Integrated Human Resources and Business Planning Checklist
Five-step approach to determining and building for current and future needs
Determine your business goals
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A solid understanding of organizational priorities and the
business planning cycle is critical for effective alignment of human
resources (HR) and business goals. As you begin your integrated HR and
business planning, ask the following questions:
- What are the government's key priorities (e.g.Clerk's priorities,
Speech from the Throne)?
- What are your organization's ongoing HR and business priorities?
- Have you reviewed the call letter on the Report on Plans and
Priorities and the Departmental Performance Report?
- What emerging directions and changes will have an impact on HR issues?
- What legislative reforms relevant to your mandate need to be
considered (e.g. HR modernization)?
- Have all necessary strategic partnerships been established to
facilitate your integrated HR and business planning efforts (e.g.
corporate or program sector)?
- Are you developing your plan in consideration of accountability
requirements and HR supporting material (e.g. TBS Management
Accountability Framework, People Component of the Management Accountability
Framework, the Integrated HR and Business Planning Calendar)?
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Scan the environment
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Workforce Analysis
A key component of integrated planning is understanding
your workforce and planning for projected shortages and surpluses in
specific occupations and skills sets.
Has the following employment information been analyzed for
various occupational categories or functional communities?
- Demographics and employment characteristics (e.g. employment equity
(EE) designated groups, official languages (OL), age profile, average
age of retirement, and years of service, employment type, leave usage,
reasons for leaving, absenteeism, grievances, use of Employee
Assistance Program)
- Skills/competencies (e.g. training/learning data, performance
management data, language competencies)?
- Internal workforce trends (e.g. eligibility for retirement, vacancy
rates, turnover rates, internal staff mobility such as deployments,
promotions, secondments)
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Internal Scan
Identify factors internal to the organization that may
affect HR capacity to meet organizational goals.
Have you considered...?
- Changes in legislation, policy platform, program delivery
- Labour management relations
- Changes to collective agreements
- Employee engagement
- HR Initiatives (e.g. EE)
- Anticipated changes to funding levels
- Changes in leadership & priorities
- Organizational re-structuring
- Corporate culture change
- Client satisfaction
- Capacity and quality of information systems
- Health and Safety
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External Scan
Determine the most important environmental factors
expected to affect workforce capacity, given known operational and HR
priorities and emerging issues.
Have you considered...?
- Current workforce trends (e.g. retirement patterns, growing
occupations)
- Demand and supply of employees in growing occupations
- Current and projected economic conditions
- Technological advancements which may make certain occupational
positions obsolete or create new employment
- International policies that may affect your workforce capacity
- Immigration and/or regional migration patterns that may affect your
workforce capacity
- Sources of recruitment
- Federal, provincial, regional realities
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Examples of Considerations:
- Have you considered your contingent workforce in your workforce
analysis (e.g. casuals, students)?
- Have you consulted documents such as audit reports, employee survey
findings, HR annual reports (e.g. OL, EE, staffing), Departmental
Performance Report, Report on Plans and Priorities, etc?
- Have you checked with functional community secretariats for
information relevant to your department/agency?
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Conduct a gap analysis
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Based on an analysis of the environmental scan and business goals, what are the organization's current and future HR needs?
Examples of Considerations:
- Based on projections, do you foresee a skills shortage in specific
occupational groups?
- Will changes in program delivery require the acquisition of new
skills?
- Do you have enough qualified middle managers to feed into the EX
group?
- Have OL and EE obligations been met?
- Have you conducted a risk assessment on elements of the scan
critical to your organization's success (i.e. probability of
occurrence and their projected impact)?
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Set HR priorities to help achieve business goals
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Based on the organization's goals, environmental scan and
gap analysis: 1) What are the major HR priorities; and 2) What strategies
will achieve the desired outcomes? Work plans may include strategies on:
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- Recruitment/Staffing
- Retention
- Mobility/Redeployment
- EE
- OL
- Classification/Organizational Design
- Change Management
- Systems Capacity
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- Leadership Development
- Learning, Training and Development
- Performance Management
- Competency/Skills Development
- Succession and Contingency Planning
- Corporate Knowledge Retention
- Health and Safety
- HR Planning
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- Employee Engagement
- Reward and Recognition
- Workplace Well-being
- Workplace Accommodation
- Labour Management Relations
- Values and Ethics
- Organizational Development
- Disability Management
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Examples of Considerations:
- Are the HR priorities and key planning issues included as part
of the Report on Plans & Priorities?
- Are budgetary considerations factored into the work
plan/strategy?
- Is it possible to leverage expertise through partnerships with
other organizations (e.g. Federal Regional Councils, Functional
Community Secretariats)?
- Are you incorporating the research from "promising
practices" into your work plan/strategy?
- Are you taking advantage of your departmental/agency staffing
program and tools?
- Is the work plan/strategy being cascaded to organizational
units?
- Are strategies effective and efficient in achieving
objectives?
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Measure, monitor and report on progress
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Measuring, monitoring and reporting HR performance
outcomes is key to assessing progress in target areas, organizational
learning and improvement and determining future priorities.
- Does the organization have clear and measurable HR-related goals?
- Are the HR performance measures aligned with indicators in the TBS
Management Accountability Framework and the People Component of the
Management Accountability Framework?
- Are systems in place to track performance indicators and analyze
cost benefit?
- Do results from your performance indicators inform your priority
setting for the next fiscal year?
- Does your Departmental Performance Report include a section on the
degree of success of your integrated planning and management-related
efforts?
- Have you analyzed data elements that are included under formal
reporting requirements (e.g. EE, OL)?
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A more comprehensive description of each component of the
checklist is further described in your kit.
See also the Integrated HR and Business Planning Calendar for
approximate timelines.
For additional information, contact your departmental/agency HR advisor or
the HR Planning Team, PSHRMAC at (613) 957-2300.
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