
3
TOTAL 2011
44
-
12
2
4
10
72
Accidents & Incidents Accidents and Incidents are monitored and recorded each year as part of our health and safety management system and in accordance with legislated requirements under the Ontario Occupational Health and Safety Act, Construction and Industrial Regulations and the Workplace Safety and Insurance Act. The following pages summarize accidents and incidents in the following categories: Near Miss – An event which had the potential for injury or illness but did not result in injury or illness First Aid – An Injury/illness that is treated at the workplace where no further medical attention is required Medical Aid – An injury/illness where the employee seeks medical attention away from the workplace from a healthcare professional Lost Time – An absence from the workplace following a work related injury or illness beyond the date of occurrence Denied WSIB – An injury/illness claim that has been denied by WSIB. (Workplace Safety & Insurance Board)
Page | 18
City of Guelph Human Resources
2011 Annual Report
Annual Accident/Incident by Accident/Incident Type As illustrated in the table below, overall incidents increased to 316 in 2011 over 294 in 2010. The largest increase in incidents is in the ‘near miss’ category. Better education of supervisors and Joint Health and Safety Committee members may be the cause of an increase in reporting of these incidents. Incidents in all other categories continue to trend downward from 2009. Overall, incidents as a percentage of total headcount remains steady. Looking forward, the implementation of recommendations from the Corporate Safety Audit should impact these numbers. Incident Type
2007
2008
2009
2010
2011
-
8
8
17
71
First Aid
209
186
185
160
142
Medical Aid
72
52
63
55
48
Lost Time
25
33
38
37
35
25
20
Near Miss
Denied WSIB
Not previously tracked
Total
306
279
294
294
316
Incidents as a percent of Headcount
19%
16%
16%
15%
16%
Lost Time Incident Analysis The City of Guelph continues to report a Lost Time Incident Rate below the municipal benchmark. Lost time incidents accounted for 11% of total incidents in 2011 (The majority occurring in Emergency Services). As these incidents are considered to be the most severe, the following analysis has been conducted and will be reviewed by staff for the purposes of education and prevention. Lost Time Incidents by Type and Service Area
Lost Time Incidents by Incident Type Overexertion , 16
Lost Time Incidents by Service Area 18 16 14 12 10 8 6 4 2 0
Struck By/ or Contact With, 6
Assault, 1 Fall/Slip/Trip, 8 Lost Time Incident Rate
Exposure, 3 Other, 4
City of Guelph HRBN
3.58%
Lost time incidents as a percent of total staff. Page | 19
1.7%
City of Guelph Human Resources
2011 Annual Report
2011 Accidents & Incidents by Service Area Near Miss
First Aid
Medical Aid
Lost Time
Denied WSIB
Caught in/on or Between
-
1
-
-
-
Fall/Slip/Trip
1
2
2
-
1
Other
-
1
-
-
1
Overexertion/Strain/Sprain
-
2
-
-
-
Struck Against/Contact
-
8
-
-
-
Struck By or Contact With
1
3
-
1
-
Sub Total
2
17
2
1
2
Caught in/on or Between
-
1
-
-
-
Exposure
1
-
-
-
-
Fall/Slip/Trip
2
3
1
2
-
Other
3
3
1
1
1
Overexertion/Strain/Sprain
9
4
4
3
2
Service Area
Injury Type
Community & Social Services
Planning, Building, Engineering & Environmental Services
Emergency Services
Struck Against/Contact
-
9
2
-
-
Struck By or Contact With
3
12
1
-
-
Sub Total
18
32
9
6
3
Caught in/on or Between
-
2
-
-
-
Exposure
9
-
3
2
-
Extreme Temperature
-
2
-
-
-
Fall/Slip/Trip
-
6
2
2
-
Other
-
-
2
1
-
Overexertion/Strain/Sprain
5
11
3
8
1
Struck Against/Contact
1
2
-
-
1
Struck By or Contact With
1
4
2
3
1
Assault
-
-
-
1
-
16
27
12
17
3
Caught in/on or Between
-
3
-
-
-
Exposure
3
1
-
-
-
Fall/Slip/Trip
5
7
7
4
-
Other
5
12
3
2
9
Overexertion/Strain/Sprain
14
17
7
4
3
Struck Against/Contact
1
7
2
-
-
Struck By or Contact With
3
14
1
2
-
Sub Total
31
61
20
12
12
Sub Total Operations & Transit
Other (Includes Council, CAO’s Office
Exposure
-
-
-
1
-
Fall/Slip/Trip
1
4
-
-
-
(excluding Emergency Services), Corporate
Overexertion/Strain/Sprain
1
-
2
1
-
Struck Against/Contact
1
1
-
-
-
Struck By or Contact With
1
-
-
-
-
Sub Total
4
5
2
2
71
142
48
38
& Human Resources)
TOTAL Accidents & Incidents
Page | 20
20
Total Accidents
24
68
75
136
13
316
City of Guelph Human Resources
2011 Annual Report
Return to Work Accommodation Accommodation programs, or ‘modified work’ is intended to provide suitable and available work to employees for a temporary period of time until the employee is able to return to regular duties. The number of temporary accommodations increased in 2011, partly as a result of working with specific union groups to identify non traditional accommodation opportunities. The City of Guelph has less employees working in accommodations compared to the benchmark. Accommodation Type
2008
2009
2010
2011
Permanent Accommodation to Other Job
5
5
0
1
Permanent Accommodation to Own Job
12
2
1
0
Temporary Accommodation to Other Job
2
0
18
0
Temporary Accommodation to Own Job
20
5
12
34
Total
39
12
31
47
3.9%
HRBN
1
Modified Work Accommodation Rate City of Guelph
5.7%
1
Modified work accommodations as a percent of full time employees.
Ministry of Labour Visits The Ministry of Labour paid five visits to City facilities in 2011. One of these visits was in response to an invitation extended by the City of Guelph with respect to park space workplace inspections. The MOL was invited to provide expertise and advise in the discussion of workplace inspections for our 153 park spaces. Each of these park spaces is considered part of the workplace if an employee is performing work there. Two other visits were to follow up on suspected critical injuries. No work orders were issued to the City under any of these visits. In the winter of 2011 the Ministry of Labour announced a safety enforcement blitz on young workers – and new workers of any age. The Ministry states that these workers are deemed much more likely to be injured on the job because they cannot recognize health and safety hazards or because they hesitate to ask questions. The blitz would focus on new and young worker orientation and supervision to ensure they are receiving proper orientation and training before doing any work. For the second year in a row, the City of Guelph invited the Ministry of Labour in during summer seasonal orientation sessions to directly address new and young workers, and to reinforce the message of working safely. The following table summarizes Ministry of Labour activity at the City of Guelph. Ministry of Labour Activity
2007
2008
2009
2010
2011
Number of Work Refusal Investigations
5
0
0
0
0
Number of Work Refusal Investigations involving the Ministry of Labour
0
1
0
0
0
Number of Ministry of Labour Visits
7
6
3
12
5
Number of Ministry of Labour Orders
1
3
25
13
0
Page | 21
City of Guelph Human Resources
2011 Annual Report
Attendance The City of Guelph continues to experience absenteeism rates that exceed the benchmarks for the average number of sick days taken per eligible employee. There are various forms of absenteeism which may result from an involuntary inability to work because of illness or accident (i.e. non-culpable absence), or from a voluntary unwillingness to work (culpable absence). Both forms of employee absence involve a complex range of influences stemming from individual factors (e.g., demographic characteristics, employee health) and the work environment. Human Resources staff reported in 2011 that an Attendance Management program had been developed to provide the necessary resources, tools and supports to city departments to more effectively manage culpable absenteeism. Additional technology within the Human Resources Information Systems is required to implement this program.
