HumanResources

CORPORATESERVICES

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TableofContents
INTRODUCTION
OurBranch 85

CONTRIBUTIONTOTHECITYSVISION
TheWayAhead 87
CouncilInitiatives 87
CLTStrategicFocusAreas 88
BranchInitiatives 88
BuildingaGreatCity 91
CultureActionPlan 92

RISKIDENTIFICATIONANDEMERGINGOPPORTUNITIES
RiskIdentification 94
EmergingOpportunities 94

BRANCHSTRUCTURE&PROGRAMS 95

PLANNEDCHANGESFINANCIALIMPACTS
FinancialImpact 99
ChangestoMaintainCurrentServiceLevels 100

APPENDIX
AppendixISummaryAlignmentofOutcomes&PerformanceMeasures 101

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MessagefromtheManager
IttakesgreatpeopletobuildagreatCityandourbusiness
is
people.
The 20162018 Human Resources Business Plan
contains a balance of deliveringcoreHRprograms
and services for employees and client areas, as
well as advancing the strategic initiatives outlined
inthe20152020CorporateWorkforcePlan.

Modernizing the HR business is critical due to an

everchanging and dynamic labour market,
increasing client area demands andtheimpactsof
demographic changes. Building upon our
successes and leadership in the areas of social
media recruitment, advanced HR Analytics and launch of the School of Business, this plan reinforces
our work to innovate, modernize and promote a oneCity approach. By applying both the art and
science of HR, we advance implementation of three strategic focus areas outlined in Corporate
Workforce Plan: Talent, Learning and Performance. Organizational culture is the foundation of the
Plan,andiscriticalinhowweadvanceeachinitiative.

Our work advances corporate culture and builds the workforce capacity needed for the organization
to deliver on The Ways. The work of the HR Branch and the organization has been recognized
externally, resulting in the City being named a top employer in Alberta, top diversity and top young
people employer inCanadaaswellasthefirstCanadianMunicipalitytobechosenfortheWaterstone
MostAdmiredCultureawardinthepublicsector.

WelookforwardtocontinuingtomakeadifferenceandbuildingagreatCity!

JeffMacPherson,BranchManager

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OurBranch

The Human Resources Branch provides comprehensive strategies, programs, services and
consultation to meet the needs of and support the Citys exceptional people resources. This is done
through a focus on attracting, developing and retaining a diverse, engaged, innovative and skilled
workforcetobuildagreatcity,andincludes:

Creating and implementing strategies to attract a talented pool of professionals (more than
150,000applicants,1,400permanent,2,200temporaryand1,400seasonalhiresin2014);
Negotiatingcollectiveagreements(sevendifferentcivicunionagreements);
Creatingcompetitivetotalcompensation;
Administering pay and benefitstoemployees(morethan12,000),pensioners(900)andboard
members(85);
Promotinghealthandsafeworkpractices;
ModernizingHRpracticeswithefficientandeffectivesystems,and
Supporting stewardship and corporate oversight efforts through the provision of quality HR
data.

The Human Resources Branch is guided by the Corporate Workforce Plan as the major driver in
furthering variousinitiativestomodernizeHRpracticesacrosstheCity.Organizationalcultureremains
aprimarybusinessstrategyfortheCity,andisthefoundationoftheCorporateWorkforcePlanaswell
asthelensthroughwhichtheHRBranchadvanceseachinitiative.

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 F
OCUSAREAS O
UTCOMES M
ETRICCATEGORY

Buildingcapacity Talent:Attractandretainadiverse,engaged, Efficiency/Productivity

andenabling innovativeandskilledworkforcetobuildagreat measures
success City.
Learning
:Leveragelearningasacompetitive
advantageinbuildingastrongandsustainable
workforcefortodayandthefuture.
Performance :Optimizeindividualand
organizationalperformance. Effectivenessmeasures
(e.g.,servicelevels,client
Coreservice Quality consultation and support is provided to satisfaction)
delivery City Departments to enable achievement of
clientprogramsandservices.

