PEOPLE PRACTICES STRATEGY + 1

PEOPLE that make a diff erence

PRACTICES

2 + PEOPLE PRACTICES STRATEGY

PEOPLE PRACTICES STRATEGY + 3

WHAT IS THE PEOPLE PRACTICES STRATEGY?

The People Practices Strategy (PPS) is the City’s blueprint for

achieving organizational excellence through exemplary people

practices; to be a top employer in the community.

Designed to influence all activities that relate to the human

resources, or people, within The Corporation of the City of Guelph,

this plan outlines positive and achievable practices that will benefit

City employees, the organization and the community we serve.

Driven by the community Strategic Plan – specifically, a

community-focused, responsive and accountable government –

the PPS calls for new and updated human resource policies and

management approaches for the Corporation to achieve four goals:

a well workplace, foster and invest in learning and development

opportunities, strong leadership and best-in-class customer service.

Each goal is accompanied by a list of action items that capture what

employees, job seekers and the organization want. Employees

provided feedback in focus groups to help establish these action

items and best practices research was conducted to find out

what other top employers in the community are doing that has

proven successful.

WHY DO WE NEED A PEOPLE PRACTICES STRATEGY?

We know that investing in our people, the City’s workforce, will

lead to an increase in employee engagement, commitment to the

success of the organization and customer service, which translates

to satisfied customers and a more effective local government.

Every person who lives or works in Guelph will benefit from an

effective municipal People Practices Strategy. Attracting and keeping

the very best men and women is essential to ensure the very best

public services our community has come to rely on every day.

WHAT’S NEXT?

Although the Strategy’s goals will take some time to achieve, many

action items in the plan have been identified as priorities and are

currently underway. After each action item is either investigated

or achieved, information will be communicated to employees in a

quarterly People Practices that are Making a Difference Update.

Provide each employee with

a challenging, rewarding,

enjoyable and fulfi lling

career. Assist employees

with balancing their career,

home and personal life

through supportive human

resource policies and

management approaches.

GO

AL

1A well workplace

4 + PEOPLE PRACTICES STRATEGY

PEOPLE PRACTICES STRATEGY + 5

1.1 A wellness strategy that addresses the physical, social and psycho-social needs of employees, and maintains and enhances the current commitment to employee health, safety and wellness.

PROPOSED ACTIONS:

Program and other popular wellness initiatives e.g. walking

programs and healthy eating promotion.

> a fitness centre, using the Annex building

> a wellness account included in the City’s benefit package to

be used toward fitness activities e.g. corporate membership

or discount for fitness centres in Guelph

> employee discounts for City delivered recreation and

leisure programs

> workplace childcare

> healthy food options at City locations

> employee lounge space

> formalized, flexible work arrangements

1.2 Competitive compensation practices that attract and retain talent while being financially responsible.

PROPOSED ACTIONS:

> personalized benefits options for employees to pick and

choose from within an established price range

> change vacation entitlements and eligibility i.e. provide

employees with vacation entitlement in the first year

of employment

> more maternity/paternity leave options i.e. top up beyond

Employment Insurance Benefits to 75%

> change the current overtime practices for NUME employees

> establish a Council approved ‘competitive’ position and group

of employers to compare salaries with to maintain salary

competitiveness for the non-union group of employees

> review the City’s sick leave entitlement to ensure it is

competitive and aligns with the Corporate Values

> a computer purchase program - interest free loans to

employees payable within a period of time through

payroll deduction

6 + PEOPLE PRACTICES STRATEGY

1.3 A workplace diversity strategy

PROPOSED ACTIONS:

developing and retaining a workforce reflective of the

community it serves

the diversity of City employees

violence policies that help build respectful workplace practices

communities to advise the City on issues affecting them

e.g. employment, accessibility, public consultation

1.4 Employee recognition

PROPOSED ACTIONS:

contributions through the annual recognition event,

FROG program, summer barbecue and holiday celebrations

1.5 Flexible work arrangements

PROPOSED ACTIONS:

> flexible work hours

> compressed work week

> telecommuting

> job sharing

> flexible retirement options

> community volunteering during work hours

(defined hours to a maximum per year)

PEOPLE PRACTICES STRATEGY + 7

1.6 Continuity and integration of the City’s Corporate Values

PROPOSED ACTIONS:

programs and services including, performance appraisals,

selection, recruitment, and training

each year

1.7 Increase employee involvement in decision making

PROPOSED ACTIONS:

> establish temporary employee focus groups as needed

> more effective consultation and communication with

employees when decisions affecting their work are to

be made

> establish departmental workplan information sessions

for employees to provide input

> establish corporate advisory/strategy groups e.g. Human

resources, information technology, financial sustainability,

Foster learning as a way of

life, encourage creativity, and

actively promote and invest

in the skill and knowledge

development of every

employee. Establish a City

of Guelph commitment to

align career development

practices with employees’

personal goals and existing

corporate objectives.