Absenteeism Benchmarks
2008
2009
2010
2011
HRBN
CBOC
Average # Sick Days / Eligible Employee
9.7
9.8
9.9
10.2
8.9
8.4
WSIB Lost Work Days / Eligible Employee
0.37
0.51
0.25
0.27
0.68
1.78 %
0.54 %
0.8%
0.3%
1.05%
New Long Term Disability 2 Claims Indicator 1 2
1
As reported by CBOC for the Government Industry New LTD claims as a percent of eligible employees. There were 4 NEW LTD cases in 2011 compared to 9 new LTD cases in 2010.
Absenteeism by Association As illustrated in the table below, significant portions of absenteeism within the City are occurring among ATU 1189 employees and CUPE 241 employees. Employees in FIRE and OPSEU are also reporting average sick days that exceed the benchmark. NUME and CUPE 973 are averaging absenteeism rates well below the benchmark. Days off due to Sickness/Injury
Sick Days
A
STD
B
LTD
WSIB
Total
Sick Days (A+B) Per EE
% of Total for City
ATU 1189
1,535
1,502
3,035
325
6,397
17.4
34%
CUPE 1946
-
-
260
-
260
-
1%
487
277
347
98
1,209
10.3
6%
3,811
-
1,571
66
5,448
12.9
29%
856
409
542
33
1,840
5.4
10%
FIRE 467
1,744
-
-
28
1,772
10.6
9%
CUPE 973
1,077
420
517
5
2,019
6.9
11%
Total Days
9,510
2,608
6,272
555
18,945
10.2
100%
EMS CUPE 241 NUME
Page | 22
City of Guelph Human Resources
2011 Annual Report
Annual Absenteeism Comparison Days off due to Sickness/Injury
2008
2009
2010
2011
Paid Sick Leave
6,862
7,136
7,440
8,677
565
849
1,020
833
Short Term Disability
2,375
2,909
2,725
2,608
Long Term Disability
4,293
3,611
4,628
6,272
660
994
490
555
14,755
15,499
16,303
18,945
Unpaid Sick Leave
WSIB Total Days Off due to Sickness/Injury
Cost of Claims The costs associated with absenteeism, sickness and injury are also rising. The direct costs of STD, LTD and WSIB claims increased 25.7% between 2010 and 2011. In addition to the cost of claims, the cost of premiums to provide these benefits also increased in 2011 as premiums are directly related to experience ratings. (See Benefit Costs page 28) Corrective action is required as ‘absence’ also creates other costs to the organization in terms of lost productivity, overtime, morale and employee engagement.
By Claim Type
2008
2009
2010
2011
2,375
2,909
2,725
2,608
97
97
74
108
$282,846
$479,132
$354,533
$411,703
4,293
3,611
4,628
6,272
18
28
17
20
$328,314
$528,503
$404,292
$695,628
660
994
490
555
-
-
-
110
$312,419
$376,631
$402,733
$352,564
$923,579
$1,384,266
$1,161,558
$1,459,895
Short Term Disability (STD) Short Term Disability Days # of STD Claims STD Claim Expenditures Long Term Disability (LTD) Long Term Disability Days # of LTD Claims LTD Claim Expenditures WSIB Claims WSIB Days WSIB Claims WSIB Claim Expenditures Total Cost of Claims
Page | 23
City of Guelph Human Resources
2011 Annual Report
Employee Assistance Plan (EAP) The Employee Assistance Plan is a service that is available to staff and their dependents. The EAP is promoted to employees at orientation and at various stages of employment. Notices about the program are also posted throughout City facilities. In 2011 the EAP utilization rate was slightly lower than the previous year but continues to exceed the benchmark. We are working together to deliver more training to our Leaders, specifically on mental health vs performance issues. 1 in 5 Canadians have a mental health issue, however less than that receive the help that they need. Leaders will not be able to diagnose, however should be able to recognize symptoms. EAP Activity
2007
2008
2009
2010
2011
# New Cases
202
205
272
294
257
20.09%
19.81%
23.55%
24.45%
21.24%
1,021
913
1,228
1,310
1,097
EAP Expense
-
$87,544
$107,778
$138,163
$116,585
EAP Expense per Eligible Employee
-
$86
$97
$121
$96
Self
81
78
79
75
75
Physician
6
11
10
15
16
Work
5
2
3
2
3
Family
8
9
6
8
6
Formal
0
0.4
1
-
0.4
100%
100%
100%
100%
100%
Marital/Couple
25
25
22
23
6
Individual Stress
16
-
12
9
8
Depression/Anxiety
-
-
12
14
8
Parenting
-
16
11
12
10
-
9
11
8
16
-
16
12
8
12
59
34
20
28
39
100%
100%
100%
100%
100%
EAP Utilization Rate Hours of Service Provided
Referral Type %
Total EAP Case Type %
Family
1
Specialty Services Other Total
3
2
1
Includes issues related to addiction, health & medical, blended family etc. Includes crisis intervention, financial counselling, vocational career counselling Includes issues related to trauma, domestic violence, retirement, return to work, conflict, harassment
2 3
Page | 24
HRBN
15.58%
$50.48
City of Guelph Human Resources
2011 Annual Report
Compensation, Benefits, Payroll & Human Resource Information Systems (HRIS) Report The Compensation, Benefits & HRIS division provides services in the following areas: Compensation, Job Evaluation & Analysis – Administer all job evaluation programs for union and non-union groups in the City; work with departments to analyse and benchmark new positions; perform research and analysis to recommend competitive compensation strategies. Organization Design – Work with departments to review organizational structure in terms of work that needs to be achieved and facilitate restructuring through role design and/or position reallocation. Payroll – Issue accurate and timely payments of salaries and expenses to all employees; calculate overtime compensation, retro-calculations and earning allowances in compliance with the provisions of nine distinct employee groups; secure, verify, and control time and expense data transmitted from timekeepers at work sites city wide. Benefits – Administer multiple benefit plans for all employee groups including retirees and in accordance with corporate policies and/or collective agreements; enrol employees into OMERS and manage all OMERS administration. HRIS – Maintain and manage records and information; coordinate initiatives between IT and HR to improve the functionality of the system; maintain and authorize access to systems and transactions; provide information and statistical reports to City and external agencies.