Facilitatingand HumanResourcesoperationsreflectboth Innovationand

cultivating innovativeandmodernbestpractices. improvementmeasures
innovation (e.g.,service
improvements,cost
savings,adoptionofnew
businessmodels)
*PleaseseeBranchStructure&Programsformoreinformation.

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ContributiontotheCitysVision
THEWAYAHEAD
The Human Resources Branch plays apivotalroleintheCityscapacity
to advance The WayAheadthroughsupportingexcellenceintheCitys
operationalenvironmentaspartoftheConditionsofSuccess.

CONDITIONSOFSUCCESS Organizational capacity across the City is enhanced through

IMPROVINGORGANIZATIONALCAPACITY innovative attraction and retention initiatives as well as by
inspiringalearningorganizationandculture.

CONDITIONSOFSUCCESS The Human Resources Branch provides exceptional client

SOUNDMANAGEMENTPRACTICESAND service through a continued focus on providing daytoday
PROCESSES operationssupportwithinaclientserviceframework.

CORPORATECULTUREINITIATIVE Human Resources works in partnership with the Corporate

Culture Office and Corporate Communications to support
advancement of the Citys culture transformation and to
furtheragreatcity.

COUNCILINITIATIVES
Council Initiatives include a number key priority projects for the City of Edmonton. The Human
Resources Branch provides direct support to the Indigenous Peoples Strategy Council Initiative as
outlinedbelow.

INDIGENOUSPEOPLESSTRATEGY Through the provision of Aboriginal Awareness training,

Human Resources will promote understanding around the
history and impact of residential schools, provide education
on Aboriginal Peoples and open dialogue within the
organizationonreconciliationintheworkplace.

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CORPORATELEADERSHIPTEAMSTRATEGICFOCUSAREAS
The Human Resources Branch advances a number of Corporate Leadership Team Strategic Focus
Areas through daytoday operations, supporting the corporate lead areas that are charged with
advancingthiswork.

ADMINISTRATIVEGOVERNANCE Implementation of the Citys School ofBusinesswilladvance

DEVELOPINGCAPACITY a learning culture across the City and a learning from
othersapproach.

CORPORATEOVERSIGHT Transforming HR reporting and analytics through the

CORPORATEACCOUNTABILITY provision of regular HRrelated corporate dashboards to
managers. This increasesbothawarenessandaccountability,
andsupportseffectivedecisionmaking.

OPENCITY Furthering the City asanOpenEmployerthroughexpansive

socialmediarecruitment.

BRANCHINITIATIVES

BUILDINGCAPACITYANDENABLINGSUCCESS

The CorporateWorkforcePlan20152020
is the Citys people plan, and focuses on
how work across the City is conducted
through modernization of HRrelated
technologies, systems, programs, services
and tools. The focus of the Plan is to
ensure the Citys people resources are
prepared to meet the changing business
needs and deliver on the Citys priorities.
The Corporate Workforce Plan establishes
three strategic focus areas: Talent,
Learning and Performance and is the
blueprint for the City in attracting,
developing and retaining innovative,
productiveandtalentedstaff.

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CORPORATEWORKFORCEPLANTALENTSTRATEGICFOCUSAREA
Attractandretainadiverse,engaged,innovativeandskilledworkforcetobuildagreatCity.

HighlightProjects

Diversify the workforce through employment outreach, strategic partnerships and Aboriginal
workforceparticipation.
Maintain the Citys leadership position on innovative social networking sites including
Facebook,LinkedIn,TwitterandInstagram.
Buildtargetedpipelinesforstudentsandhardtofillroles.
Lead the biennial Corporate Employee Engagement and Diversity survey, with the results
beingakeydriverinBranchcultureactionplanstoenhanceemployeeengagement.

CORPORATEWORKFORCEPLANLEARNINGSTRATEGICFOCUSAREA
Leveragelearningasacompetitiveadvantageinbuildingastrongandsustainableworkforcefortoday
andthefuture.

