Civilians in Defence: Reducing the Staffing Burden by 20% UMCC HR Sub-Committee June 1, 2009

Civilians in Defence: Workforce Overview Executive 0.5% DND Civilian Workforce: Management Environment approx. 70% of civilian workforce managed by military managers 75% located outside NCR 86.6% indeterminate Scientific & Professional Operational 9.7% Technical 10.4% 34.0% 17.0% Administrative Support DND has small number of EXs 135); Senior Military Officers at the General, Colonel and Capt(N) levels are included in the senior management cadre of DND (approx. 375) Majority of employees are general labour/trades. Examples of jobs in each category: Administrative & Foreign Service Computer Systems Administration, Administrative Services, Financial Administration, Information Services, Management Trainee, Personnel Administration, Purchasing and Supply, Program Administration, Translation, Welfare Programs, Organization and Methods Administrative Support Communications, Clerical and Regulatory, Data Processing, Secretarial, Stenographic and Typing, Office Equipment Executive E.g. Directors General, Chiefs of Staff, ADMs, some Directors Operational Firefighters, General Labour and Trades (electricians, plumbers, etc.), General Services (kitchen support, etc.), Heating, Power and Stationary Plant Operation, Lightkeepers, Printing Operations, Ships’ Crews, Ship Repair, Hospital Services Scientific & Professional Defence Scientific Service, University Teaching, Auditing, Physical Sciences (e.g. safety officer) Technical Engineering and Scientific Support, Educational Support (e.g. language teachers), General Technical, Radio Operations, Social Science Support, Ships’ Officers, Technical Inspection 26.0% Administrative & Foreign Service 2

Civilian Employees by Location Cold Lake 407 Edmonton 708 Wainwright 416 Suffield 777 Dundurn 127 Moose Jaw 44 Shilo 350 Winnipeg 701 Comox 254 Nanoose 35 Esquimalt 2,708 London 89 Borden 1,205 Toronto 426 Trenton 626 Kingston 1,656 North Bay 90 Petawawa 889 Montréal 1,993 Ottawa-Gatineau 8,662 Bagotville 258 Valcartier 1,628 Goose Bay 39 Gander 41 St. John’s 56 Gagetown 1,101 Greenwood 332 Aldershot 53 Halifax 3,397 Land Forces Air Forces Training Maritime Forces LEGEND Total civilian population: 29,424 (31 Mar 09) 3 NDHQ Canada Command Yellowknife28

Civilian HR Management Accountabilities DM/CDS Functional Authority - ADM HR-Civ Level 1 (Military/Civilian) Strategic Policy & Program Role Level 2 (Formation Areas & DGs) Base/Unit (COs & Directors) Integrated Role for Regional Service Delivery/Strategic Implementation ADM HR-Civ & Managers retain individual roles & responsibilities for the management of DND’s civilian workforce Managers’ responsibilities: Improving integrated business and multi-year HR planning at all levels Prioritizing and implementing HR management strategies Maximizing use of flexibilities in the system (e.g., collective classification and staffing, community recruitment, PSR, development programs) Reviewing/ revising selected staffing and related requirements (e.g., SLE and security protocols) Maintaining awareness/ knowledge of Civ-HRM programs, processes and practices to be more effective managers HR-Civ’s responsibilities: Supporting development and implementation of multi-year Civ-HR plans to optimize contributions of civilian workforce Offering direct advice to Managers, including information on tools, best practices, and innovative strategies Implementing timely (effective/ efficient) and nationally standardized classification and staffing strategies Leveraging technology to support improved HR business processes, monitoring and reporting Providing formal training for Managers Monitoring and reporting on outcomes Enabling Environment: Policy, Programs, Processes, Training & Tools

ADM HR-Civ Intent: Reducing the Staffing Burden In partnership with managers, HR-Civ is: providing functional leadership & guidance to ensure a sustainable, competent & productive civilian workforce; engaging managers & HR service providers across Canada to communicate the intent/importance of PS Renewal and what it means for DND; reviewing & analysing current HR management processes & practices to identify opportunities to reduce the staffing burden; improving responsiveness of HR service providers to DND/CF civilian HR management requirements; and implementing and monitoring an Action Plan (see Annex A). “Staffing” refers to a broad range of inter-related processes and activities (e.g., planning, classification, staffing & compensation processes) that: facilitate placement of the right person with the right qualifications in the right place at the right time (R4), and support DND/CF mission and business objectives.

