The Human Resources Management Framework was first introduced in
February 1998 as a reference tool for managers to help them improve human
resources management in their organizations.
The Framework is a compilation of human resources management practices
that research has demonstrated have a positive impact on business performance
generally, as well as those practices that are unique to the public service
environment.
The Framework can be used as a basis for assessing departmental human
resources management regimes and as a basis for well-informed strategic decision
making.
This edition of the Human Resources Management Framework is closely
linked to Results for Canadians: A Management Framework for the Government of
Canada. It is also closely linked to the initiative to modernize
human resources management in the Public Service. This initiative is intended to
ensure that the Public Service of Canada is able to continue to serve Canadians
and face the challenges of the twenty-first century with a diverse and talented
Public Service.
![Framework for Good Human Resources Management in the Public Service](/web/20060223054318im_/http://publiservice.hrma-agrh.gc.ca/hr-rh/hrtr-or/hr_references/Framework/images/hrmfrtm-cgrhorg01_e.gif)
Since we released our last edition in June 1999, a number of other
initiatives were launched, including the Public Service Employee Survey 1999,
the ongoing modernization of comptrollership and three reports from
sub-committees of the Committee of Senior Officials. Changes to the Framework
keep it a results-oriented tool that gives departments the flexibility they need
for effective human resources management as they pursue their business
objectives.
How is the 2001 edition of the Framework different?
The previous section on Success Criteria is renamed Desired Outcomes. The
descriptions of the values in the former section, A Workforce Built on Values,
have been incorporated in the four key results areas, namely, Leadership,
A Productive Workforce, An Enabling Work Environment and
A Sustainable Workforce.
Human resources programs and services must continue to meet the needs of the
organizations they serve, both by advising managers in their application of
human resources practices and policies, and by providing strategic advice to
management. To this end, we have added a new section on Human
Resources Management Capacity in this edition of the Framework. We
have included performance indicators in this new section to help you measure and
improve human resources management performance in the aforementioned four
key results areas.
Another new feature in this year's edition is a one-page summary of Eight
General Indicators for a Good Performance Measurement System, intended to help
departments develop a system with which to measure performance.
Lastly, we have replaced the previous edition's section on Possible Sources
of Information with a list of Measurement Tools and Sources of Information
for Human Resources Management.
A copy of the 2001 edition of the Framework is also available on the
World Wide Web at www.tbs-sct.gc.ca/organisation/hr-rh_e.asp and on Publiservice, the
intranet for the federal Public Service, at http://publiservice.tbs-sct.gc.ca/organisation/hr-rh_e.asp.
Good human resources management is about managing people well to achieve
organizational goals. We see over time that there are certain practices in human
resources management that contribute to high performance in organizations. This
is as true for the Public Service as it is elsewhere.
The Human Resources Management Framework draws the attention of
managers to four key results areas. It reflects the legislative, financial
and operational realities of the Public Service. Using desired outcomes and
performance indicators given here, as well as a variety of measurement
tools and sources of information, managers can identify, assess and measure
progress in the human resources practices that are specific to their
organizations. While doing so, they will also be working towards the realization
of a vision of human resources management that is shared across the Public
Service.
Canadians are well-served by a Public Service that is results-driven,
values-based, representative, learning and among the best in the world.
Results for Canadians: A Management Framework for the Government of Canada
presents four sets of basic values as a guide for the management of federal
departments and agencies: respect for democracy; professional values; ethical
values and people values. Together, we who serve Canadians want to develop an
exemplary workplace, one that is characterized by support for the employee,
trust, openness, communication, respect for diversity and the encouragement of
initiative. The Human Resources Management Framework is a guide for
realizing these values.