People Practices Strategy
2011 Highlights Alternative Work Arrangements
A number of alternative work arrangements are available for staff to support the achievement of work-life balance wherever possible. Since the programs introduction in September, 63 alternative work arrangement applications have been approved.
Introduction of Personal Benefit Options
In an effort to provide flexible benefit options for staff, affordable optional life and critical illness insurance protection is available for staff to purchase for themselves, their spouse or their children.
Kronos Upgrade
Required upgrade to ensure continued functionality.
New NUME Job Evaluation Process
A new job evaluation plan for non-union and management employees was developed and implemented in 2011. The new plan is aligned to the City’s values, strategic plan & performance development plan. Completion of rating jobs under this new plan will occur in 2012.
Page | 25
City of Guelph Human Resources
2011 Annual Report
Alternative Work Arrangements The Alternative Work Arrangement Policy was introduced to staff in September of 2011. This program is a product of the City’s People Practices Strategy supporting the goal of "A Well Workplace". It provides a variety of flexible work arrangement options to staff as a way to help employees seek life balance. This policy is also aligned to the City’s strategic plan objective - to be recognized as a top employer in the community. The City supports and encourages flexibility in work schedules whenever possible and practical within the negotiated parameters of collective agreements and without compromising effective service delivery to the citizens and business partners of the City of Guelph. The following table summarizes the types of alternative work arrangements that are available to staff, and looks at the number of applications both received and approved for each program. In 2011, 85% of applications that were received were approved. The majority of requests were for the voluntary leave program, where employees are able to self-fund additional time off. Three applications to work from home were approved averaging 1.5 days per week worked from home for those employees. The remainder of the work week continues to be worked in the workplace. Table 23: Alternative Work Arrangements
Number of Applications Received Approved
Program
How it Works
Community Volunteering Program
Employees have the opportunity to earn one (1) day off for volunteering in the community during non-working hours.
5
3
Compressed Work Week
Employees work a longer work day in exchange for a reduction in the number of working days in a week or pay period.
20
17
Flex Time
Employees work their regular daily and weekly hours, but outside the normal start and end times each day.
17
11
Job Sharing
A work arrangement where two or more employees voluntarily share or split one full time position.
-
-
Reduced Hours Compassionate Care
To assist employees in managing a personal crisis such as a critically ill dependent. Provides an employee with reduced hours of work, with a proportional reduction in salary.
-
-
Salary Deferred Leave
Employees may request a self –financed extended leave for up to one (1) year for personal reasons. The employee receives reduced pay during the enrolment period and receives the deferred salary during the leave period.
-
-
An employee works less than the standard weekly hours required for the position, with a proportional reduction in salary for a period of time leading up to retirement.
-
-
This program gives employees the opportunity to apply for “unpaid leave” of up to 20 days without impacting their benefits or current vacation entitlements.
29
29
Employees complete their work from a home office, on either a periodic basis, or a permanent basis.
3
3
74
63
Transition to Retirement
Voluntary Leave Program
Work from Home/ Telecommuting
Total Alternative Work Arrangements
Page | 26
City of Guelph Human Resources
2011 Annual Report
Job Evaluation Activity At the City of Guelph, jobs are evaluated for any of four reasons. Evaluation Type 2007 2008 2009 2010 2011 When a job is new as a result of Benchmarking/ Reallocation 111 82 69 30 24 expansion or reallocation, the evaluation is called ‘benchmarking’. Maintenance 9 15 3 1 Twenty-four positions were reviewed Four Year Review 106 300 80 as a result of benchmarking in 2011. Reconsiderations/ Appeals 24 112 21 18 11 A new job then goes through a Total 241 503 105 51 116 ‘maintenance’ review after a person has been in the position for a minimum of 6 months. This review will confirm the correctness of the original benchmarking. Maintenance reviews are also conducted when there have been significant changes to previously evaluated positions. One job went through a maintenance review in 2011. Positions are then scheduled to be automatically reviewed on a four year cycle and hence the ‘four year review’ category for job evaluation. Four year reviews are conducted for entire groups of employees together. Finally after either a maintenance review or a four year review employees may request an appeal, or ‘reconsideration’ of their evaluation. Eleven positions were evaluated as a result of appeal in 2011. The following table shows the results of the 92 maintenance, four year and reconsideration reviews conducted in 2011. Eleven percent of the jobs went up in compensation, 88% of the jobs stayed the same and 1% went down. Positions Evaluated
Grade Increased
Grade Decreased
No Change to the Grade
-
-
-
-
Community & Social Services
17
-
-
17
Planning, Engineering & Environmental Services
45
6
1
38
-
-
-
-
Operations & Transit
30
4
-
26
Total
92
10
1
81
Job Evaluation Results by Service Area CAO - Administration
Corporate & Human Resources
OMERS & Benefits Benefits are available to all full-time permanent employees in accordance with corporate policies and/or applicable Collective Agreements. In 2011, pension and benefits staff managed 4,492 transactions within OMERS and benefit plans. Aside from supporting all active employees in their benefit and pension entitlements, staff also support over 131 inactive employees and retirees.
