Interim Progress Review of
Industry Canada's People Management Plan
April 1999

Executive Summary

In April 1997, IC responded to the government-wide La Relève program by developing the People Management Plan (PMP), a departmental plan of action designed to create a vibrant and flexible institution capable of meeting the needs of the future. In January 1998, the Audit and Evaluation Branch developed an Evaluation Framework for the PMP. The recommended approach for the evaluation of the PMP was to conduct an interim assessment focused on the current status of initiatives followed by a full evaluation of issues related to relevance, objectives achievement and results expectations at the end of the three-year plan.

In December 1998, a project was initiated to:

1. review the current status of the original 75 PMP initiatives based on information provided by key contacts across the Department;



2. review actions taken by the sectors in response to the Employer of Choice survey and other ongoing human resource activities; and



3. identify any barriers or challenges to the successful implementation of the PMP.

This Interim Progress Review report reflects the current status of the PMP as reported by departmental representatives during the period December 1998 and February 1999.

Summary of Findings:

1. Interim Progress of PMP Initiatives

The 75 initiatives identified in the Annex C of the PMP are categorized according to the Plan's four objectives: renewal and revitalization; retention; representation; and recruitment. In the Fall of 1998, the PMC approved a further 14 projects, as well as funding to support corporate training. Of the 14 new projects, some are extensions of original PMP initiatives (e.g., Men and Women Working in Partnership, University Recruitment and Development Program Review, Upward Feedback). The report identifies areas where progress appears to be on track, areas where delays have been experienced, initiatives which are no longer being pursued, initiatives which could be amalgamated, and initiatives which are government-wide as opposed to being IC specific.

The following chart highlights progress according to the PMP's objectives. (Note that not all 75 initiatives appear in this summary chart. Similar initiatives are grouped together under headings such as competency profiles, rewards and recognition, etc.).

2. Factors which Facilitate Progress and Potential Barriers

An analysis of the feedback received through the interview process indicates a variety of factors which might facilitate progress (e.g., observable senior level commitment, employee involvement, establishment of time-lines and key milestone targets) as well as potential barriers (e.g., adequate time for training and participation on committees, limited number of career opportunities that can be created, delays due to work on Universal Classification System) to the successful implementation of the PMP.

3. Use of IC Employer of Choice Survey Results

IC's Employer of Choice Employee Survey was administered in December 1997. While the use of the survey results has varied across the Department, the findings were generally perceived as being useful in identifying important human resource issues and providing the impetus for specific actions being taken at the sector level. The survey results also establish a baseline against which future progress can be measured.

4. Noteworthy Management Practices at the Sector Level

The report documents a number of noteworthy management practices currently being implemented within the sectors (e.g., Measurement Canada's establishment of a human resources strategy with identifiable success criteria and performance indicators, the identification of "management champions" to support PMP initiatives within the Competition Bureau and the Industry Sector, and the utilization of formalized structures for ensuring employee participation and involvement in SITT, CRC, Industry Sector and the Operations Sector).

Conclusions

As stated in the PMP Evaluation Framework, "the success of the PMP and its credibility will depend largely on the ability of IC managers to demonstrate commitment and provide the required capacity and resources to implement identified initiatives."

As the implementation of the PMP continues it will be critical to:

• maintain a strategic focus for the PMP by ensuring the continued relevance of PMP initiatives in terms of the Department's strategic objectives and operational requirements;



• clearly define the roles and responsibilities of the PMC and determine the appropriate level of secretariat support required;



• ensure coordination of efforts and lessons learned through appropriate performance measurement and reporting mechanisms; and



• continually update and refresh the Plan as the Department evolves over the coming years.

Management Action Taken

To address the management of the People Management Plan, the department:

• created a full-time, three-person Secretariat that coordinates efforts, monitors progress and ensures reporting on PMP projects



• improved coordination between departmental and sector-level initiatives



• established a structured process for the consideration of proposals, including performance measurement criteria



• clarified the role of the committee responsible for overseeing the Plan.

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Date Modified: 2006-02-06 Important Notices