Good human resources management begins
by asking the following questions which correspond
to four key results areas.
|
|
Are people well led? |
- Leadership |
Is the organization becoming more productive? |
- A Productive Workforce |
Does the work environment bring out
the best in people? |
- An Enabling Work Environment |
Do peoples' competencies match
the anticipated needs of the organization? |
- A Sustainable Workforce |
|
|
Leadership
- Mission and Vision
- Managing for Results
- Values and Ethics
- Effective Relationships
|
A Productive Workforce
- Service Delivery
- Clarity of Responsibilities
- Organization of Work
- Employment Strategies
|
An Enabling Work Environment
- Supportive Culture
- Respect for the Individual
- Communication
- Well-being and Safety
|
A Sustainable Workforce
- Human Resources Planning and Analysis
- Learning and Development
- Workload Management
- Compensation
|
Leadership is the ability to establish necessary relationships, mobilize the
energies and talents of staff, and manage for results, while respecting public
service values and ethics.
|
Desired Outcomes
|
Performance Indicators
|
|
The energies and talents of staff are mobilized to realize the vision
and accomplish the mission.
|
- Everyone understands the mission and vision statements and makes
them his or her own.
- Employees know where the organization is heading over the next few
years; they understand its purpose, how they and their work fit in,
and what is expected of them.
- The mission and vision statements are used as a compass for decision
making.
- Mission and vision statements are used to guide behaviour and
performance.
|
|
Human resources are in position to achieve operational
objectives.
|
- The organization aligns its resources to meet business objectives.
- Proper decision-making authorities are established.
- There are clear lines of accountability and no overlap of mandates.
- Those involved at every level understand who is accountable and for
what.
- Targets are established for quality and productivity.
- Appropriate tracking, reporting and measurement systems are in
place.
- The organization contributes to the achievement of the government's
overall human resources management objectives and learns from the best
practices of others while sharing its own.
|
|
Decisions and actions reflect respect for democracy, as well as
professional, ethical and people values.
|
- The executive team personifies public service values and has
integrated them into its management practices and those decisions that
affect people.
- The organization is inclusive and values diversity.
- The organization is free from political and bureaucratic patronage.
- Values are inherent in the human resources management systems and
processes.
|
|
Management works collaboratively with staff, employee representatives
and other stakeholders to ensure that the organization delivers
appropriate services to the Canadian public.
|
- Consultation and communication mechanisms are in place.
- Management takes a co-operative approach to resolving union and/or
employee concerns and issues.
- Management works alongside union representatives to address future
human resources management planning and staffing issues.
- Stakeholders and members of the management team trust one another.
- The organization consults and co-operates with other departments and
agencies and there are joint projects aimed at increasing productivity
and improving services.
- Teams make use of people with diverse experience and knowledge.
- Measures are taken to foster teamwork and co-operation.
|
|
A productive workforce is one that delivers goods and services in an
efficient manner and continuously strives to improve.
|
Desired Outcomes
|
Performance Indicators
|
|
Programs are designed and delivered to meet the needs of citizens.
|
- Employees participate in the development of service standards.
- Targets for service and productivity are set and performance is
measured against these targets.
- Initiatives are undertaken to improve the quality of service to
clients and productivity.
- Employees provide creative solutions to problems and innovative
approaches to client service.
- Employees receive ongoing feedback on their performance and use it
to improve their productivity.
- Full, quality services are provided in a timely manner and in both
official languages.
|
|
Roles, responsibilities and performance expectations are clearly
defined, understood and accepted.
|
- Work is evaluated on the basis of accurate job descriptions.
- Levels of service and standards of productivity are known and
accepted.
- Goals and objectives are met.
- Staff performance is recognized and rewarded.
|
|
Work is organized and assigned to facilitate timely decision making
and improvements in productivity.
|
- The organization has no duplication of services or conflict between
the types of services provided throughout the organization.
- Teams increase efficiency and effectiveness.
- Individuals or working groups in different parts of the organization
co-operate to facilitate the progress of projects.
- Procedures are applied flexibly to meet objectives in the best ways.
|
|
Strategies to attract skilled persons ensure good value for the
money and are simple, timely and efficient.
|
- Employees have the competencies to meet the needs of the
organization.
- Managers are supported in meeting and responding to their human
resources needs.
- Staffing practices conform to the requirements of the Staffing
Delegation and Accountability Agreement signed by the department and
the Public Service Commission.
- The organization's approach to employing and retaining people and
its human resources management processes are fair, equitable and
transparent.
- Fairness: Decisions are made objectively, free from political or
bureaucratic patronage; practices reflect the just treatment of
employees and applicants.