Benefit Activity Benefit Plan Enrolments
1,399
Benefit Plan Terminations
523
Benefit Plan Transfers
187
Student Extensions
69
Status Changes
81
Life Insurance Claims
3
Total Benefit Transactions
2,262
Page | 27
City of Guelph Human Resources
2011 Annual Report
OMERS Activity Enrolments
139
Disability Eliminations (not purchased)
207
Member Information Change
40
Leave Periods Reported
189
Leave Periods Elected
36
2010 Pension Reports
1,498
Request for Plan Benefit – Disability
9
Leave Periods Adjusted
6
Request for Plan Benefit – Termination
47
Pension Quotes Requested
31
Request for Plan Benefit – Retirement
28
Total OMERS Transactions
2,230
Benefit Costs The total cost of providing benefits increased by 2% per eligible employee in 2011. Although this is up from 2010 it continues to be lower than costs in 2009. Costs of providing these benefits have been actively managed in recent years to find efficiencies and opportunities for savings. It is estimated that these changes have saved upwards of $850,000 since 2006. The increase in 2011 however indicates a trend away from the benchmarks which will be reviewed by staff in 2012. The number of employees enrolled in the plans as well as their level of usage from year to year are factors that are reflected in the costs below. Benefit Type Dental Cost Per Eligible Employee Extended Health Cost Per Eligible Employee AD&D Cost Per Eligible Employee Life Insurance
2007
2008
2009
2010
2011
$1,098,946
$1,165,981
$1,498,496
$1,514,487
$1,703,695
-
1,136
1,334
1,189
1,281
2,648,149
2,954,172
3,140,603
3,074,301
3,189,043
-
2,871
2,797
2,413
2,397
-
106,000
119,226
58,206
64,760
100
46
52
-
305,620
325,310
312,558
369,722
-
277
235
245
277
-
664,752
788,634
841,316
1,062,461
-
662
661
722
891
-
391,103
283,926
353,322
437,742
-
703
398
505
585
Total Cost of all Benefits
-
$5,587,628
$6,156,195
$6,154,190
$6,827,423
AVG Cost Per Employee
-
$5,061
$5,482
$4,834
$5,483
Cost Per Eligible Employee LTD Cost Per Eligible Employee STD Cost Per Eligible Employee
Page | 28
HRBN
$1,046
$2,171
City of Guelph Human Resources
2011 Annual Report
Staffing & Workforce Planning Report The Staffing & Workforce Planning division provides services in the following areas: Staffing – Consult with hiring managers to review and fill vacancies, creating staffing strategies that support operational needs and workforce plans; develop and participate in outreach programs to market the City as a top employer. Workforce Planning – Work with departments to identify skills shortages both internally and in the labour market; design and implement workforce planning and development strategies and programs that address these shortages. Diversity & Inclusion – Develop diversity and inclusion programs to improve resiliency and efficiency in attracting and retaining top talent; promote equity and influence managers in order that they embrace diversity within their staffing and workforce planning processes. Retention – Work to create positive first impressions with new employees and track their integration into the City and department for the purposes of retention. Career Development – Provide tuition assistance and career planning services to support employee satisfaction, growth and the workforce plan. Performance Measurement – Participate in benchmarking activities, collect, analyse and report on human resources metrics. People Practices Strategy
2011 Highlights Diversity Strategy
The Diversity Strategy was approved by Council in November. The mission of the Diversity Strategy is to support a well workplace, where a respect for diversity contributes to positive employment experiences and the creation and delivery of services that are reflective of the community we serve. The Diversity Strategy will be formally launched to employees in 2012.
Succession Planning Program
A Succession Planning program was approved by the Executive Team and presented to the Governance Committee in July. The intent of the program is to ensure the continuity of leadership and talent for critical roles in the organization through the identification, assessment, development and placement of high-performing, high-potential employees.
Workforce Planning Activities
Workforce planning activities were conducted for the following high priority positions and skill sets: Emergency Medical Services: Paramedic Supervisors, Community Services: Lifeguards, Operations Parklands and Greenways: Forestry Lead Hands, Tree Trimmers, Backhoe Operators, Gardeners, Horticulture Lead Hands, Infrastructure Lead Hands, Licensed Repair Persons; Courts: Prosecutor; Assistant Solicitor
Grants & Wage Subsidy Study
A comprehensive summary of government grants and wage subsidies was developed and promoted to encourage greater labour market participation through cost effective means where funding sources are available. Page | 29
City of Guelph Human Resources
2011 Annual Report
Staffing Activity Summary In 2011, Staffing Specialists processed an average of 184 applications, 19 interviews and 3.8 hires per week. From 2004 to 2007 the total number of hires per year averaged 152 positions. In 2008 there was a considerable spike in this number which was largely attributed to the introduction of 20 minute transit service and the subsequent hiring of several additional transit drivers. These numbers fell in 2009 (partly influenced by a hiring freeze) and again in 2010 as the City continued to work through the impact of the recession. The number of total hires spiked again in 2011 to a similar level as 2008 with 197 total hires. The additional activity in 2011 is nearly double that in 2010, primarily due to the 79 new positions approved during the 2011 budget process. The table below summarizes the internal, external and total hiring activity for 2011, as well as a comparison to current benchmarks. This table reflects recruitment efforts supported by Staffing Specialists in Human Resources and does not include activity performed by external search firms. Hiring Activity Summary
2007
2008
2009
2010
2011
60
57
42
41
62
Internal Applications Received
207
309
195
312
276
Internal Interviews Conducted
90
110
100
119
165
26 days
33 days
34 days
31 days
33 days
38%
29%
31%
40%
46%*
97
139
94
61
135
External Applications Received
5,521
8,583
12,334
7,370
9,299
External Interviews Conducted
351
423
408
454
815
44 days
56 days
67 days
52 days
50 days
62%
79%
69%
60%
69%
157
196
136
102
197
Total Applications Received
5,728
8,892
12,529
7,682
9,575
Total Interviews Conducted
441
533
508
510
980
37 days
49 days
57 days
44 days
44 days
Internal Hires
1
Internal Time to Fill
% of Positions filled Internally External Hires
1
External Time to Fill
% of Positions filled Externally Total Hires
1
Average Time to Fill (weighted) 1
HRBN
57%
57 days
Time to Fill indicators are measured in working days.
* adjusted by the number of positions that do not typically get filled internally ie., Fire, EMS, Transit Operators
Career Development Services Staffing specialists started marketing the availability of career services internally on all postings in 2011. Subsequently the demand for these services increased dramatically including requests for resume critiques and interview preparation. Other career services available to staff include career exploration talks, coaching sessions, DISC personality profiles and tuition assistance. The provision of these services may have had a positive impact on the increase in positions filled internally in 2011, from 40% to 46%. This increase is in line with our goal for 2011 and is moving toward the benchmark.
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City of Guelph Human Resources
2011 Annual Report
Staffing Activity by Service Area 2011 Staffing Activity by Service Area
This chart illustrates the departmental breakdown of hiring activity supported by human resources Staffing Specialists. Emergency Services is reported separately from the Office of the CAO as they accounted for a large portion of overall hiring activity in 2011. With the addition of 23 new firefighters and 18 paramedics required to fill both turnover and to staff the Clair Road Emergency Services Centre.
