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Allowing staff to upload qualifications. Reporting on qualifications. Self-managed student visas. Maximum hours per week is used to warn managers on the roster and during shift. This is used mostly to monitor maximum visa working hours. Prohibit roster publishing will prevent a shift being published if an employee does not hold the relevant qualification.
Automatically add staff with this qualifications to teams that require it makes an employee holding this qualification a member of any team that has this qualification as required. Employees are always notified of impending and expired qualifications, but you can select which roles you wish to be notified.
Expired qualifications will always flag on the dashboard and on the staff list. An alert will be sent through your mobile app if staff are at risk of exceeded the maximum hours work. This will happen on each staff clock out, if their past clocked hours plus their future rostered hours are more than the maximum hours you will receive an alert.
When an employee clocks out Tanda takes all timesheet hours in the past, then adds them to all rostered hours in the future.
If this adds up to more than the maximum hours for that qualification, the manager will receive a push notification. You can also customise the receiver of the alerts. Receiving this notification will be through the mobile app so make sure you have our Tanda Mobile app installed. You can allow staff to update qualifications once it has already been assigned to them. We could not identify formalized guidance for PBIs to manage their high potential employees in a consistent fashion that maximizes benefits for NRC.
Groups across NRC are in the process of defining and cataloguing their current competencies and capabilities. Synergies exist, through centrally supported planning and resourcing, for an NRC wide catalog to benefit NRC as a whole, to maximize the value of its matrix structure, and facilitate increased cross-portfolio interaction.
Information is generally available to support decision-making. Opportunities exist to increase reporting accessibility and utility to better align with NRC's HR management principle of sub-delegating authority where possible and appropriate.
As a separate employer within the Government of Canada, accountability for all personnel management related matters, including determining employment terms and conditions rest with the President of NRC. The President may delegate these authorities to personnel managers within NRC. PBIs are responsible for actual implementation of HR planning programs providing opportunities to implement unique workforce and succession practices that address local needs but may not demonstrate complete alignment with NRC-wide initiatives.
A corporate resource fulfills ad-hoc and specialized HR reporting requests. HR teams are assigned to PBIs while HRB centrally manages programs such as hiring and recruitment, learning and development, and performance management. Plans are in place to refine reporting capabilities and make them available to management.
In the interim, comptrollers and HRGs meet regularly to reconcile staffing plans with salary forecasts to support management oversight.
The NRC Human Resources HR Manual outlines the roles and responsibilities associated with human resource planning and management and its contribution to high productivity and employee satisfaction. The HR Manual is organized to delegate people management authorities to the lowest levels possible recognizing the importance of direct engagement by supervisors with employees to maximize productivity and support proactive workforce management.
The HR Manual delegation of authority instrument defines the roles and responsibilities of NRC personnel managers, serving as the core document from which managers derive their talent management related authorities. A specific component of the delegation instrument is devoted to HR planning related authorities. Delegated workforce planning related authorities include performance agreement i.
Commitments to Excellence reviews, approvals and performance result ratings; visiting worker related approvals; workforce adjustment decisions; official languages hiring considerations and training; job accommodation related approvals; and approvals for training, incentives, and awards.
We identified additional materials that define and delineate workforce planning related roles and responsibilities in the form of job descriptions, planning templates, and guidance on management in NRC's matrix model.
We found a defined planning framework to align planning activities across programs, portfolios, divisions. Planning and Reporting Services PRS provides a common set of program and portfolio planning templates. These templates involve resource definitions including workforce plans, gap analyses, hiring plans, and related talent management plans to operationalize PBI and NRC strategies.
Our review of FY operational plans and their HR components identified inconsistent application of HR guidelines with unique PBI approaches to defining workforce needs. The operational plans examined generally quantified workforce needs supported by qualitative factors. However, we identified only two of six divisions had divisional workforce plans. HR related performance metrics were found to be reflective of local management objectives and generally aligned with corporate performance targets.
Our review of strategic and operational plans identified limited planning considerations for NRC HR policy dictated requirements with respect to official languages, employment equity, and multi-culturalism to support a diverse and representative workforce. We noted that HRB has developed a workforce toolkit that provides structure to enable consistent and organized workforce planning activities that addresses policy requirements.
We noted that the current corporate performance measurement framework encourages PBIs to prioritize activities to generate revenue, contain costs, and maximize recoverable time. Near-term oriented objectives reduce management incentive to devote resources to identifying next generation program ideas, future competency needs, and addressing competency gaps thereby increasing the risk of workforce obsolescence.