- Equity: There is equal access to employment opportunities; staffing
practices are barrier-free and inclusive.
- Transparency: There is open communication with employees and
applicants about human resources management practices and
decisions.
|
|
An enabling work environment provides the necessary support, tools, systems
and equipment to enable employees to provide client-focused delivery while
reaching their full potential.
|
Desired Outcomes
|
Performance Indicators
|
|
The organization enables employees to attain their full potential and
encourages a balance between work and personal life
|
- Employees have opportunities to practice intelligent risk-taking and
exercise initiative.
- Employees make use of a range of policies, programs and benefits to
balance work and personal responsibilities.
- Employees participate in the decision making that influences the
quality of their work life.
|
|
Individual rights are respected and the diverse nature of the
workforce acknowledged.
|
- Human resources management practices promote fair, equitable and
impartial treatment of employees.
- Employees in regions designated as bilingual for the purpose of
language of work can use their preferred official language in carrying
out their work activities.
- Redress mechanisms are available to employees and are used in
accordance with policy.
- The behaviour of managers and employees reflects sensitivity to
diversity and inclusiveness in the workplace.
- Managers ensure appropriate accommodation of persons with
disabilities.
- The organization has developed and implemented strategies to address
the under-representation of groups designated pursuant to the
Employment Equity Act.
- Managers address conflicts quickly and the workplace is free from
harassment and discrimination.
|
|
Information is obtained and disseminated so that everyone understands
organizational goals, priorities and activities, and the sharing of
ideas is encouraged.
|
- Employees understand what is expected of them and of their work
teams.
- Ideas flow freely, horizontally and vertically, within the
organization.
|
|
The work environment is safe and healthy.
|
- Physical work conditions (e.g., lighting, air temperature, space and
equipment) are conducive to productivity and employees' well-being.
- There are policies and programs in place to promote both good
physical and mental health as well as safety in the workplace.
- Employees make use of return-to-work programs.
|
|
A sustainable workforce is one in which the energies, skills and knowledge of
people are managed wisely, and plans are in place to provide for the
organization's viability.
|
Desired Outcomes
|
Performance Indicators
|
|
The organization's human resources needs are a key consideration in
strategic and operational planning.
|
- Competencies required for high performance are identified.
- Appropriate recruitment and retention strategies are linked to
business requirements and based on proper demographic analysis.
|
|
Managers and employees have the competencies to keep the organization
viable.
|
- Opportunities for learning and development, as well as for other
employment or advancement, are provided to employees.
- Training in regions designated as bilingual for the purpose of
language of work is available in the official language of the employee's
choice.
- Executives and managers are continually learning to improve their
management skills.
- Management development programs are available and accessible (e.g.,
the Management Trainee Program, the Career Assignment Program, and the
Accelerated Executive Development Program).
- Managers and employees possess key generic skills that can be used
across the organization now and
in the future.
- The organization has mechanisms to
- train staff to meet identified needs;
- ensure that learning is linked to organizational needs or
operational results;
- recognize initiatives and innovation resulting from learning; and
- support career development.
|
|
Resources are sufficient to achieve the expected results.
|
- Requirements, workload and scheduling are realistic and take into
consideration the capacity of people.
- Organizations have processes in place to establish priorities,
assess new workload demands against existing priorities and reallocate
resources if necessary.
- Individuals and teams set priorities to manage workload.
- Sound risk-management practices are applied.
|
|
The organization has a well-developed and properly administered
compensation package.
|
- Employees understand the compensation and benefits available to
them.
- Performance pay is administered rigorously to support productivity.
- The service standards for compensation and benefits administration
are met.
|
|
Managers have access to the tools, advice and support provided to them by
their human resources professionals and use them in the management of their
human resources.
|
Desired Outcomes
|
Performance Indicators
|
|
Human resources expertise is available to managers.
|
- Human resources professionals understand the strategic business
goals and objectives of the organization and direct their human
resources advice and strategies towards those goals.
- Human resources professionals know the external environment and can
give advice on benchmarking and best practices for the
organization.
|
|
Internal practices meet the organization's needs.
|
- Benchmarking and information on best practices are used to develop
and adapt programs.