HighlightProjects
Develop the Aboriginal Awareness Training program, which will provide City employees with
an understanding of the regions Aboriginal Peoples through exploration of historical events
andtheirrelationtopresentdaychallengesandopportunities.
Modernize the Citys enterprise approach to learning through implementation of the Citys
School of Business, the Corporate Learning Management System (LMS) and advanced
elearning/mobilelearningsolutions.
(RequiresAdditionalResources)
Create an enterprise learning culture with a learning from each other approach to daily
workacrosstheorganization.
Automate onboarding across the City to reduce manual and paper intensive processes and
increasenewemployeeengagementuponhire.
Design the Management 101 program to help middlemanagers across the City build a
strategic advantage, enhance their people management skills and develop into inclusive
leaders.

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CORPORATEWORKFORCEPLANPERFORMANCESTRATEGICFOCUSAREA
Optimizeindividualandorganizationalperformance.

HighlightProjects

Manage workforce risk through succession and talent management strategies, as well as
Corporate Performance, Succession and Talent Management Modules as a way to support a
highperformanceorganization.
(RequiresAdditionalResources)
Support Supervisors in their daytoday work by capitalizing on Supervisor 101 training to
enhancesupervisorcapabilitieswiththeintenttooptimizeindividualandteamperformance.
Continue to guide creative unionmanagement problem solving at all levels within the
organization,utilizingtheprinciplesoftheCitysWorkingRelationshipAgreement.
CompletestrategiesoutlinedintheCitysthreeyearOHSBusinessPlan,whichincludes:
StrengtheningtheCityscorporatesafetyculture.
Advancing the Citys 8element OHS program and complying with legislated
requirements,includingchangestoAlbertasOHSAct,RegulationsandCode.
(RequiresAdditionalResources)
Implementing the newly developed Canadian Mental Health in the Workplace
StandardinordertoadvancetheCitysvariousmentalhealthinitiatives.

CORESERVICEDELIVERY

DELIVEREXCEPTIONALCLIENTSERVICE
Asacorporateservicesfunction,thecorebusinessfortheHumanResourcesBranchistoprovide
excellentdaytodayhumanresourcesconsultationandsupporttoclientsacrosstheCity.

HighlightProjects

Advance HR programs and services through implementation of initiatives outlined in the HR

InformationTechnologyfiveyearRoadmap.
Modernize HR business processes to optimize the use of client time dedicated to HR
initiatives.
Continue to provide exceptional customer service in the daytoday interactions with clients,
excellingattheLeadershipPrincipleofImakeadifferenceeveryday.

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BUILDINGAGREATCITY
FACILITATINGANDCULTIVATINGINNOVATION

The Human Resources Branch facilitates continuous improvement and innovation efforts through
ambitiousHRmodernizations,andincludesthefollowinginitiatives.

POSITIVECHANGEOPPORTUNITIES:CONTINUOUSIMPROVEMENTANDINNOVATION

MODERNIZE LEARNING ENVIRONMENT Service Improvement Implementation of the Citys School of

THESCHOOLOFBUSINESS(201618) Business and Learning Management System are key tobuilding
the people capacity necessary to advance the Citys corporate
culture and achieve implementation of The Ways. By adopting
an enterprise approach to learning, significantly expanding
elearning opportunities and developing a learning from
others initiative, the City will significantly enhance
organizational capacity and manage the risks associated with
changing demographics and labour market supply shifts. The
School of Business will expand on the success of the Citys
Supervisor 101 program. This initiative is directly aligned with
the Learning Strategic Focus Area within the Corporate
WorkforcePlan.

MODERNIZEDRECRUITMENTPROCESSES Service Improvement Modernization of the Citys recruitment

(2016) processes, through a streamlined approach, will result in
fundamental changes that will free up significant time of the
hiringManagers. Thegoalofthesemodernizationeffortsareto
enhance the candidate and hiring manager experience. This
includes automation and/or elimination of manual recruitment
processes; elimination of paper forms and files; creation of
standardized templates for job postings, offer letters and
interview guides; and the implementation of new services for
securitychecksandcandidatereferences.