Office of the CAO 7%
Operations & Transit 20%
Emergency Services 23%
Corporate & Human Resources 11%
Community & Social Services 13%
Environmental Services 17%
Planning, Building & Engineering 9%
Temporary Hiring Activity by Department In 2011, 639 employees were hired to service temporary and seasonal staffing needs, including parks and camp staff in the summer, winter control and arena staff in the winter as well as other temporary and seasonal needs. Staffing & Workforce Planning staff have taken on a larger role to coordinate and facilitate advertising, screening, interviewing, referencing, offer letters and orientation of seasonal staff. In addition, human resources staff coordinate participation in seasonal grant programs which earned the City a refund of $26,402 in 2011 through Ontario Summer Jobs. 2011 Temporary Hiring Activity by Service Area
375
356
325 275 225 159
175 125 79
75 25 -25
32
CAO - Administration
13
Community & Social Services
Planning, Engineering & Environmental Services
Page | 31
Human Resources & Legal Services
Operations & Transit
City of Guelph Human Resources
2011 Annual Report
Advertising Costs The cost of advertising per external hire increased in 2011 yet continues to be lower than the benchmark. The savings achieved in 2010 were realized by reducing the amount of advertising that goes into newspapers and onto Workopolis.com. These methods of advertising were not contributing greatly to the quality of candidate pools received through more targeted advertising; such as on association websites. The City Careers website continues to receive a high amount of traffic averaging 105,670 visits per month in 2011. The Staffing team will continue to monitor which methods of advertising are most effective in terms of both cost and in attracting quality candidates.
Type of Advertising
2008
2009
$105,360
$125,482
Workopolis
$22,241
Total Cost of Advertising
Advertising: Print Advertising: Online
2010
2011
$5,517
$15,660
$28,463
$38,177
$20,475
$17,588
$29,827
$127,601
$163,380
$51,568
$83,663
$171
$213
$83
$108
1
Cost to Advertise per External Hire
HRBN
$165
1
135 External hires plus 639 seasonal/temporary
Workforce Planning Driven by the Strategic Plan objective to promote the City of Guelph as a top employer in the community, workforce planning initiatives centre on attracting and retaining qualified people to deliver our many services. Workforce planning identifies the types, numbers and skills required of employees to deliver our services and compares these with our current workforce. Strategies are then developed to help meet current and future skills and staffing needs. This is achieved in part through community outreach, recruitment and special employment programs.
Community Outreach Staff in Human Resources were active in promoting the City as an employer within the community in 2011. This activity also supports the Diversity Strategy and is aligned to our workforce development priorities. The following table summarizes the events and the nature of staff participation.
Organization
Event
City of Guelph Staff:
Target Audience
Canadian Public Works Association
Public Works Week
Organized Internal Programming
Coordinated activities for “Specialist High Skills Major” High School students from the public and separate school boards
Career Education Council
Ongoing
Act as a Board Member
Connecting business and education
Career Education Council
Your Future Your Choice Career Fair
Hosted a Career Table
High School students and parents from the public and separate school boards
College Heights High School
Career Fair
Hosted a Career Table
High School students
Conestoga College
Career Fair
Hosted a Career Table
Mature Workers
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City of Guelph Human Resources
2011 Annual Report
Conestoga College
Summer Jobs Career Fair
Hosted a Career Table
Students
Guelph Chamber of Commerce
Career Pathways Career Fair
Hosted a Career Table
Grade 8 students from the public and separate school boards
Guelph Wellington Local Immigration Partnership
Community Forum
Advised as a Panellist
Community at large
Guelph Wellington Local Immigration Partnership
Promoting Diversity Action Group
Act /Advise as a Member
Promoting successful participation of newcomers in our local workforce
Immigrant Services
Ongoing
Act as a Board Member
Providing services to Guelph-Wellington area immigrants
Lutherwood
Public Sector Employer Panel
Advised as a Panellist
Internationally trained professionals
Lutherwood
Career Fair
Hosted a Career Table
Job Seekers
Multicultural Festival
Community Tent
Hosted a Career Table
Community
Skills Canada
Skills Competition
Provided Judges
High School Students
Skills Ontario
Women in Skilled Trades Mentorship Night
Provided a Speaker
Young women in high school interested in pursuing careers in skilled trades
The Learning Partnership
Take our Kids to Work Day
Organized Internal Programming
Grade 9 Students (guests of staff)
The Province of Ontario, AMCTO (Association of Municipal Managers, Clerks and Treasurers of Ontario) and the Association of Municipalities of Ontario
Local Government Week
Organized Internal Programming
Provided speakers to local schools
University of Guelph
Cultural Diversity in Business
Advised as a Panellist
Hosted by the Office of Intercultural Affairs for students of the College of Management and Economics
University of Guelph
Government Employer Panel
Advised as a Panellist
University Students interested in working in government
University of Guelph
Intercultural Student Radio Podcast (Radio Show)
Provided a Guest Speaker
University Students and members of the intercultural community in Guelph
Hosted Immigrant Youth Group at City Hall
Career Education through Co-op Participation in co-op programs supports workforce planning priority areas where it is necessary to develop future talent. Co-op program participation is also a cost effective way to manage temporary or seasonal staffing needs and to develop the supervisory skills of staff. The City of Guelph hosted 40 high-school and college co-op students in 2011. In addition, 4 people participated in job skills training through partnerships with the following community employment services organizations; The March of Dimes, Community Living, AISEC (International Economic and Commercial Sciences Students Association), and the transitioning worker program through Conestoga College. Page | 33
City of Guelph Human Resources
2011 Annual Report
Community Engagement Workforce Planning staff also developed events aimed at helping our teams build relationships with stakeholders in our local labour market that have been typically under-represented within our workforce. The intention was to help our teams develop greater competence in understanding the interests of the community, and reflecting these interests back through our talent attraction and recruitment practices. “Valuing our Mature Workforce” An information session for staff in Human Resources, Economic Development and community educators. The session highlighted the degree to which our workforce age distribution is reflective of our community, reviewed future predictions associated with our local labour market, and introduced leading practices in employee engagement, and attraction of mature workers. “Speed Networking” for Employment Service Providers A successful networking event between hiring leaders, HR staff and 15 different employment service agencies was hosted in City Hall in the weeks prior to the start of our summer hiring consultations. The event helped to build stronger relationships between employment service providers and the City of Guelph. International Engineers Networking Event A unique networking event attended by our Staffing Specialists, Workforce Planning staff and Engineering staff. The event is to provide information and advice to internationally trained engineers who are seeking employment locally. In addition the event highlights the skill and talent that is available within our community. One outcome of these events was the revision of many of our part-time and seasonal postings to remove bias towards youth and open up opportunities to support greater labour market participation.
Diversity In an environment of labour market and skills shortages, many organizations including top employers have recognized the importance of valuing diversity as a strategic component of their workforce development plans to help ensure resilience and efficiency in attracting and retaining top talent. The Diversity Strategy was approved by the Executive Team and Council in November, 2011. The mission of the Diversity Strategy is to support a well workplace, where a respect for diversity contributes to positive employment experiences and the creation and delivery of services that are reflective of the community we serve. The following summarizes the basis of the strategy by highlighting the three goals, goal statements and commitment statements.
Goal 1: Support a Workforce that is Reflective of the Community we Serve “As an employer, we are committed to developing opportunities that promote the attraction, recruitment, development and retention of staff in a manner that will support a workforce that is reflective of our community.”