- Policies and practices enable managers to address different needs.
- Human resources professionals set internal priorities based on the
needs of the organization.
- Quality improvement techniques are applied to human resources
processes.
|
|
Appropriate human resources tools and techniques are used by managers
and staff.
|
- Human resources information management systems provide managers with
pertinent data in a timely fashion.
- Materials and advice can be easily obtained on human
resources-related programs.
- Managers are educated in the use of human resources management
systems and their various tools, policies and techniques.
- Managers inform employees on the use of human resources information
management systems.
|
|
Organizations need to implement an information regime that measures,
evaluates and reports on key areas of their programs and performance; holds
managers accountable for achieving results; ensures unbiased analysis and shows
both good and bad performance.
Performance measurement is a way to assess progress towards predetermined
goals, and produces information on the efficiency with which resources are
transformed into goods and services (outputs); the quality of those outputs and
outcomes; and the effectiveness of government operations in terms of their
specific contributions to program objectives.
Leading organizations, whether public or private, use performance measurement
to gain insight into the effectiveness and efficiency of their programs,
processes and people, and to make judgements about them. These organizations
decide on what indicators they will use to measure their progress towards
strategic goals and objectives, they gather and analyse performance data, and
then they use these data to improve their organizations, successfully
translating strategy into action.
Here are eight general indicators of a good performance measurement system.
Framework: The performance measurement system has a sound conceptual
framework.
Leadership: Leadership plays a critical role in designing and deploying
the system.
Communication: Internal and external communications are effective.
Accountability: Accountability for results is clearly assigned and well
understood.
Provision of Intelligence: Performance measurement systems provide
intelligence for decision-makers, not just compilations of data.
Performance Agreements: Compensation, recognition and rewards are linked
with performance management.
Learning System: The performance management system helps the organization
identify what works and what does not.
Sharing Results: Results and reports on progress toward program
commitments are openly shared.
These indicators should help leaders and managers identify and apply the
performance measurement practices that are the best for their spheres of
responsibility. The Human Resources Management Framework can serve as the
conceptual framework for departments establishing a solid human resources
performance measurement system.
Reports, Audits, Surveys and Data Collections
- on the use of the official languages
- on employment equity
- on program evaluation
- on expenditure analysis
- on overtime
- on the use of management development programs
- on training
- on departmental health and safety
- workplace inspection reports, hazardous occurrence investigation reports
- departmental reports on plans and priorities
- A Strong Foundation: Report of the Task Force on Public Service Values and
Ethics, by John Tait
- audits by the Office of the Auditor General or internal audits
- surveys (of clients, employees, managers)
- self-identification data
- number of complaints to the Office of the Commissioner of Official Languages
- number of classification/staff relations grievances
Data from Information Systems
- on the frequency and severity of work-related illnesses or injuries; from
reports of leave; on costing, and from case and claims management
- from human resources information management systems (e.g., demographic data,
turnover rate)
- from the Grievance Tracking Systems
- from the Position Classification Information System
Interviews
- with departmental occupational safety and health professionals, joint safety
and health committees, and people responsible for return-to-work policies
- with key players (e.g. Treasury Board of Canada Secretariat, Office of the
Auditor General, other government departments, unions, other organizations,
specific communities)
- with employees when they leave (exit interviews)
- with focus groups
Reviews, Studies and Other Information
- reviews of upheld appeals and founded investigations
- reviews of environmental scanning reports; complaints to the Public Service
Commission or departments; complaints to parliamentarians or by them; public
allegations
- reviews of health and safety
- reviews of numbers and types of client complaints
- reviews of departmental staffing practices
- reviews of the state of union and management consultation
- attestation statements by deputy ministers
- attrition studies
- consultations with employee representatives
- departmental organization charts
- findings of departmental studies of demographics, compared to relevant
labour market availability
- reports from the Employment Equity Positive Measures Program
- first-aid treatment registry
- increases in the percentage of injuries or of ill employees who have
returned to work
- minutes of consultative committees
- number of senior managers that meet the second language requirements of
their positions
- performance evaluations
- level of participation in public service-wide initiatives
- upward feedback
- information from the Employment Equity Career Development Office
|