Centres of Gravity: Addressing Workforce/Workplace Challenges Own: Organizational capability to deliver Staffing framework & related processes are seen as a cumbersome “web of rules”, creating conditions that negatively impact the operational requirements of DND/CF Opposing: Knowledge & participation of DND/CF management Management of civilian personnel is a partnership that requires the informed engagement and ongoing commitment of managers (military and civilian) “Working with Managers, for Managers”

Automated Information Where We Started…. Content update/ ADM HR-CIV Briefings to CF Succession Planning Strategy Assessment Inventory CWD Library Online Testing Tool Performance Measurement Redesign Marketing & Communications HR-Civ Content Review (DP 1-5) Career Fairs Outreach Plan Staffing Delegation Implementation Enhancements to Service Delivery Technologies Organizational Design Activities Review HR Training Curriculum Collective Staffing InfoPak Service Standards Review Re-launch MCHR Course Staffing Strategies Mat HR Service Delivery Pilot Casual Assessment Recruitment Strategy CWD Project E-position file Learning Strategy/ HR service providers HR/ Business Planning SOMC library Security/ SLE Requirement Review CFRG Collaboration Business Process Simplification/ Automated Information Systems SIP Calendar & Video

Components of an Action Plan: Thematic Breakdown Recruitment & Outreach Planning Classification Staffing Learning Policy Alignment HR/ Business Planning SIP Succession Framework Organizational Design Activities Performance Measurement Redesign/ Service Standards Review E-Position File/ CWD library CWD Project Business Process Simplification/ Automated Information Systems Outreach Plan/ (Career Fairs, Calendar, Video & CFRG Collaboration) Recruitment Strategy Marketing & Communications Performance Measurement Redesign/ Service Standards Review Staffing Strategies (Collective Staffing InfoPak, SOMC Library) Staffing Delegation Implementation New mechanisms (Assessment Inventory, On-line Testing Tool) Business Process Review (Casual Assessment, Mat HR Service Delivery Pilot, SLE/Security Requirement Review) Enhancements to Service Delivery Technologies Content update of ADM HR-Civ Briefings to Sr. CF members Review HR Training Curriculum Re-market updated version of MCHR Course HR-Civ Content Review (DP 1-5) Learning Strategy for HR service Providers Enabling Infrastructure (e.g., websites & systems) 9

Enabling the Defence Mission: 2008/09 R4 (right person, right skills, right time, right place) Performance Measurement, Monitoring & Reporting PS Renewal: Departmental Action Item: 20% reduction in staffing burden Policy Alignment Planning Classification Recruitment & Outreach Staffing Learning Enabling Infrastructure DND Policies and Practices Functional Authority Legislative Framework (PSMA/PSEA)

Illustrative Example - Planning Actions: Provide direct advice and service to managers in support of integrated business & multi-year HR planning processes, including succession planning (e.g., Army/Navy/Air Force Days) Managers to directly engage HR service providers early in planning & implementation discussions/consultations, including organizational design & restructuring activities Results: More accurate & detailed forecasting of Civ-HR requirements, including better Strategic Intake Plans leads to: aligned business & Civ-HR plans, focused staffing strategies (e.g., fewer processes, more appointments & appropriate use of casuals), reduced level of effort (managers/HR service providers) & more timely R4 hires 2007 2008 2009 (projected) No. External Advertised Process 800 704 634 21% reduction in number of external advertised processes over 3 years No. External Advertised Appointments 722 902 992 37% increase in number of external advertised appointments over 3 years No. Casual Appointments 903 813 18% decrease in number of casuals over 3 years (approximate)