Goal 2: Ensure Equity in our Employment Systems “As an employer, we are committed to creating a fair and equitable workplace with employment systems that allow everyone to participate fully and with respect for their diversity .”
Goal 3: Plan and Deliver Services that are Reflective of our Community’s Interests “As a City, we are committed to achieving excellence in our service delivery, and to engaging with the community to provide quality, innovative services that are valued by our stakeholders.”
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City of Guelph Human Resources
2011 Annual Report
Organizational Development Report The Organizational Development (OD) division provides services in the following areas: Learning & Development – Design, develop, implement and monitor leadership development and core curriculum (soft skill) learning programs for City employees. Values Continuity – Support the ongoing integration of the Corporate Values into City programs, services, and policies. Employee Recognition – Design, develop, implement and monitor employee recognition tools and events. Harassment & Discrimination – Investigate harassment and discrimination complaints; provide resolution support. Performance Development – Design and develop performance development tools; implement and monitor performance development plans and their submission. Corporate Wellness Programming – Design and deliver resources and activities to support the City’s V.I.E.W. on wellness.
People Practices Strategy
2011 Highlights Corporate Values
Twenty-nine employees were photographed for the 2012 calendar, once again done in a fun format showcasing employees as every day heroes who put the Corporate Values and City’s Strategic Plan into action. This year members of the Executive Team and Council provided quotes as to how they support the Corporate Values.
Corporate Rates
Nine new corporate rates were obtained from outside organizations, providing discounts to City employees on a variety of lifestyle services. Consignment tickets were once again sold for African Lion Safari, Canada’s Wonderland, MarineLand and Chicopee Ski Club.
Corporate Wellness Programming
Planned and implemented the Biggest Loser initiative which garnered high participation and engagement from competitors and supporters. The initiative website received 7,463 unique page views and 1,031 blog entries; Coordinated many on-site fitness classes, and launched two new programs; Implemented several new seminars which included retirement planning, stress and nutrition; Implemented the 30 Day Wellness Way challenge, promoting lifestyle changes during Healthy Workplace Month; Planned approach and space design for employee fitness centre pending construction in 2012.
Harassment & Discrimination
An online Respectful Workplace for Employees training module was sourced and rolled out to Transit and EMS employees. Continued to deliver classroom-based Respectful Workplace training sessions for Employees and Leaders. Page | 35
City of Guelph Human Resources
2011 Annual Report
HR Intranet Site
The site was maintained to ensure it offered current information in a user friendly format. A total of 104,501 visits were made to the various pages.
Internal Organizational Development Consulting
The OD division provided extensive internal consulting services in 2011 including the design of group process methods for development of the Corporate Strategic Plan and the Farmers Market Mission and Vision development; development of people transition plans for organizational structure changes; design and facilitation of team building workshops and interventions using a variety of OD tools and personality assessment tools; and individual coaching for personal and team effectiveness to leaders and employees. In addition, OD staff provided advice in selecting appropriate training courses to meet organizational, team or individual needs.
Employee Recognition Summary In 2011, the Recognition Committee balanced the coordination of larger corporate events with a continued focus of encouraging and financially supporting fun activities and celebrations at the team level. Initiatives implemented across the organization included: “Back 2 Skool” initiative in September, providing “remedial” instruction on use of recognition tools and an “assignment” to use them for the chance to win prizes Valentine treats/cards from Jeb distributed to work areas in February Gummy frogs distributed to work areas for Earth Day FROG Freezie Breaks in July Jeb (costumed employee) handed out Halloween treats Halloween costume contest As well as the following: Event
# of Attendees
Event
# of Attendees
Jeb’s Movie Night (Back To The Future at Cineplex)
160
Born To Shop Trip
76
CAO BBQ
185
Festive Formal Dinner & Dance
333
Mayor’s Holiday Celebration
265
Long Service Award Ceremony
138
Total Attendees
1,157
In addition, the Recognition Committee launched the following new tools: Themed pot luck kits – To encourage enthusiasm and fun, these kits are available for loan to help bring extra pizzazz to social gatherings. They include decorations, activity ideas and recipes with the following themes: tropical, western, around the world, Mardi Gras, birthday, baby/bedding shower. Recognition tool kits – Ideal for leaders on the go, these tool boxes contain FROG cards, stickers, gummy candy and plastic frogs, Corporate Values pens, making it easier than ever to give recognition on the spot. Page | 36
City of Guelph Human Resources
2011 Annual Report
Incentive cards – Developed in collaboration with the Sleeman and River Run Centres, these new cards are the basis of an incentive program for their seasonal employees. Sized like business cards with room for a quick note of recognition, employees who receive these can drop them in a ballot box for monthly draws of City swag. Winners are entered for larger prizes at quarterly and end of season events. Promotion of the recognition program continued with monthly marketing campaigns involving different divisions, highlighting how their area demonstrates the Corporate Values. Through 2011, the recognition program website drew 31,051 hits to its various pages. It benefitted from a visual renewal, now featuring photos of employees with recognition program tools.
Frog Awards The coveted FROG Award was presented to 84 employees throughout the City. The following table shows this and other activity of staff who were recognized by their leaders or peers for work which supports one of the Corporate Values: Integrity, Excellence or Wellness. Through this program, staff may be recognized through “FROG Awards”, “FROG e-cards”, hard copy “FROG Cards” or “FROG Stickers”. 2011 Recognition Activity Summary # of times Issued
% Issued by Leader
FROG Award
84
15
Cost of Recognition per Employee
FROG card (electronic)
216
26
Year
Amount per Employee
FROG card (paper)
316
n/a
2009
$53
FROG sticker
710
n/a
2010
$50
1,326
23%
2011
$62
Type of Award
Total
Although peer-to-peer recognition is important and a cornerstone of the City of Guelph program, recognition from leaders is essential if an organization is to achieve sustained high performance. In 2011 only 23% of FROG activity was initiated by a leader. Best practice suggests that continuous, supportive communications from leaders is too often underemphasized. Recognition is a significant motivator for teams and has been described as "the very essence of leadership." Once again our Recognition Program garnered external notice. Consultations were provided to two neighbouring municipalities to support them in developing their own programs.
Corporate Wellness The City’s Wellness program considers the physical, social and emotional needs of employees and thus provides a robust and holistic array of resources and activities for staff. It is expected that programming under this program should provide influence on the following:
Improved employee morale, engagement and productivity; Enhanced organizational culture; Health benefit cost containment; and Reduced absenteeism and turnover Page | 37
City of Guelph Human Resources
2011 Annual Report
The following illustrates the variety of wellness programming and the number of participants associated with each. Fitness Programs
Number of Participants
Boot Camp (8 sessions)
80
Pilates (13 sessions)
93
Yoga (12 sessions)
94
Energy Stretch (2 session)
10
Muscles In Motion (2 session)
15
Skating at the Sleeman Centre
135
Walking at the Sleeman Centre
45
Seminars
Number of Participants
Carbs and Proteins and Fats, Oh My!