NEWEMPLOYEEONBOARDING Service Improvement The modern automated onboarding

PROCESSES(2016) program is welcoming, engaging and sets up newly hired
employees for success in their roles with the City of Edmonton
by providing them with access to key information, training and
interactive activities prior to their start date and throughout
their first six months.
The modernized onboarding program
reduces manual and paper intensive processes, creating
efficiency and streamlining activities for supervisors by guiding
them through the process stepbystep. Altogether, this new
programspeedsupintegrationofanewemployee.

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 SAFETY DATA MANAGEMENT SYSTEM Service Improvement Implementation of the Safety Data
(2017) Management System will result in safer workplaces across the
City. By mapping out hotspots, the City is better enabled to
channel its resources on preventative safety issues as well as
current safety gaps, resulting in greater safety compliance
across the board. Implementation of the Citys Safety Data
Management System willsupporttheshiftingofresourcesfrom
a current transactionalbased OHS approach, to one that is
more strategicinnature.Thissystemwillautomatethetracking
and management of data, processes and activities related to
the Citys safety program, and will include customizable
reporting capabilities with a strong analytic component for
producing safetyrelated forecasts and predicting trends. This
system will also consolidatepertinentsafetyinformationinone
repository.

HUMANRESOURCESCULTUREACTIONPLAN
The Citys evolving culture supports building a great
city by aligning behaviours, structures andprocesses
with the Citys Leadership Expectations and
Principles, as well as the vision and goals outlinedin
The Way Ahead . To be successful, the City needs
engaged employees, effective leadership,
collaborative workplaces, high performance and a
citizencentricfocus.

The Human Resources Branch is proud of its efforts

in these key areas and has realized exceptional
results in the most recent 2014 Employee
Engagement and Diversity survey. As such, the main
focus for the Branch will be on sustaining these improvements with a focus on maintaining superior
engagementandcommunicationinitiativesasoutlinedbelow.

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 AreasofFocus
(basedonresultsfromthe
EmployeeEngagementand
DiversitySurvey)
"I see a clear linkage between my work and the City's
longtermvision."
"I havetrustandconfidenceinmyDepartment'sleadership
team'sabilitytoachievetheCity'sgoals."
"Inthelastsixmonths,myimmediatesupervisorhastalked
tomeformallyaboutmyperformance."
Ingeneral,informationintheCityiscommunicatedwell.
Employees in mybranchworkasthoughtheyarepartofa
team.

ActionstobeTaken Given the significant gains from the 2012 Employee

Engagement and Diversity survey, it is important to
continue focusing on advancing the HR Branch initiatives
alreadyimplemented.Forexample:
Maintain the quarterly HR Branch Meetings, as well as
the OneHR Google+ Community as a way to engage
with and support effective communication with all
Branchemployees.
Encourage collaboration initiatives through client
service teams, culture ambassador and other
crosssectionprojectteams.

Measures 2012 2014 2016

(%favourablesurveyresponse) (Actual) (Actual) (Target)

OverallEngagement 69.7 84.8

OverallCulture 68.0 80.1 Maintain/Increase
OverallWorkplace 66.9 79.7 allscores
OverallImmediate
68.5 79.6
Supervisor

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 RiskIdentificationandEmergingOpportunities
ThefollowingtableidentifiestheoperationalrisksassociatedwiththeHumanResourcesBranch.The
Likelihoodscoreisfrom1(rare)to5(almostcertain)andtheImpactscoreisfrom1(minor)to5
(worstcase).

Likelihood Impact Risk

RiskFactor MitigationStrategy
(1to5) (1to5) Owner

The external supply of labour is 3 3 Implementation ofinitiativesoutlined HR

impacted by the dynamic Alberta in the 20152020 Corporate
economy. Workforce Plan, as well as continual
monitoring of the economy and
externallabourmarket.

Workforce demographic changes, 4 3 Implementation ofinitiativesoutlined HR

including maturing of the baby in the Learning Strategic Focus Area
boomers resulting in increased in the Corporate Workforce Plan,
retirements. specifically implementation of the
CitysSchoolofBusiness.