While PBIs use common planning templates, we identified variations in workforce planning approaches reflective of differing PBI management processes. A sample of program business cases, business plans, implementation plans, and progress reports, identified unique approaches to defining and quantifying workforce assumptions.
For example, we identified programs incorporating succession planning considerations and workforce gap analyses even though portfolios are tasked with managing resource availability. While attrition is difficult to forecast, better integration of HR information, PBI planning, and supervisory activities facilitates improved forecasting of workforce changes.
For example, we noted that one PBI had developed succession plans at the operating team level by using HRB provided demographical data to focus supervisor-employee conversations. Consistently quantifying an estimated level of attrition, either through employer driven approaches such as workforce adjustments, terminations, and program and project closures, or through employee driven separation facilitates an NRC understanding of potential resource gaps.
Providing guidelines or estimates to PBIs also supports alignment of planning approaches and enables PBIs to build upon with their own assumptions and internal insight.
We noted varying degrees to which PBIs have defined competency proficiency with some using three level scales and others only listing competencies. We also noted that the workforce planning toolkit does not require proficiency ratings to identify developmental needs, nor does it require PBIs to assess the availability of a competency.
NRC's workforce planning toolkit does provide a framework for integrated and aligned talent management by cataloguing existing competencies and identifying gaps, defining staffing needs, and documenting training needs. We did not identify environmental scanning activities to assess general workforce supply and provide macro-level insight into Canadian and global HR trends.
While individual PBIs have in-depth knowledge of labour supply within their respective industrial sectors, HRB's scanning activities primarily incorporate internal workforce factors.
We noted through interviews that an assessment of labour supply could increase HRB responsiveness to PBI HR needs such as increased engagement with academic institutions, new or modified training programs, and better guidance to PBIs with respect to organizational design and decisions to hire, train-up, or contract out. For example, a downturn in one industrial sector represents opportunities to attract top expertise to the organization.
Alternatively, the absence of desired expertise could warrant a campus outreach initiative to influence learning program offerings. We noted various approaches to managing cross-portfolio resource sharing challenges. In one instance, a PBI defined an approach to prioritize resource support to specific programs hosted and other PBI programs based on strategic alignment to better map development and hiring needs.
Effectively sharing expertise and skills across NRC is a vital practice but increases the risk of siloes across PBIs that reduce the effectiveness of NRC's matrix organization.
Program outlooks spanning short to medium terms three to five years and unique PBI-level approaches to developing new programs increase barriers to cross-portfolio pollination and collaboration. Employer branding was noted as a significant PBI concern to effectively source top talent. Opportunities exist for NRC to build stronger relationships with higher learning institutions and increase awareness of NRC's research activities and expertise such as having NRC researchers collaborate on the creation of or delivering free- or open-ware learning courses.
This aligns with case study best practices of industry-academia relationships that developed from minor relationships into strategic collaborations and facilitated a pipeline of talent and research ideas. NRC has undertaken various corporate initiatives to help shape NRC's investment strategy in emerging technologies, influence future program development, and support cross-pollination and awareness of existing program activities. Our review of FY strategic and operational plans identified efforts across portfolios to define program ideation processes that will help shape skill and competency needs and workforce gap analyses.
We noted Executive-supported and resourced program ideation processes, such as NRC's Game Changing Technologies GCT Initiative, to support the identification of future workforce competency, knowledge, and skills requirements. Launched in FY, the GCT Initiative identified new opportunities and program ideas, indirectly supporting workforce planning to secure NRC's relevance in Canada's innovation landscape.
A variety of factors, including corporate and PBI level performance measures encouraging revenue generation, cost constraint, and achievement of recoverable time targets, do not support an environment conducive to idea exploration when benefits are to be realized in the medium to long-term.
Knowledge and Information Technology Services KITS provides research and development environmental scanning services enabling PBIs to access timely and relevant industry information in support of program planning and resource definition. We also identified industry specific dashboards providing users with analyses of industry global and national trends, economic indicators, aggregate employment figures, top companies and competitors, and other factors that could influence talent related program assumptions and planning.
As of November , nine of 18 dashboards had been updated from the previous year. NRC has staff that provide insight at the global level on the nature and pace of change affecting NRC's priority areas. They also offer technology sector assessments to understand the direction of technology development, key players, and impacts to existing markets that could help inform competency gap analyses.
