City of Guelph HR Annual Report April 7, 2011 1 Background • Annual Report to Council since 2008 – Accomplishments – Workforce Demographics – HR Indicators – To inform decision-making re: City wide HR priorities, programs and services – Focus attention re: efficiency/effectiveness 2 What • HR Efficiency indicators include: – HR Staff to City Wide Full Time equivalents – Cost of HR per All City Employees – Management/Non-Management Ratio – Grievance Rate, Lost time Incident Rate – Modified Work Accommodation Rate – Salary Expense – Health Benefit per Eligible Employee 3 So What • Data Comparison to: – HRBN – Conference Board of Canada – Statistics Canada – Local Labour Market Information 4 Now What • HR Report recommendations aligned to: – City’s Strategic Plan • Organizational Excellence in planning, management, human resources and people practices – recognized as a top employer in the community – Guelph People Practices Strategy • Well Workplace, Leadership, Learning, Business and Service Excellence 5 Council Reporting • HR Dashboard • HR Balanced Scorecard • Full Report as Appendix 6 DRAFT Human Resources Balanced Scorecard 2010 Cost Control Value Creation In support of… The Strategic Plan Employee Development Service to Internal Customers Efficiencies & Performance Budgets & Financial Planning Objective Initiative Provide excellence in human resources and people practices; to be a top employer in the community. People Practices Strategy (PPS) Invest in the development of every Employee and align career development practices with corporate objectives. Provide HR programs and services that are aligned with the Corporate Values and the Strategic Plan. Measure Target % of Items Complete 75% completion rate of 100% of the projects scheduled for 2010 Voluntary Turnover (VT) Reduce by X % Core Learning Curriculum Training Cost per FTE Utilize X% of budgeted funds for employee development Leverage Existing Internal Talent (From PPS) % of Positions filled Internally X% Increase in positions filled internally Leadership Development % of items delivered 5 Management Forums 3 Leadership Newsletters Staffing Process Enhancements External Time to Fill Maintain 2009 rate (in respect of 3 month gapping rule) Workforce Planning % of Items Complete 2010 Workplan 100% Complete Provide safe and meaningful work assignments that contribute positively to organizational efficiency and performance as well as to personal wellness. Comprehensive Safety Audit Lost Time Incident Rate Reduce by X % Performance Management % of PDPs Completed X% completion rate Wellness Strategy Sick Days per Employee Reduce by X % Mange and deliver HR programs and services such that they are fiscally responsible and responsive to the financial situation of Budget Management HR Expense Within X% of Benchmark NUME Compensation Policy Salary Expense Within X% of Benchmark 7 DRAFT Human Resources Dashboard 2010 HR Efficiency Financial Position HR Staff Ratio Salary Expense Ratio HR Operating Expense % WSIB Claims Expenditures Cost of HR per Employee Benefits Costs Workforce Demographics Talent Management Employee Age % of positions filled internally Diversity (Gender) Time to hire Management Ratio Cost of training per employee Turnover Wellness Initiatives Sick Days per Employee Leadership Development PDP Completion Rate + + 8 Value Add of Performance Reporting • Health benefit per eligible employee • $2,871 – 2008 • $1,908 – HRBN HOUSTON WE HAVE A PROBLEM !!! 9 Actions Taken • Prompted analysis of: – Benefit contracts • Consolidated multiple, individual contracts • Savings approximately $500,000 – Benefit Administration systems • Moved from monthly estimated billing to pay weekly based on previous weeks experience • Allows for remedial action immediately versus waiting for the annual review 10 Results – Health Benefit/Eligible employee • $2,871 – 2008 • $1,908 – HRBN • $2,189 – 2009 !!!!!! • Efforts Continue – Move to Self-insure STD 2010 resulted in $50,000 savings in 6 months 11