EMERGINGOPPORTUNITIES
1. Compliance with Safety Code changes: An Alberta Occupational Health & Safety (OHS) Act,
Regulations and Code review is scheduled to be completed in 2016, with changes to the Code
being implemented immediately after. This may result in increased employer activities to comply
withthelegislatedchanges.
2. Technological changes: There is a greater influence of technology (mobile, big data and social
media) in the HR business environment. The City isaleaderinusingsocialandmobilerecruitment
strategies to recruit new staffwhointurnhaveexpectationsthatHRbusinessprocesseswithinthe
organizationaresimilarlytechnologybased.
3. Diversification of workforce: Greater diversification of the Edmonton labour market provides an
opportunity to diversify the City workforce and address staff vacancies from a greater pool of
candidates. HR progress in the areas of employment outreach and in building respectful
workplacesmustcontinue.
4. Public Sector pension reform: Proposals to reform Albertas public sector pension plans may
significantly impact retirement decisions, theCitysabilitytoattractandretainemployees,andthe
Citysexpensesrelatedtoemployersponsoreddisabilityplans.
5. Business transformation: Modernizing business operations through continuous improvement and
changing program requirements will potentially lead to new and emerging business and service
deliverymodels,whichmayresultintransformationofCorporateprocessesandstructures.

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BranchStructureandPrograms
The following table identifies the Human Resources Branch Programs and the Functions within the
Programs:

EmployeeService CorporateSafetyand Enterprise HRConsulting&

Recruitment
Centre DisabilityManagement Learning Systems

Recruitment Benefits Corporate HRBusinessand

SchoolofBusiness
Services Administration Safety Analytics

StaffSupport Disability Succession Labour

Payroll
Services Management Management Relations

Strategic Advisor Pension EmployeeHealth Total

Administration Services Compensation

Program1:Recruitment
The Recruitment team provides consultative services tohiringmanagersandcandidatesinorderto
attract, hire and retain a diverse, engaged, innovative and skilled workforce. This area develops
relationships with external organizations and uses innovative social media practices to source
potential employees. It also provides a feeforserviceprogram of temporaryadministrative staff for
City departments. In addition, the Strategic Advisors work as trusted advisors on extremely
confidential matters directly with the General Manager, Branch Managers, and Management Teams.
Their advice guides all aspects of HR planning and strategy development for the City's client
departments.

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SERVICESTANDARDS

Service standards include turnover in the first sixmonths of employment, candidates hired from
diverse backgrounds compared to the Edmonton labour market, staff support requests filled by the
requireddate.

BUSINESS/COSTDRIVERS

Numberofpositionshired
Turnoverrates
Volumeofstaffsupportrequests
Socialmediapresence.
Numberofdiversityprogramsandinitiatives
Externalmarketfactorsincludingtheeconomyandworkforcedemographics

Program2:EmployeeServiceCentre
TheEmployeeServiceCentre(ESC)ensuresallCityemployeesarepaid,benefitcoveragesareinplace,
and pension plans are administered in accordance with relatedcollectiveagreements,legislationand
policies.TheESCalsomanagestheretentionofemployeerecords.

SERVICESTANDARDS

This program manages the production of biweekly payroll 100% ontime for all City employees, as
well as monthly payroll for Firefighter and Police Pensioners, and City Police and Library Board
Members. In addition, service standards include completing all statutoryfilingofdocumentsontime,
managingemployeerecordsand100%compliancetoregulatoryrequirements.

BUSINESS/COSTDRIVERS

NumberofCityemployees
NewemployeeshiredandemployeesleavingtheCity
Legislatedpayroll,benefitsand/orpensionchanges

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Program3:CorporateSafetyandDisabilityManagement
Corporate Safety and Disability Management develops programs targeted at preventing employee
injury and illness, adjudicates shortterm disability claims, manages modified work programs, leads
the Citys responsibilities with respect to Duty to Accommodate legislation and provides expertise in
occupationalillnessandmentalhealth.ThisareaalsosupportstheCorporateOccupationalHealthand
Safety (OHS) Steering Committee, its threeyear OHS Business Plan and has a significant regulatory
andcomplianceresponsibility.