GO

AL

2

8 + PEOPLE PRACTICES STRATEGY

A Learning Organization

PEOPLE PRACTICES STRATEGY + 9

2.1 A core learning curriculum

PROPOSED ACTIONS:

a clear link between core competencies (those required by

all City employees), role competencies e.g. director, manager,

professional/technical, skilled/semi-skilled workers, and job

specific competencies

these skills

*Competencies are the skills employees need to have in order to do their jobs effectively

2.2 A learning policy, linked to the City’s Strategic Plan, to address learning that is job-related, required by legislation, and can be used to build individual skills. A policy that allows learners to easily transition between roles within the organization.

PROPOSED ACTIONS:

> internal and external job exchanges

> job enrichment or stretch assignments

> cross departmental learning

> equitable access to professional development

courses/conferences/seminars

> partnerships with learning institutions

> education leaves

> secondments

2.3Best in class recruitment practices

PROPOSED ACTIONS:

> hire employees whose individual values fit with

the organization’s

> review education requirements for City jobs to be sure

there are no unfair barriers

> recognize and use the skills and experience of current

employees e.g. incorporate performance assessment

information as a part of the selection process

10 + PEOPLE PRACTICES STRATEGY

Develop leaders within all

levels of the organization who

will share enthusiasm, a sense

of purpose and direction, and

refl ect the Corporate Values.

GO

AL

3Leadership

10 + PEOPLE PRACTICES STRATEGY

PEOPLE PRACTICES STRATEGY + 11

3.1 A succession management program

PROPOSED ACTIONS:

that would identify:

> key leadership and high risk positions

> key feeder positions and/or potential candidates

> development programs for potential new leaders

3.2 A performance appraisal system tied to the Strategic Plan, to capture employees’ feedback and support their competency development and career plans.

PROPOSED ACTIONS:

participate in at least an annual performance discussion

reviews/appraisals and establish an assessment tool for

the achievement of goals and objectives based on agreed

upon workplans

3.3 A leadership development program

PROPOSED ACTIONS:

motivating and developing committed employees

employees complete the online Leadership Orientation Program

12 + PEOPLE PRACTICES STRATEGY

Provide best-in-class business

and service excellence by

revisiting our business

objectives, eff ectively using

technology, ensuring staff are

well-trained, eff ectively

managing change and

objectively measuring

performance for continuous

improvement.

GO

AL

4Service ExcellenceBusiness and

12 + PEOPLE PRACTICES STRATEGY

PEOPLE PRACTICES STRATEGY + 13

4.1 A replacement planning strategy that builds on the skills of existing employees and identifies future staffing and workforce requirements.

PROPOSED ACTIONS:

> apprenticeship programs

> mentoring programs

> internship programs

> management training programs

> enhanced co-operative education placement programs

> targeted outreach recruitment

> partnerships with educational institutions

4.2 An information technology strategy

PROPOSED ACTIONS:

> secure and reliable computer equipment and programs

> IT systems that support streamlined business decision making

> improved customer service by using available technology to

its best potential including e-government options

> workers with the tools and information to do their jobs

> City-wide online employee access e.g. kiosk availability

> streamlined business processes through software systems that

work together

14 + PEOPLE PRACTICES STRATEGY

4.3 A corporate communications strategy

PROPOSED ACTIONS:

which identifies the ways in which information will be shared

internally and externally, the expectation of employees and

leaders, and the resources available

communications, employee engagement and that market

City services with pride

4.4 A customer service/service excellence strategy

PROPOSED ACTIONS:

which outlines delivery standards for both internal and external

customer service and accompanying training resources

e.g. 311 call centre

4.5 Effective change management

PROPOSED ACTIONS:

Plan. Include communications; identify how employees will be

affected before, during and after the change; and plan to ensure

uninterrupted service delivery

4.6 Commitment to standard operating procedures and policy development

PROPOSED ACTIONS:

policies and procedures, when they should be in place,

templates, approval process, and training resources

PEOPLE PRACTICES STRATEGY + 15

4.7 Commitment to consistent business process design and service review methods

PROPOSED ACTIONS:

> processes are easily understood by employees

> employees are shown how their work contributes to the

Strategic Plan

> consistent measurement methods are used to demonstrate

improvements

> resources are in place to support plans e.g. people, equipment,

and training

4.8 A corporate environmental responsibility strategy

PROPOSED ACTIONS:

to outline how City staff and departments will conduct

themselves, processes and practices in an environmentally

friendly manner.

> examples to explore include:

– a requirement to turn off lights, computers and vehicles

when not in use

– use of re-usable cups and utensils in all City facilities

– City policies to buy green products and services

– employee suggestions to improve environmentally

responsible actions

16 + PEOPLE PRACTICES STRATEGY

Cert no. SGS-COC-004918