City of Guelph HR Annual Report April 7, 2011

Background Annual Report to Council since 2008 Accomplishments Workforce Demographics HR Indicators To inform decision-making re: City wide HR priorities, programs and services Focus attention re: efficiency/effectiveness

What HR Efficiency indicators include: HR Staff to City Wide Full Time equivalents Cost of HR per All City Employees Management/Non-Management Ratio Grievance Rate, Lost time Incident Rate Modified Work Accommodation Rate Salary Expense Health Benefit per Eligible Employee

So What Data Comparison to: HRBN Conference Board of Canada Statistics Canada Local Labour Market Information

Now What HR Report recommendations aligned to: City’s Strategic Plan Organizational Excellence in planning, management, human resources and people practices – recognized as a top employer in the community Guelph People Practices Strategy Well Workplace, Leadership, Learning, Business and Service Excellence

Council Reporting HR Dashboard HR Balanced Scorecard Full Report as Appendix

Efficiencies & Performance DRAFT Human Resources Balanced Scorecard 2010 In support of… Objective Initiative Measure Target V a l u e C r e a t i o n Provide excellence in human resources and people practices; to be a top employer in the community. People Practices Strategy (PPS) % of Items Complete 75% completion rate of 100% of the projects scheduled for 2010 Voluntary Turnover (VT) Reduce by X % Invest in the development of every Employee and align career development practices with corporate objectives. Core Learning Curriculum Training Cost per FTE Utilize X% of budgeted funds for employee development Leverage Existing Internal Talent (From PPS) % of Positions filled Internally X% Increase in positions filled internally Provide HR programs and services that are aligned with the Corporate Values and the Strategic Plan. Leadership Development % of items delivered 5 Management Forums 3 Leadership Newsletters Staffing Process Enhancements External Time to Fill Maintain 2009 rate (in respect of 3 month gapping rule) Workforce Planning 2010 Workplan 100% Complete C o s t C o n t r o l Provide safe and meaningful work assignments that contribute positively to organizational efficiency and performance as well as to personal wellness. Comprehensive Safety Audit Lost Time Incident Rate Performance Management % of PDPs Completed X% completion rate Wellness Strategy Sick Days per Employee Mange and deliver HR programs and services such that they are fiscally responsible and responsive to the financial situation of the corporation. Budget Management HR Expense Within X% of Benchmark NUME Compensation Policy Salary Expense STD Self Insure Benefits Expenses Reduce by X% The Strategic Plan Employee Development Service to Internal Customers Efficiencies & Performance Budgets & Financial Planning

WSIB Claims Expenditures DRAFT Human Resources Dashboard 2010 HR Efficiency Financial Position HR Staff Ratio Salary Expense Ratio HR Operating Expense % WSIB Claims Expenditures Cost of HR per Employee Benefits Costs + Workforce Demographics Talent Management Employee Age % of positions filled internally Diversity (Gender) Time to hire Management Ratio Cost of training per employee Turnover Wellness Initiatives Sick Days per Employee Leadership Development PDP Completion Rate

Value Add of Performance Reporting Health benefit per eligible employee $2,871 – 2008 $1,908 – HRBN HOUSTON WE HAVE A PROBLEM !!!

Actions Taken Prompted analysis of: Benefit contracts Consolidated multiple, individual contracts Savings approximately $500,000 Benefit Administration systems Moved from monthly estimated billing to pay weekly based on previous weeks experience Allows for remedial action immediately versus waiting for the annual review

Results $2,189 – 2009 !!!!!! Health Benefit/Eligible employee $2,871 – 2008 $1,908 – HRBN $2,189 – 2009 !!!!!! Efforts Continue – Move to Self-insure STD 2010 resulted in $50,000 savings in 6 months