How does this service contribute to the results identified in the City of London Strategic Plan?
A strong economy A vibrant and diverse community
A green and growing City
A sustainable infrastructure
A caring community
The mission of the Human Resources Division is to attract, engage, develop and celebrate exceptional people in public service who are representative of our community.
The Human Resources Division has accountability for the provision of all human resources services to all Service Areas of the Corporation, and some Boards and Commissions in the areas of labour relations, human rights, occupational health and safety, recruitment and staffing, attendance and disability management, position management, performance management, organizational design, pension and benefits,
compensation management and employee recognition, employee relations, corporate learning and development, human resources information systems, and internal communications. The division is organized into five sections: Employee and Client Relations, Labour Relations, Rewards and Recognition, Occupational Health & Safety, Corporate Learning & Development and Human Resources Information Systems.
Name the main activities done to provide this service:
Name The Activities Done To Provide This Service How Much Did We Do?
(optional)
Is The City Mandated To
Provide This Service?
Can The Level Of Service Be
Changed?
1. Labour relations: negotiate and administer collective agreements, grievance and arbitration processes; prepare and negotiate employee contracts; conduct workplace investigations and mediations; administration of the job evaluation processes.
No Possibly, but not without
significant impact
Name The Activities Done To Provide This Service How Much Did We Do?
(optional)
Is The City Mandated To
Provide This Service?
Can The Level Of Service Be
Changed?
2. Occupational Health and Safety: development, analysis, and management of Corporate Health & Safety
Management System; administration of WSIB claims;
development and delivery of training programs; liaison for Ministry of Labour inspectors; conduct workplace audits and develop actions plans to achieve compliance; accident investigations; and administers Joint Health and Safety Committees; develop and implement Return To Work programs; administer Occupational Health Services.
No Possibly, but not without
significant impact
3. Corporate Learning and Development: identify learning and development requirements; source and recommend both internal and external training delivery options;
design, develop and facilitate custom training programs;
maintain employee training database; development, coordination and delivery of Corporate training programs such as Corporate Orientation, I Step Forward,
Management Foundations Program, vehicle and
equipment, software/technology; succession and career pathing consultation.
No Possibly, but not without
significant impact
4. Employee and Client Relations: lead recruitment and on- boarding of new employees; outreach initiatives (job fairs, schools, community agencies); work force planning (succession planning, position management, replacement planning); organizational design and restructuring;
performance management; employee relations and union liaison; develop and implement co-op placements, internships and mentorships in partnership with community organizations.
No Possibly, but not without
significant impact
5. Rewards and Recognition: negotiation, analysis,
management and administration of: Pension; employee retirements; employee health, dental, disability and life benefit programs; STD and LTD claims; employee sick leave programs; return to work programs; occupational health and wellness; attendance management; performance management; compensation; recognition programs;
employee suggestion program, employee assistance program; immunization program; and corporate employee events.
No Possibly, but not without
significant impact
6. Human Resources Information Systems: Responsible for leading and administering systems development and maintenance to ensure system setup complies with collective agreements, policies and legislation; business process improvements using automation, training on new functionality and processes, and developing standardized reports; processing and reporting of management compensation and confidential labour relations matters.
No Possibly, but not without
significant impact
7. Diversity and inclusion: Responsible for the development and implementation of initiatives which support the creation of a diverse workforce that is representative of our community and an inclusive organizational culture.
No Possibly, but not without
significant impact 8. Employee engagement: Lead process of conducting regular
employee engagement surveys, analysis of results and development and delivery of initiatives to improve engagement levels.
No Possibly, but not without
significant impact
Name The Activities Done To Provide This Service How Much Did We Do?
(optional)
Is The City Mandated To
Provide This Service?
Can The Level Of Service Be
Changed?
9. Internal communications: Develop and maintain infrastructure, protocols and initiatives for internal corporate communications (e.g. intranet, employee bulletin boards, newsletters); create proactive and responsive communications plans and tactics to support employee related initiatives; develop marketing materials which promote the Corporation as a prospective
employer.
No Possibly, but not without
significant impact
What is the current state of this service?