SERVICESTANDARDS

This program seeks to meet or exceed WCB reporting timeframes andtoreduceWCBpremiumrates

per$100(2012:$1.37,2013:$1.28and2014:$1.17).

BUSINESS/COSTDRIVERS

NumberofCityemployees
Legislatedsafetychanges

Program4:EnterpriseLearning
Enterprise Learning manages the School of Business and is responsible for enterprisewide training
related to supervision, management, leadership and corporate competencies. In addition,theSchool
of Business provides mandatory training forallemployees,aswellasenhancedtrainingopportunities
for those seeking to advance. Learning takes place in a variety of forumsincludingformalclassroom
settings, online and through various work experiences. ThesectionalsomanagestheCitySuccession
ManagementProgram.

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SERVICESTANDARDS

The service standards for this program include full completion of mandatory corporate training,
expanding upon blended learning opportunities across the City, a single repository of training
(includingcompliancetraining)andanincreaseintargetedemployeecompetencies.

BUSINESS/COSTDRIVERS

NumberofCityemployees
Numberofemployeepromotions
NumberofCitymandatorytrainingcourses
Numberofprogramsrequiredbylegislation

Program5:HRConsultingandSystems
The HR Consulting and Systems program modernizes the HR Business through implementation of
initiatives outlined in the Human Resources Information Technology fiveyear roadmap, as well as
through the provision of both labour relations and classification consultation. The HR Business and
Analytics team supports strategic decision making in the organization through HR data management
and reporting. The TotalCompensationteammanagestheinternalclassificationsystemasoutlinedin
collective agreements, leads pension and benefit policy development and monitors the external
environment through market competitiveness studies. Labour Relations works collaboratively with
management to resolve workplace disputes in a manner that is consistent with the Working
Relationship Agreement, and delivers Supervisor 101 training, to assist leaders with optimizing
employeeandteamperformance.

SERVICESTANDARDS

Service standards include maximizingtheuseoftechnology,HRdataandtheavailabilityofsystemsto

support strategic decisionmaking and the effective delivery of HR programs and processes. Also,
service standards include the negotiation, application and governance of Collective Agreement
articles and the Management Administrative Guidelines, as well as the provision of consultation and
support to management on employment, compensation and classificationrelated matters.Giventhe
organizations commitment to the Working Relationship Agreement, this program requires its
employees to be ambassadors for collaborative union/management relationships and interestbased
problemsolving.

BUSINESS/COSTDRIVERS

NumberofCityemployees
NumberofCityemployeesinleadershippositionsrequiringtraining
Emerging jobs and technologies, which may create substantial change to City work and
requirestheongoingassessmentoftalentrequirements
OngoinggrowthandincreasingcomplexityofCityoperations

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PlannedChanges20162018
FinancialImpact
The following Branch Summary Table includes the planned changes, as summarized on thefollowing
pages,todelivertheservicesdescribedintheBusinessPlan.

HumanResources
20162018PlanBranchSummary

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CHANGESTOMAINTAINCURRENTSERVICELEVELS

PhysicianServices2016
Periodical medical exams, along with followup postaudiometric and pulmonary tests are a legal
requirement stated by the Alberta Occupational Health and Safety Act, Regulations and Code for all
employees who are deemed to have been exposed to occupational medical hazardssuchasexcessive
noise, needlestick injury, dust, biopathogens, etc. These exams and tests support proper health
surveillance for the Citys employees. The expenditure required will be used to cover the increased
amount of work generated by the high volume of medical tests performed as a result of audiometric
andpulmonarymobiletestingandwillensurelegislativecompliance.($70K/year)