We noted reliance by PBIs on their assigned Business Management Support BMS teams and frontline research staff for business environment insight to inform strategic, operational, and talent management related planning. In general, we noted informal practices in place to develop insight into environmental operating factors.
These included staff engagement of industry players and collaborators at conferences; training events and related forums; stakeholder consultations; acquisition of industry research; external positions such as adjunct professorships or participation on industry related boards; and, researcher professional networks.
Our review of strategic and operational plans identified consideration for various alternative forms of workforce management to address current and future needs and both anticipated and unanticipated changes in workload.
Our sample of PBIs noted the following workforce management alternatives:. In one example, we noted organizational design changes to outsource specific functions to allow staff to be refocused to research and technical activities. HRB has a variety of programs that enable alternative workforce management strategies. As codified in the HR Manual, provisions and guidelines exist for term and short-term staffing; exchanges, secondments, and assignments with Other Government Departments OGD and industry; campus recruitment and recruiting post-secondary and post-graduate talent; and sourcing foreign workers.
We reviewed the terms of reference for various governance bodies noting that mandates and scopes were clear and complementary in providing direction and oversight of human resource management related activities aligned with NRC's Strategy. Alignment is also advanced through formally approved and documented guidance such as in the form of the President's Mandate Letter and annual NRC wide operating plans.
Governance bodies demonstrated agility and responsiveness to identified needs and gaps in direction. For example:. Division Heads are responsible for the management and stewardship of HR resources aligned with NRC's overall strategic direction. NRC General Managers and Directors General are responsible for the management and stewardship of their staff including the identification and definition of talent needs, review of employee performance, succession planning, identification of high performance individuals, and other HR matters in accordance with established NRC HR policies.
We identified a variety of corporate and PBI level reporting activities used to inform and support governance body decision-making and to enable alignment of talent management activities including:. The CRP includes senior executive commitments to address risks, serving as an anchor point in their performance reviews and supports prioritization in decision-making. The sourcing and management of technical and business expertise was identified as a corporate risk while talent management is referenced in two other corporate risks.
As part of risk management action plans, NRC committed to updated staffing related performance measures and developing an NRC wide workforce plan by FY The governance model must balance centralization and local management to effectively leverage the depth and breadth of NRC's research and technical expertise. For example, diverse PBI approaches and practices address local management needs but preclude streamlined information consolidation and complicate efforts to manage resources cross-functionally.
Clearly defining the lead authority for workforce planning and accountability for HR information standards is a precursor to effective workforce planning. The toolkit provides the structure necessary to develop an NRC wide workforce plan.
The toolkit includes a non-mandatory section to document, at a high level, key research and or technical competencies to address current and future business requirements. PBIs are required to define the positions that are vital to the functioning of NRC, and critical roles or individuals with key knowledge, contacts, and or history that make them vital to NRC success.
Our review of operational plans noted numerous portfolios undertaking competency inventorying exercises with the common purpose of addressing current program needs and preparing for future program requirements. The majority of scoped-in PBIs had a competency inventory identifying the key skills, knowledge, and to a limited degree, capabilities captured in spreadsheet software. Only two of five scoped-in PBIs had defined competency gaps and or future competencies necessary to meet strategic objectives.
We identified various approaches to align competencies with business needs by articulating capabilities or service offerings based on competency sets and teams.
While unique approaches to competency management reflect local needs, it further complicates efforts to develop an NRC wide workforce plan and introduces barriers to cross-portfolio collaboration expected of a matrix organization. We noted that NRC lacks a common taxonomy to classify and manage competencies due to varying business unit practices.
The lack of a common definition of competency, or framework from which to identify, manage, and develop competencies, precludes an NRC wide approach to managing talent risk and complicates efforts to leverage existing NRC expertise in a cross-functional manner.
We also observed differences across PBIs in their assessment of competency proficiency, which is important to establish a baseline for comparison and managing performance expectations. We identified numerous instances of PBIs leveraging different tools to catalogue and map existing competencies and skills including spreadsheet software and proprietary databases.
In one example, one PBI had implemented a system to capture researcher information by research areas, equipment use, professional relationships, and academic qualifications among others. The system included the capability to illustrate cross-disciplinary relationships.
Diverse, independent, efforts across NRC to classify and catalogue competencies and develop systems to track and manage them on an ongoing basis introduce barriers to resource sharing and collaboration. A centrally supported effort would represent better use of limited resources.
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