CFMWS HUMAN RESOURCES DIVISION

STRATEGIC PLAN FY 2018 – 2021

Inspiring a Culture of

Excellence and Collaboration

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VPHR INSPIRATION

On behalf of our HR team, I am pleased to share our new HR Strategic Plan with you. This document will showcase our priority areas of focus through to 2021, and how we will demonstrate our ongoing commitment and value to the CFMWS community. This Plan is the result of extensive collaboration, consultation and partnership with our clients, colleagues and stakeholders and is a blueprint for the future. It is often said that people are our most important resource. If that is true – and I am convinced it is – we need to clearly demonstrate how we intend to “put people first”.

Our challenge is to keep saying “yes” to innovation and opportunity. To do that, we need to continue investing in our workforce, which we believe is among the finest in the Defence Team. We have to build on our many strengths and skills, and anticipate and develop new ones. That is the purpose of this Human Resource Strategic Plan. This Plan will guide us as we move to a more agile, more flexible, and more highly skilled workforce. Just as important, it commits us to a work environment which helps us to retain, attract, develop and inspire our exceptional group of employees.

OUR VISION: To inspire a culture of excellence and collaboration

Our vision reflects our belief that our role is deeper than enabling people through services and programs. We believe that we play a critical role in inspiring and influencing people to strive for excellence, and to do so in a collaborative and cooperative manner, leveraging our strengths as a team and a community.

OUR MISSION: To create strategic and tailored HR solutions that contribute to business outcomes. We accomplish this through partnerships that promote a high performing and diverse workforce in a healthy, safe and respectful workplace.

Our mission reflects our commitment to promoting an engaged, healthy and versatile workforce now and in the future, by collaborating with our various partners to help them achieve their goals, deliver excellence in service and solutions, and champion opportunities for individuals to grow their careers

As you read these pages, you will clearly see where we’re headed: we are building a dynamic and diverse workforce of highly skilled people, working together to deliver excellent service to the military community. To do this, we have adopted five strategic priorities:

Diversifying Compensation Innovating Recruitment and Increasing Diversity Driving Performance Developing Leadership Advancing Workplace Wellness

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In addition, as implementation of the Strategic Plan proceeds, we will be reviewing all areas of our human resource policies and procedures, to give us the organizational strength and flexibility we need, while giving employees the opportunities they deserve.

I invite our HR team and our management teams to familiarize themselves with this HR Strategic Plan, to use it as a compass for their planning and decision-making and to share the inspiring vision and mission that we are promoting.

As we move ahead, let’s keep working hard and let’s do it together.

Michelle Laframboise Vice-president, Human Resources Staff of the Non-Public Funds

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Table of Contents

VPHR INSPIRATION ...................................................................................................... 3

INTRODUCTION ............................................................................................................. 6

2017-2018 DASHBOARD ON NPF HUMAN CAPITAL ................................................... 7

HR DIVISION PROGRAM AREAS STRUCTURE ........................................................... 8

HUMAN RESOURCES VISION AND MISSION ............................................................ 10

HUMAN RESOURCES 2018-2021 STRATEGIC RESPONSE ..................................... 11

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INTRODUCTION In keeping with the HR Vision, Mission and Values, the Human Resources strategy for 2018-2021 has been developed to support the organizations vision, mission, strategic priorities as well as the strategic plans and objectives of our client divisions.

With more than a hundred human resources professionals located at HQ Ottawa and in 26 locations across the country and overseas, the HR Division works with management to provide tailored, efficient and focused HR expertise that support the successful outcomes of the strategic and operational objectives of the organization.

HR and Management working together are the architects of the exceptional workforce that contributes to the operational effectiveness of the CAF and the well-being of CAF members, both serving and veterans, and their families.

From generalists to specialists, our HR professionals provide services to more than 4000 CFMWS employees across the country and overseas.