OracleTaleoLicense2016
Oracle TaleoisthecurrentsystemusedtosupporttheCitysrecruitmentprocessesincludingcandidate
management, position postings, automated prescreening, and the reporting of key recruitment
statistics. In addition, this system supports the onboarding processes for new hires and employees
moving throughout the organization by automating signon and benefit enrolment forms, providing
communicationstonewemployeesandguidingsupervisorsintheactivitiestheyneedtocomplete.The
expenditure required is to cover the additional licensing fees for an increasing number of employees
acrosstheCityandtheassociatedresultingstoragecosts.($90K/year)

CorporateLearningManagementSystem2016
Implementation of the Citys Corporate Learning Management System will provide a tool for better
managing, analyzing, auditing and reporting on all types of training across the organization, and
facilitating knowledge management activities accordingly. This solution will streamline training
administration processes, provide selfservice features for employees to manage their learnings, link
skillandcompetencyinventorieswithlearningactivities,andmore.($165K/year)

PersonnelInflation
Personnel inflation includes the settlement of union contracts, benefit adjustments, and step/merit
increases.

IntraMunicipalRecoveries
Inflationaryincreases
SharedServicerecoveriesfromUtilitiesandEnterprises.

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Appendix
APPENDIXISUMMARYALIGNMENTOFOUTCOMES&PERFORMANCEMEASURES
ThefollowingtableisasummaryofhowtheworkoftheBranchalignstoaCorporateOutcomeand/ortoaCorporateLeadershipTeam(CLT)StrategicFocusAreaaswellastheassociated
performancemeasures.TheperformancemeasuresareintendedtoprovideasummaryofthemeasuresthattheBranchiscurrentlymonitoringandareidentifiedthroughoutthisbusinessplan.

BranchTarget
CorporateOutcomeor
BranchOutcomes BranchPerformanceMeasures BranchStrategies,TacticsorActions
ConditionsofSuccess 2014/
2016 2017 2018
Baseline

CouncilInitiatives

IndigenousPeoplesStrategy Cityemployeesareawareof %ofCityemployeeswhohave N/A(new 35% 65% 100% ProvidecorporatewideAboriginalAwareness

andsensitivetoAboriginal receivedAboriginalAwareness Initiative) trainingtoCitystaff(theCitysleadershipgroup
historyandculture. training wastrainedinNovember2014).

CLTInitiatives

AdministrativeGovernance Leveragelearningasa %compliancewithmandatory 80% 90% 100% 100% ImplementationoftheCitysSchoolofBusiness.

DevelopingCapacity competitiveadvantageto training ImplementationofthenewLearningManagement
buildastrongand %ofonlinetrainingadministered 10% 20% 35% 50% Systemtosupportprocessesassociatedwith
sustainableworkforcefor %compliancewithmandatorysafety 96% Maintainor Maintainor Maintainor employeetrainingrecordsandenrollment
todayandthefuture. orientation Increase Increase Increase administration.
Createalearningfromeachotherapproachto
newcorporatelearning.
Developavehicletoaddressemergingcorporate
trainingrequirements.
ShifttoblendedlearningacrosstheCitythrough
incorporationofmoreonlinetraining.

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 BranchTarget
CorporateOutcomeor
BranchOutcomes BranchPerformanceMeasures BranchStrategies,TacticsorActions
ConditionsofSuccess 2014/
2016 2017 2018
Baseline

CLTInitiatives

CorporateOversightCorporate Optimizebothworkforce 2016ExternalSafetyAuditScore 93%(2013) AuditScore ActionPlan ActionPlan Commitmenttoemployeesafetyand

Accountability andorganizational (triannualaudit)tomaintainthe Minimumof Minimumof Minimumof implementationoftheCorporateSafety
performance. PartnershipsinInjuryReduction 80% 80% 80% ManagementSystem.
(PIR)rebateeligibility. AdvanceinitiativesoutlinedintheCitys
Injuryfrequencyrate. 3.61% Downward Downward Downward 3yearOH&SBusinessPlan.
trend trend trend ImplementaacomprehensiveMental
OverallWCBratesforevery$100in $1.17 Improve Improve Improve HealthProgram.
insurableearnings. perf.and perf.and perf.and LeadtheCitysmediation,arbitrationor
reducetotal reducetotal reducetotal otherprovincialLabourBoardproceedings
claimcosts claimcosts claimcosts withafocusonprotectingtheCitys
AnnualsickleavehoursperFTE 68.08hours Downward Downward Downward interests.
(permanentemployees). trend trend trend
%ofArbitrationcasesdecidedin 94% 80%or 80%or 80%or
theCitysfavor. higher higher higher