27
Don’t Just Retire: Live It, Love It!
6
Eating For Optimal Energy
25
Federal Government Retirement Incomes and Benefits (2 sessions)
31
Food Labels
13
Grocery Store Survival
25
Maintain, Don’t Gain
20
Make The Most Of Your Retirement Income (2 sessions)
23
OMERS 1:1 Consultations (4 dates)
48
OMERS Information Session (3 sessions)
55
Promoting Better Sleep
18
Relaxation Techniques
19
Retirement: Are You Ready?
8
Stress Management Tips
17
Taking Charge of Your Metabolism
28
What Am I Feeding?
27
Quick Meals For Busy People
49
Raising Resilient Children
5
Resiliency
14
Health Programs
Number of Participants
Weight Watchers At Work (2 sessions)
46
Biggest Loser Competition
10
Biggest Loser Club
28
“new” Biggest Loser Club
13
30 Day Wellness Way
69
Massage at City Hall (# of appts)
7
Reflexology at City Hall (# of appts)
21
TOTAL
Sub Total
472
Sub Total
458
Sub Total
194
1,124
Page | 38
City of Guelph Human Resources
2011 Annual Report
In addition, the Wellness Committee developed and circulated information resources on the following topics: Fall activities Taking your break Holiday shopping tips Gifts that support wellness Maintaining New Year resolutions Smoking cessation
Beating the winter blahs Seasonal affective disorder Tax tips Starting a hobby Joys of gardening Organization tips
Human Rights & Harassment Organization Development staff responded to 18 complaints of harassment in 2011, down slightly from 2010. All complaints were supported using information resolution techniques including conflict resolution meetings and individual employee coaching. Of these complaints, 61% were lodged against non-union management employees, 16% against CUPE 241 employees, 10% against CUPE 973 employees and 5% against ATU employees. Human Rights & Harassment Complaint Activity
2008
2009
2010
2011
Inquiries
3
3
0
3
Informal Resolution
5
6
19
15
Formal Investigation
3
4
2
0
Total
11
13
21
18
Performance Development Plans (PDPs) Performance development is an ongoing communication process between an employee and supervisor about the achievement of goals for the employee’s position, and collectively the achievement of goals of the work unit and City. In 2011, Performance Development Plans measured employees on what work, projects and results were achieved and how the work was completed by evaluating six Core Competencies. The completion statistics in Table 38 indicate completion rates as of December 31, 2011. The completion rate continued to improve for these groups in 2011. % Complete
Core Competencies Work Safely
Deliver excellent service
Develop Self and Others
Demonstrate interpersonal & team skills
Group
2009
2010
2011
CUPE 973
63%
86%
92%
NUME
65%
77%
88%
Overall Percentage Complete
64%
82%
90%
Page | 39
Demonstrate organizational awareness
Support organizational performance
City of Guelph Human Resources
2011 Annual Report
Learning & Development Report The following table illustrates the organizational investment in formal Learning and Development activities in 2011. Apart from “internal trainer’s salaries”, the City of Guelph utilized 77% of their training budgets in 2011. Training Investment by Training Type
2006
2007
2008
2009
2010
2011
Departmental Training
$199,061
$328,893
$191,696
$381,856
$246,172
$343,165
Corporate Training
123,702
36,976
12,724
38,318
37,909
38,457
Corporate Training Health & Safety, Mandatory
16,922
18,473
30,772
10,762
13,558
23,272
Executive/Management Development
8,700
39,923
33,337
67,337
26,065
30,987
Tuition Assistance
31,580
32,752
21,972
28,100
25,388
16,574
Training Expenditures from Budget
$379,965
$457,017
$290,501
$526,373
$349,092
$452,455
Internal Trainer’s Salaries
121,202
241,658
153,458
244,310
190,000
196,820
Total Cost of Training
$501,167
$698,675
$443,959
$770,683
$539,092
$649,275
The following is a summary of the types of training that are included in the categories listed in the table above. Departmental Training is training that is paid for by departments for their staff and can include both group or individual training on a variety of technical and soft skill development programs. A large amount of the training in this category goes toward mandatory health & safety training. Many of these programs are legislated and some are cyclical in nature in that they need to be retrained or ‘refreshed’ on a schedule of one, two or three years. Corporate Training is training that is coordinated for the corporation by Human Resources, and includes mostly soft skill development. Corporate Training: Health & Safety includes mandatory training that is coordinated through the HR department such as first aid training, safety essentials for leaders and joint health & safety committee training. Executive, Management Development includes costs for leadership development including programs delivered both internally and offsite. Tuition Assistance covers the cost of tuition for employees who are pursuing post secondary certificates, diplomas, degrees, or professional designations at accredited academic institutions or professional establishments. Under the policy, programs have to be related to the employee’s immediate scope of work or that of their department. Human Resources staff will be submitting a proposal to expand this scope in 2012. Internal Trainers Salaries is an estimate of the salaries and benefits of employees for the portion of time that they spend conducting training activities internally for staff.
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City of Guelph Human Resources
2011 Annual Report
Learning Benchmark Learning Benchmark Comparison
2006
2007
2008
2009
2010
2011
Cost of Training per Full Time Employee
$501
$763
$458
$694
$476
$536
$1,027
$888
$888
$986
$986
$688*
Conference Board of Canada
*The Conference Board of Canada has changed the manner in which they report metric data in their Learning and Development Outlook 2011 report. In previous years the City of Guelph compared data to the ‘government sector’. In their last report, the CBOC has split this sector into two sections: ”Federal/provincial/Crown” and “Municipal/ University/Hospital/School Board”. There were only four respondents in the latter category (the City of Guelph being one) and thus no benchmark data was provided. There were only 9 respondents in the Federal/Provincial/Crown sector. Further, of the 53 respondents in the survey, only 60% provided expenditure data. The amount referenced in Table 34 represents the average provided by the remaining 32 respondents in the survey. The Conference Board attributes the decline in the benchmark from 2009 to 2011 to both the economic climate, and to the increasing difficulty within organizations to produce meaningful data. In particular, two key metrics – expenditures and hours of learning - have seen response rates drop dramatically over the last few years. The methods of learning in organizations are changing – away from traditional classroom style learning toward more informal just-in-time methods which are difficult to quantify. One category of this type of training is called collaborative learning. Collaborative learning takes place every time someone at work asks a question or has a problem and reaches out to others for a solution. It happens informally during meetings, face to face or virtually. It also happens formally through apprenticeships, mentoring programs and coaching opportunities.