The HR Division supports the organization by adding value in the

following areas of expertise and partnership:

• Talent Acquisition• Performance Management• Total Compensation• Learning and Development• Workplace Culture and Wellness• Employment Equity and Diversity• Payroll and Benefits Administration• Labour Relations• HR Operations• HR Information Systems and Analytics

The total human capital of the organization we serve :

• $127,468,490 million in annual salary• 4,425 full time, part time, temporary and casual employees• 1,393 unionized employees with affiliation to PSAC Admin, PSAC Ops and UFCW• 64% Female and 36% Male• 41% Millennials (1977-1995)• 23% Generation X (1965-1976)• 21% Baby Boomers (1946-1964)• 13% Generation Z (1996-2012)• 37% with a CF Affiliation

*As of 31 March 2018

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2017—2018 DASHBOARD ON NPF HUMAN CAPITAL

16% Military Spouses

8% Military Children

12% Retired,

Ex and Active Military

37% NPF Employees with a CF affiliation

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HOW WE ARE STRUCTURED Directorate of Business Planning and Transformation

What: Develop Human Resources strategies, HR analytics, and Total Compensation programs that are aligned with the organizations strategies

How: Teams engage with leadership to build workforce strategies using people data, divisional objectives and their business needs, with input from employees, management, stakeholders, and Human Resources directorates.

Directorate of HR Programs

What: Identify and create workplace and talent solutions needed to achieve corporate strategies and fulfill business needs within the organization’s legislative framework.

How: We collaborate with our CFMWS communities to develop adaptable strategies, policies and programs. We work as a team to advance the effectiveness of the workplace and the workforce.

Corporate and Divisional Strategies

HR Planning and Strategies

Total Compensation

HR Information Systems & Analytics

Business Planning &

Tranformation

Culture & Engagement

Diversity & Inclusion

Collective Bargaining and Employee Relations

Recruitment Strategies

Learning & Development

Occupational Health and Safety

Performance Management & Succession

Workplace Talent

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Directorate of HR Operations

What: Effectively implement HR policies, programs and services aligned with the organization's strategies.

How: Teams partner with clients to implement, monitor, and evaluate HR policies, programs and services, with the Centre of Excellence ensuring the integrity of process administration and pension, benefits and payroll data.

CFMWS MISSION “To contribute directly to the Forces’ philosophy, “People First, Mission Always” through the provision of a full range of fitness, sports and recreation; family and charitable support; retail

and personal financial services that enable our members to focus on operational effectiveness and better tackle the unique challenges of military life.”

Strategic Objective #4 – CFMWS will acquire, develop, retain and manage our talent effectively.

CFMWS VISION: By 2020, double the reach to our one community, one million strong and be their best choice for morale and welfare programs and services.”

Centre of Excellence

National Payroll

National Capital Region

East

Central

West

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HUMAN RESOURCES MISSION

“To create strategic and tailored HR solutions that contribute to business outcomes. We accomplish this through partnerships that

promote a high performing and diverse workforce in a healthy, safe and respectful workplace.”

HUMAN RESOURCES VISION

“To inspire a culture of excellence and collaboration.”

HUMAN RESOURCES VALUES

INTEGRITY We will always act in a manner that instills the highest level of confidence in our clients and our staff. We build on relationships based on trust thereby establishing relationships in the Community. We act with honesty and transparency.

COURAGE The will to confront adversity rather than fleeing or ignoring it. We take intelligent risks and support others to do the same. We speak truth to power and take action when necessary even if it could be unpopular. We delegate without control, empower without fear.

RESPECT We approach relationships with open mindedness, empathy and compassion. We are kind, courteous and inclusive.

COMMUNITY We create a sense of belonging and recognize that each person is an integral part of the team. We value our diversity and the strengths, competence and perspectives of our people. We collaborate and communicate openly and transparently. We create positive energy in everything we do.

ACCOUNTABILITY We understand our roles and we take accountability for our work and for our results and we hold others accountable without passing blame. We own our decisions, actions and mistakes. We recognize and communicate when we need help. We take initiative, follow through and do what we said we would do.