OpenCity Leveragesocialmedia #ofLikes/Followers: Capitalizeoninnovativesocialnetworking

resourcestoenhancethe Facebook 75,793 10% 10% 10% strategies.
Cityspresenceasan LinkedIn 26,138 Increase Increase Increase FurthertheOpenEmployerconceptthrough
employerofchoice. (asofMarch expansivesocialmediarecruitmentefforts:
31/15) Facebook:Buildingtargetedtalentpipelines
#ofHires: forstudentsandhardtofillroles.
Facebook 46 10% 10% 10% LinkedIn:Buildingtargetedtalentpipelines
LinkedIn 175 Increase Increase Increase forIT,Accounting,Finance,Planningand
leadershipprofessionals.
Twitter:Buildingafollowerbasetosupport
recruitmentofcommunications/creative
professionals.

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ConditionsofSuccess

OrganizationalCapacity Attract,retainandengagea NewHireEngagement%(measured 80.6% Maintainor Maintainor Maintainor Implementanewonboardingsystemthat

diverse,productive, every2years). Increase Increase Increase facilitatestheonboardingprocessforboth
innovativeandskilled employeesandsupervisorsandcreatesan
workforcetoachieve Healthyturnoverrate. 7.7% 510% 510% 510% engagingexperiencefornewemployees.
businessoutcomes. EnhancetheCitysrecruitmentprocessesthrough
TimetoFill. 51.6 52days 52days 52days automatedpreinterviewcandidateassessments,
andthepromotionofoutreachandother
Workforceisrepresentativeof Aboriginal: Comparabl N/A(no Comparable initiativesthatsupportincreasingthediversityof
availableexternallabourforce 4.3% eto Employee toexternal Cityemployees.
(2011Census): Visible external Engagement labour Diversificationoftheworkforcethrough
Aboriginal:4.5% Minority: labour and market employmentoutreach,partnerships,and
Visibleminorityperson:21% 19.2% market Diversity basedon Aboriginalworkforceparticipation.
Personwithdisability:11.3% Personwith basedon Surveythis 2016 LeadingtheCitysparticipationintheEdmonton
disability: 2016 year) Census RegionImmigrantEmploymentCouncilmentorship
8.7% Census program.

CoreServiceDelivery Qualityconsultationand PayrollandBenefitscompliancefor 100% 100% 100% 100% Continuedfocusonprovidingdaytoday

supportisprovidedtoCity thirdpartyplanadministration, compliance compliance compliance operationssupportwithinaclientservice
Departmentstoenable reporting,remittances,Canada within within within framework.
achievementofclient RevenueAgencyT4submissionand legislated legislated legislated AddressgrowthinclientsthroughvariousHR
programsandservices, adherenceoftaxationlegislation. timelines timelines timelines modernizations,enhancedbusinesspracticesand
throughsound Payrolldeadlinesmet. 100% 100% 100% 100% technology.
managementpracticesand ontime ontime ontime
processes. withless withless withless
than1% than1% than1%
errorrate errorrate errorrate
HRFTEperCityFTE. 1:75.3 Maintain Maintain Maintain

Adherencetosafety Minimumof80%oftotalWCB 87% Minimum Minimumof Minimumof Auditingofreportingprocedures,communication

legislation. claimsreportedwithin72hours of80% 80% 80% onreportingrequirements,followuponlateclaim
fromthedatereportedtoemployer submissions,andadoptionofonlinereporting
(DRE). processes,inordertomonitorandsupport
efficientandtimelyWCBreporting.

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HUMANRESOURCES|20162018BUSINESSPLAN