Learning Culture & Innovation Innovation is the constant creation and acceptance of new ideas on the improvement and development of practices, processes, policies, goods and services. In their 2011 Report on Learning & Development, the Conference Board reports that Canada’s capacity for innovation is decreasing. One of the key drivers for this decline might be the relative lack of importance Canadian organizations place on employee skill development. In addition, the report suggests that an organization’s readiness to adopt new approaches can be predicted by their “learning culture”. Organizations with strong learning cultures are better prepared to innovate and demonstrate high performance. The Conference Board has developed the following set of characteristics that are consistent within organizations with strong learning cultures. If we were to look at these characteristics in terms of a ‘dashboard’ for the City of Guelph, we expect that our learning culture would resemble the following:
Learning Culture Dashboard
City of Guelph
Characteristics that define “Strong Learning Culture” Demonstrate strong leadership support for learning and development
–
Place a high priority on learning across the organization Enable diverse learning delivery methods and programming Ensure that learning resources and supports are in place Align learning and development with broader organizational strategy.
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–
This dashboard has been created using evidence from Management Forum attendance rates; Mandatory Training compliance rates; Performance Development Plan completion rates and overall Investment in Learning & Development.
City of Guelph Human Resources
2011 Annual Report
Why is learning culture important? Learning organizations place a strong emphasis on growth, change, and the development of human capital to drive performance. A strong learning culture enables the ability to attract, retain and utilize top talent. It also enables innovation and the ability to achieve higher levels of performance. In the Conference Board’s report, they state that the top three learning objectives of organizations with strong learning cultures were: improving organizational performance; developing leaders; and aligning learning and business objectives. The City of Guelph should consider these goals as enablers in achieving organizational strategic priorities.
Leadership Learning 2011 Management Forums: Five half-day Management Forums were delivered in 2011 as a means to provide leadership development and networking. This year the sessions were linked to “The Timeless Leadership Principles” series delivered by author Jim Clemmer. All Leaders received a copy of the textbook “The Leader’s Digest: Timeless principles for team and organizational success”. Each forum focused on one or two elements of the “Leadership Wheel” (pictured here to the right). The centre of the wheel reflects the vision, values and purpose of the organization which leaders should then use to provide focus and context for their teams. The wheel model provides a metaphor for situations faced by organizations. If the skills supporting the hub of the wheel are equally developed, the wheel is well rounded. The alternative is a bumpy ride. Attendance at sessions averaged at 54%. Leadership Orientation Program: This is an on-line program that provides information and resources to strengthen a leader’s understanding and confidence with the expectations of their role and specific City of Guelph policies and processes. While it is primarily intended for existing and new leaders to the organization, the program is fully accessible on the intranet for anyone and may be used as a developmental tool. Forty-four new registrants began the program in 2011, 27 of which were leaders. Forty registrants completed the required 20 modules this year, 35 of which were leaders. Twenty-nine leaders continue to be past due their required completion date of this mandatory training. The program continues to garner outside interest, with information requested by three neighbouring municipalities. Leadership Link: This is a newsletter that is researched and written by OD staff and distributed by e-mail to those who supervise employees. The Leadership Link newsletter delivers brief and easy to read articles intended to give quick, practical tips, insight, advice and take away tools to leaders. This year’s issues focused on engaging employees, conflict resolution and reinforcement of concepts covered in the Management Forum series.
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City of Guelph Human Resources
2011 Annual Report
Mandatory Training Summary Service Area CAO - Administration
62
Community & Social Services
791
Planning, Building, Engineering & Environmental Services Corporate & Human Resources
Health & Safety training is considered ‘mandatory’ training at the City of Guelph. As can be seen from the list of courses in the table below, 7,938 employees attended mandatory training events, 6,474 of which were health & safety related. Other courses that are considered to be mandatory are identified as such either by management or legislation, such as policy training or training on Customer Service for people with disabilities (as required by the Accessibility for Ontarians with Disabilities Act, AODA), and Respectful Workplace training which was launched in support of the Harassment & Discrimination Policy as well as OHSA Bill 168.
2011 Hours
1,732 102
Operations & Transit
1,339
Emergency Services*
515
Total
4,541
Course Name
#of Attendees
Accident Investigation Policy
496
Course Name
# of Attendees
Job Hazard Analysis Policy
471
Aerial Device
12
Ladder Safety
Asbestos Awareness
41
Ladder Safety (Appendix of Fall Protection Policy)
60
Lifting Device
13
Lockout/Tagout
32
Attendance Management Policy
491
Automatic Defibrillator Training
7
Bloodborne Pathogens Policy Chainsaw Safety
154 5
Ministry Labour Visit Policy
8
480
Mobile Crane
13
Confined Space Training
36
MSD Prevention Policy
69
Contractor Program
16
Respectful Workplace for Employees
114
Corporate Orientation
116
Respectful Workplace for Leaders
26
Customer Service – AODA
257
Safety Essentials for Leaders Refresher
31
Safety Essentials for Leaders
54
Electrical Safety
12
Fall Protection
144
Fire Extinguisher Fire Safety Measures
19 517
Seasonal Orientation
200
Skid Steer Loader
19
Spills Response
20
First Aid/CPR (Standard and Emergency)
61
Spills Response Policy
20
Forklift Truck Training
21
Transportation of Dangerous Goods
14
Forklift Assessment
46
Trench & Shoring Hazard Awareness
0
Front End Loader
20
Violence in the Workplace
490
Green Fleet Policy
63
WHMIS Training
238
Harassment & Discrimination Policy
197
WHMIS for Leaders
Health & Safety Accountability Policy
522
WHMIS Policy
455
Occupational H&S Policy Statement
37
509
WHMIS (Workplace)
282
Hearing Conservation Policy
60
Work Refusal Policy
487
Hot Work Policy
11
Working Alone
472
TOTAL
7,938
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City of Guelph Human Resources
2011 Annual Report
Works Cited and Referenced Conference Board of Canada (2010). “Valuing Your Talent Human Resources Trends and Metrics” Conference Board of Canada (2011). “Learning and Development Outlook 2011” Conference Board of Canada (2011). “Compensation Planning Outlook 2011” Conference Board of Canada (2010). “Beyond Benefits II Disability Plans and Absence Management in Canadian Workplaces” Human Resources Benchmarking Network (2011). “Report of the Annual Benchmarking Survey 2011” Institute of Public Administration of Canada Performance Measurement http://www.ipac.ca/documents/WBIPerformanceMeasurement.pdf The Conference Board “Strategic Human Capital Measures” Research Report Statistics Canada “Delayed retirement: A new trend?”, Oct 26, 2011 Statistics Canada http://www.statcan.gc.ca/pub/75-001-x/2011004/tables-tableaux/11579/tbl02-eng.htm Unionization Rates
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