1. City of Guelph
HR Annual Report
April 7, 2011

2. 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

3. 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

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

5. 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

6. Council Reporting HR Dashboard HR Balanced Scorecard
Full Report as Appendix

7. 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

8. 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

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

10. 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

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