Illustrative Example - Classification Actions: Engage/consult early on organizational design Streamline classification process by implementing collective work descriptions for all types of work across DND Results: Cost avoidance in level of effort for managers/HR service providers of $9M/year at steady-state Collective work descriptions that support fair & transparent classification, reduction in level of effort in writing of work descriptions & classification of positions (managers/HR service providers) Ready to staff immediately (within days as opposed to months) FY 2007/08 FY 2008/09 FY 2009/10 Percentage Collective WD 8% 9% 20% Moving toward 40% in FY 2010/11 & 70% in FY 2011/12 Percentage of “identical to” 50% 60% 70% 9% usage of collective work descriptions in FY 08-09 20% in FY 09-10 40% in FY 10-11 & moving toward 70% in FY 11-12 Cost avoidance in level of effort for managers and HR service providers of $9M/year at steady-state

Illustrative Example – Recruitment & Outreach Actions: Develop & implement multi-year strategies, including funding to sustain number of key professional & operational workforces Promote greater use of existing GoC recruitment programs (e.g., Post-Secondary Recruitment, Management Trainee Program, student bridging) through a comprehensive communication strategy & targeted staffing to elevate DND’s profile in public domain & attract new talent Results: More focused outreach based on better business/HR plans, including strategies to recruit employment equity groups Target efforts and investments ($20M) for shortage groups based on demographic & labour market analysis FY 2007/08 FY 2008/09 FY 2009/10 No. of Apprenticeship Hires – General Labour & Trades N/A 165 TBD Validation of multi-year apprenticeship requirements ongoing No. of Student Appointments 341 413 495 21% increase this FY, 45% increase over 3 years

Illustrative Example - Staffing Actions: Simplify & streamline specific processes & practices leverage technologies to support improved HR business processes, but still too slow Move away from individual process per vacancy to collective planning action (see slide 11) Results: New service delivery structures & modernized tools (e.g., Materiel Group HR service delivery structure; assessment inventory in Mar 09; enhancements to Statement of Merit Criteria/Collective Work Description libraries; Statement of Requirement developed for on-line testing) Timely & appropriate access to HR advice & services, increasing effectiveness of staffing processes   No. Qualified Candidates No. of Appointments 1 CR 03-04 process 98 53 1 AS 02 process 93 36 1 CS 03 process 225 80 1 PG 04 process 115 101

Illustrative Example - Learning Actions: Updated & re-launched Managing Civ HR Course (MCHR) as mandatory requirement for new supervisors & managers (civilian/ military) Review, in consultation with Managers/ clients, HR training curriculum to identify other training requirements e.g., DP 1-5 content updated (next 2-3 FYs), PE development program updated & formalized (end FY 2008/09), Learning Strategy for HR service providers (ongoing), New Training Curriculum Strategy developed (end FY 2009/10) Result: Significant number of new events to support knowledgeable managers/ service providers, built on individual learning plans   No. of Participants (2008/09) Training Event Leadership 21 EX Orientation No. of Supervisors/ Managers  1000 154 MCHR course Staffing Delegation (45% increase) No. of HR Service Providers  250 365  3 National Learning Events 6 regional staffing training sessions (Mar 09)

Measuring Success: Key Indicators of Management Success HR plans that result in better developed & articulated strategies with better implementation increased stakeholder awareness (e.g., managers, employees, union representatives, etc.) Hiring strategies that result in timely recruitment & staffing e.g. fewer processes, more appointments per process, better use of collective work descriptions, simplified security and language requirements Client satisfaction balanced against accountabilities Contributes to a productive workplace through transparent and fair processes e.g, “R4” (right person with the right qualifications in the right place at the right time) Measuring Success: 20% increase in usage of common WDs 20% increase in use of collective staffing actions 20% increase in appointments using collective staffing 20% faster processes

Continuing Our Way-Forward Improved integrated business & HR planning, multi-year strategies Broader use of collective work descriptions Targeted implementation strategies to manage national & regional staffing Enhanced training & communication for managers & HR service providers