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HUMAN RESOURCES 2018-2021 STRATEGIC RESPONSE

The 2018-2021 HR Strategy will have the following Key Results Areas:

By 2021, the organization will have a total rewardsstrategy that is relevant to our lines of business, thatsupports a culture of performance, that is affordable,fair, transparent, recognizes our employees andserves as the foundation of our Employee ValueProposition.

Benefits: Direct and indirect compensation that

support different business lines.

Maintain an affordable Defined BenefitPension Plan.

A Job Evaluation system that reflectscorporate values and the needs of thedifferent business lines.

A recognition program that values andrecognizes exceptional work performanceand behaviors.

Success Factors: Attract quality candidates.

Reduced offer declined rate.

Retain top talent.

Improve employee engagement.

Recognition from clients that we are bettermeeting their business needs.

Efficiency and effectiveness of the benefitscosts.

Reduced number of repeated JE requests.

Ensure logical internal hierarchies.

Diversifying Compensation

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By 2021, the organization will improve and enhanceits internal and external recruiting practices to reachand attract a greater pool of desirable candidatesand increase the diversity of our workforce.

Benefits: Better reach and attraction of desirable

candidates.

Better understanding of internal mobilitypossibilities.

Increased diversity and inclusion in ourworkplace.

Leveraging technological solutions.

Success Factors Improved quality, quantity and suitability of

candidates.

Reduction in the reposting of key positions.

Reduction in declined offers of employment.

Increased transparency and understandingregarding internal mobility decisions.

Reduction of gaps of equity seeking groups.

Increased diversity and inclusion practices.

Better leverage of available technologicalsolutions.

Innovating Recruitment &

Increasing Diversity

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By 2021, the organization will be articulatingperformance standards and expectations for allemployees and will assess them accordingly. It willrecognize and hold employees accountable for theirachievements and compensate them according totheir performance, where appropriate.

Benefits: Increased ability for managers to drive

performance results through discussion,recognition and accountability.

Increased ability for managers to recognizeand reward employees for theirachievements.

Increased ability for managers to support thedevelopment of their employees and discusscareer aspirations.

Success Factors Increased performance across the

organization.

Increased value and improved outcomes formanaging performance.

Increased use of performance managementtools.

Increased link between performancediscussions and employee development.

Driving Performance

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By 2021, the organization will have a leadershipdevelopment program that is flexible, accessible,effective and collaborative and uses a combinationof experiential, network, leader-led and formallearning.

Benefits: Improved development of the leadership

skills and competencies of our staff.

Supports the growth and development ofemployees who aspire to fill higherleadership positions.

Uses a flexible, accessible, effective andcollaborative approach to facilitate theparticipation of employees across theorganization while supporting businessneeds.

The combination of learning leverages bestpractices and better leverages existingbusiness activities.

Success Factors: Increased awareness of the leadership skills

and competencies needed in thisorganization to drive business success.

Increased participation of employees acrossthe organization in leadership developmentactivities.

Improved leadership skills andcompetencies of our staff.

Increased suitability for employees to fillfuture vacancies.

Increased link between leadershipdevelopment activities and internal mobility.

Developing Leadership

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By 2021, the organization will advance workplace

wellness in a manner that promotes a physically, socially and mentally healthy workforce.

Benefits: Managers and employees understand the

relationship between healthy employees and increased engagement and productivity.

Employees at all levels recognize they have a role in impacting workplace wellness.

A more resilient workforce.

Prevent employee absences, or shorten the

duration of absences, by providing early support interventions.

Success Factors: Increased awareness from both managers

and employees of how to impact workplace wellness and the benefits of investing in a healthy workplace.

Increased use of accessible health and wellness services, tools and resources.

Increased use of preventative and early

intervention solutions.

Reduction in the incidents and duration of sick leave and long-term disability claims

Advancing Workplace Wellness