HR 2020 Putting People First

COQUITLAM HR 2020 Putting People First

A Note from the Director of Human Resources

I

am excited to present the City of Coquitlam’s HR2020 Strategy. Achieving excellence in governance is one of the five pillars of the City’s Strategic Plan and in order to achieve this it requires an organization where all employees are engaged and supported to serve our city.

Our organization provides essential services to residents, businesses and visitors and all of us here in Coquitlam have a role to play in ensuring the City is accessible, accountable and responsive in delivering that service. The hard work and innovation of our team is the foundation to our city’s success and ensuring our people feel supported.

Human resource is intrinsic to all activities undertaken in an organization. Leadership in human resources is not limited to human resource professionals working in a specialized functional area. The responsibilities of human resource leadership are spread throughout an organization, involving all levels of management, supervisors, and employees.

Coquitlam’s mission is to sustain Coquitlam’s high quality of life for current and future generations. We serve the public interest through leadership, innovation and focus on community priorities and strengths. This Plan is a way to support achieving that mission and showcase leadership of one of our most important areas, our people­­– the face of our organization in the community we serve.

Nikki Caulfield Director of Human Resources

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HOW WILL COQUITLAM BENEFIT FROM THE HR2020 STRATEGY?

A

Human Resource Strategic Plan is a framework to help guide an organization’s human resource principles and practices. There are a variety of ways to attract, develop and retain teams and therefore the way Coquitlam approaches our people is crucial to our success. This plan identifies a long-term vision, supporting success factors, and the most immediate priorities needed to achieve the City of Coquitlam’s corporate and operational goals. In addition it sends a powerful message across the organization that we value our people and are committed to attracting, developing, retaining and supporting staff in service of our community.

HR2020 seeks to establish a vision and direction not only for human resource effectiveness, but for overall organizational effectiveness. A dynamic workforce is one that is service orientated, innovative and adaptable to changing demands and requirements in service of our community.

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THIS PLAN HAS A FIVE YEAR FOCUS ON: The Human Resource Strategic Plan addresses broad effectiveness and Human Resources as an enabler and customer service team that assists our clients and organization in achieving operational and business objectives through effectively leading our people and organization forward with purpose.

2018

BUILDING OUR PEOPLE

2017

BUILDING OUR INNOVATION

2016

BUILDING OUR FOUNDATION

2020

BUILDING OUR FUTURE

2019

BUILDING OUR OPPORTUNITIES

WHAT’S HAPPENING IN COQUITLAM THAT MAKES THIS PLAN IMPORTANT? Organizational Environmental Scan Our City: 

The City of Coquitlam has steadily grown over the last decade and will continue to grow to an anticipated population of 240,000 by 2040 and our workforce will trend in support of that community growth.

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Salaries and benefits total approximately 48% of the City’s base budget. Our people are our greatest assets.

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Two unions represent City employees; with over 90% of our employees being represented by a union. Our focus on these relationships is important for our success to achieve a sustainable and supportive labour climate.

Our Human Resources: 

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The City has a number of program and policy initiatives and until now, these initiatives have lacked a comprehensive strategy to align them within the direction provided by the City’s Strategic and Business Planning processes.

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Much of the City’s human resource practices were developed incrementally over time, usually in reaction to a particular problem or event. Many components of our current human resource systems are due for an update. Others require renewal to provide us with the flexibility we require to respond quickly to changing work requirements.

Our People: 

The average age of our workforce is 45 years. Making conscious decisions about attracting, developing and retaining our employees is paramount to our success.

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There is potential for significant turnover in our workforce: 10% of today’s workforce will be eligible to retire in 2016 and 23% of today’s workforce will be eligible to retire by the end of 2020. We need to develop our people and employment brand in order to prepare for this workforce shift.

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The City needs to be responsive to a dynamic economy, business needs and service demands. We require a flexible workforce possessing skills, knowledge and abilities that can respond to these service demands.

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HR 2020 How does this plan fit within Coquitlam’s organizational framework?

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he City's vision, mission, values and strategic goals are crucial in the development of a strategic framework for human resources. The process of aligning human resource activity in the City will not occur overnight; it will evolve over time and in a strategic way as we tackle the issues in order of their overall value to the organization and ability to assist us in achieving success.