• Changes to legislation including AODA, WSIB
• Restructuring initiatives that provide for a centralized model for the delivery of corporate and shared services
• Contract negotiations
• Stabilization and resourcing issues with various elements of the Corporate technology infrastructure
• An aging workforce
• Multi-generational workforce
• Increased difficulty securing qualified candidates within a shrinking labour force
• Attracting and retaining high performing employees within the current economic climate
• Increased regulatory examination by various legislative sources
• Changing health and wellness needs of our employees
• An evolving labour relations landscape
• Deferred retirement decisions
Aside from its ongoing operational activities, major accomplishments of the Human Resources division thus far in 2013 include:
• Expansion of online recruitment technology for unionized groups
• Developed a paid internship program for persons with identified disabilities, new immigrants and recent graduates
• Delivered several activities as part of an expansion of the “Get Active-Stay Healthy” Program
• Developed a corporate succession planning program
• Produced the “At Your Service” employee video
• Completed health and safety risk assessments and resulting actions with all Service Areas
• Developed and implemented an Employee Update Event, which contributed to skills development and engagement for over 1000 employees
• Developed and implemented an employee suggestion program
• Enhanced the Driver’s Development Program
• Completed planning phase for HRIS road map
• Completion of foundational elements necessary for implementation of an HRIS
Initiatives from the Human Resources Strategy anticipated for implementation in 2013 include:
• Revise current exit interview process
• Research and development of policies/programs which promote community volunteering for employees
• Establish systems for communicating corporate information to/with employees
• Develop programs which help prepare employees for significant corporate change
• Expand and enhance the Health and Safety Management System to include all Service Areas
• Develop a new workplace diversity and inclusion plan
• Develop a corporate mentoring program
• Develop an employee career development program
• Develop an onboarding program which expands on the current corporate orientation
• Establish a corporate learning management system
• Support initiatives related to the Mayor’s Council to End Women’s Abuse
What is the future direction of this service?
Future objectives
• Increased automation and establishing employee self-service for information access What is driving this service?
• As outlined for current state Emerging issues and challenges
• As outlined for current state
What do you plan to do?
Initiatives from the Human Resources Strategy for implementation in 2014:
• Conduct a corporate wide employee engagement survey
• Develop policies, programs, standards and procedures to adhere to CSA Z1000 standard for Occupational Health and Safety
• Review alternatives to the current job evaluation process
• Develop programs that include all employees in the performance development process
• Redesign the corporate learning and development program
• Automate the employee master file to eliminate associated manual forms
• Automate the manual time sheet and request for time off processes
• Interface associated HR software
• Establish manager and employee self-serve access
• Redevelop and implement the current employee recognition program
• “It Starts With Me” training, featuring revised related to Workplace Harassment, Code of Conduct, Workplace Violence Prevention and AODA integrated standards
• Collective agreement bargaining for various employee groups
• Develop a strategy to support the changing health and wellness needs of our employees
• Conduct a four year review of the compensation and benefit program for management employee group
• Implementation of the revised Workplace Diversity and Inclusion Plan
• Develop a marketing strategy for promoting the City of London as an employer of choice
• Develop and deliver a training program to improve leaders’ skills with managing their workforce
• Develop and deliver recruitment training for leaders
• Develop and deliver customer service training
How Much?
1. Number of retirements 54 91 34 50 55 75 94
2. Number of WSIB incidents/claims 694 699 704 709 714 719 724
3. Number of short term/long term disability claims
open 158 160 162 164 166 168 170
4. Grievances referred to arbitration 78 40 30 30 30 30 30
How Well?
5. Participation in Corporate Training courses 4746 5300 5900 5900 5900 5900 5900
6. New hires/promotions/transfers 773 800 760 770 775 780 800
7. Grievances referred to Human Resources 92 85 85 85 80 80 80
8. Number of collective agreements
negotiated/arbitrated 1 1 1 3 1 1 3
9. Voluntary Turnover Rate 4.7% 7.0% 3.5% 4.7% 4.7% 6.0% 7.0%
Is Anyone Better Off?
10. Average annual paid sick hours per employee 59.1 60.0 61.0 62.0 63.0 64.0 65.0 11. Number of short term/long term disability claims
closed 104 106 108 110 112 114 116
12. Percentage of employees returning to work
following WSIB incident/claim 99% 99% 99% 99% 99% 99% 99%
13. Percentage of Occupational Health and Safety
Continuous Improvement Programs completed 95% 95% 95% 95% 95% 95% 95%
14. Average annual WSIB hours per employee 10.1 10.6 11.1 11.6 12.1 12.6 13.1 15. Average annual STD hours per employee 14.3 14.8 15.3 15.8 16.3 16.8 17.3 16. Average annual LTD hours per employee 41.4 41.9 42.4 42.9 43.4 43.9 44.4
