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