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Leadership in human resources is not limited to Human Resources professionals working in a specialized functional area. The responsibilities of human resource leadership are spread throughout an organization involving all levels of management, supervisors, and employees.

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HOW CAN WE MAKE THIS PLAN REAL? WE CAN BRING HR2020 TO LIFE THROUGH: Collaborative Ownership 

We require leadership that supports the City's vision, strategies and values, which is demonstrated by behaviours and accountability for our city’s human resources management.

Everyone has a Role to Play

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Human Resources leads with purpose the City’s recruitment, labour management, training, organizational development and the health and safety of our workforce.

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Managers and supervisors are accountable for effective human resource management and the well-being of their teams.

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Employees are aware of corporate and departmental direction and how their performance affects achieving corporate goals and service to the community.

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Collaborative Union/Management Relationships that focus on joint initiatives, agreements and collaborative problem-solving that reflect the City's vision and values.

Human Resources Commitment to the Strategy 

Policies are kept up to date, are meaningful, communicated and respectful of the need for departmental flexibility.

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Fair, flexible and consistent application of the policies and practices.

A Positive, Respectful, Safe and Healthy Work Environment 

An environment that supports the physical, psychological and social well-being of employees.

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A shared commitment to putting health and safety in the workplace first.

A Shared Professional Development Commitment 

Employee commitment to managing continuous learning and growth.

 The City provides opportunities and information to support continuous learning

and growth.

Everyday Gratitude 

Receptiveness to varying ideas and celebrating successes.

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Employees are recognized as the City’s most valuable resource.

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2016 BUILDING OUR FOUNDATION Redefining the Core Human Resources team 

Realign Human Resources structure for enhanced and more responsive services.

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Better alignments between Human Resources and our business partners through the introduction of annual business planning meetings.

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Establish regular and purposeful communication channels for all Human Resources staff.

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Create opportunities to increase employee engagement on the Human Resources team and within the organization.

Building the Foundation to Strategically Address the Needs of the Organization and to Lead Change

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

Transition Director level leadership in the division.

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Establish a Human Resources Strategic Plan and Annual Action Plan to better define priorities and what success looks like.

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Transfer important knowledge on practices, intent, policies and organizational history.

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Build upon the solid human resource foundation the City has created while transitioning to an organization that is responsive to tomorrow’s needs.

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Utilize our human resource acumen to provide quality service delivery through consultation and collaboration in a strategic and purposeful way.

Building a culture of Leading with Purpose 

Introduce new leadership program that best utilizes our resources to assess and develop staff to transition and develop their career for the future.

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Introduce regular onsite training and development for leaders and future leaders.

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Facilitate and support a culture of leading with purpose at all levels in the organization.

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Human Resources staff lead by example in facilitating a culture of leading with purpose across the organization.

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Utilize recruitment strategies to market our “employer brand” and attract talent based on our value proposition and the culture we want to develop.

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2017 BUILDING OUR INNOVATION Innovation in the Tools and Technology We Use to Deliver our Service 

Capitalize on underutilized human resource systems to modernize service delivery, enhance management self-service options and maximize efficiencies.

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Introduce tools that make data mining and reporting for human resources management simpler and easier to access.

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Enhance our communication tools to all staff to ensure information is timely, easy to access and transparent.

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Review human resource processes with an overall goal of reducing hardcopy requirements and enhancing our electronic services and information storage.

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Cease redundant processes and refocus on our core values and delivery of human resource best practices.

Building Innovation through Strategic Engagement with our Clients and Understanding their Needs both Strategic and Operational

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

Transition the culture in Human Resources from one of regulation to one of “business partner”.

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Realign areas of our operational service delivery to best suit our clients’ needs.

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Establish tools and best practices for managers and supervisors in strategically managing performance and human resources.

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Facilitate a culture in Human Resources that supports our team as business partners working with departments for win-win solutions that represent and reflect Coquitlam’s culture and values.

Build Innovation in our Workforce Management 

Increase the City’s capacity for recruiting top talent through enhanced employment branding for the City.

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Utilize emerging tools and approaches to increase talent acquisition from new and emerging sources.

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Conduct an audit of our personnel file management processes, tools and document retention.

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Introduce to the team a Human Resource Information and Talent Acquisition Specialist.

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Enhance the management of our human resources data to assist our organization in making strategic decisions.

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2018 BUILDING OUR PEOPLE Building our People through Engagement 

Collaborate with departments to provide resources and tools to enhance employee engagement.

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Human Resources leads by example in facilitating engagement opportunities.

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Ensure Human Resources is a safe place where employees and managers can seek support, guidance and feel they have a voice in a respectful, confidential and non-punitive space.

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Seek opportunities to ensure engagement events are meaningful and reviewed for best practices and tools.

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Enhance the City’s onboarding program to grow our success in attracting and retaining top talent. This would also strengthen the workforce by providing the tools/info they need to succeed.

Building our People through Recognition

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Implement tools and support a culture that focuses on everyday gratitude and recognition of our colleagues, staff and leaders.

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Review employee and public service recognition programs to ensure they meet the needs of today and tomorrow’s workforce.

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Create awareness about recognition and the impact it has on organizational culture.

Building our People through an Enhanced Organizational Development Strategy 

Continual development of leadership skills, knowledge and abilities at all levels in the organization.

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Strengthen our performance management culture by linking employee learning, development, career progression, and succession planning with organizational goals and objectives.

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Prepare for the transition in our workforce, impending retirements and generational shifts.

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Increase training on priority areas such as customer service, leadership, public consultation and process improvements.

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Broaden the breadth and depth of learning courses available to all staff.

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Empower managers with realistic and timely management-focused learning with respect to human resource issues such as labour relations, wellness, duty to accommodate, and the Collective Agreement.

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Establish a specific learning stream for senior management development and support.

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2019 BUILDING OUR OPPORTUNITIES Building Opportunities for an Enhanced Health, Safety and Wellness Programs 

Increase knowledge base and develop action plans around health and wellness initiatives that address uniquely Coquitlam challenges.

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Strategically align disability management with return to work programs.

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Monitor evolving legislative and industry-relevant changes and trends, and proactively prepare for our responses to them.

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Focus on mental health in the workplace and support employees in accessing the tools available

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Establish self-service tools that facilitate enhanced education and awareness of health and safety issues in the workplace.

Building Opportunities with an Enhanced Focus on Continuous Improvements to our Services 

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Review transitions for continued relevance and application in an evolving workforce.

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Develop an organizational and divisional focus on Human Resources and the City of Coquitlam as a customer service organization.

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Engage in strategic partnerships across the organization to continually develop our understanding of the City's business operations.

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Facilitate information sharing with municipal partners on best practices and partnership opportunities.

Building Opportunities for Strategic Management of Labour Relations 

Enhance manager accountability for effective labour relations and understanding of the Collective Agreement by establishing tools and engagement on staff’s role in effective labour relations management.

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Update the language of the Collective Agreement.

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Explore opportunities to modernize our job evaluation system.

Building Opportunities to Continually Evolve our Culture 

Take stock of our employment brand and where opportunities may lie.

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Review the external changes in our community and how these impact our staff and recruitment and retention.

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Seek to understand generational transitions in the workforce and how to best address these changes strategically.

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HR2020 AND BEYOND - MOVING FORWARD TOGETHER

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he Human Resources Division will be responsible for monitoring and reporting on our achievements and the goals and objectives identified in HR2020.

This will be accomplished though:  Reporting annually on progress in achieving the plans identified goals and objectives. 

Establishment of annual Human Resources work plans that align with the plan and identify the specific tasks that will be taken to achieve it.

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Annual review of the identified strategy and tactics to ensure it meets the organizations objectives and external/internal needs.

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Commitment to ongoing open and transparent dialogue with staff, our unions, Council and all relevant stakeholders to ensure the services offered by Human Resources are meeting the needs of today while planning for tomorrow.

Achieving the vision set out in this plan requires shared accountability between departments, staff, management and Human Resources. It will require a commitment to collaborative ownership, the objectives identified in the plan and a recognition of the role we all play in its success.

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HR2020 seeks to establish a vision and direction not only for human resource effectiveness, but for overall organizational effectiveness.

A dynamic workforce is one that is service orientated, innovative and adaptable to changing demands and requirements in service of our community.

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City of Coquitlam 3000 Guildford Way, Coquitlam, BC, V3B 7N2

CityofCoquitlam