From Discovery to Innovation

“Developing Management Capacity, HR Planning and Learning for the Science and Technology Community” - A workshop on community leadership

Presented at CSPS and PSHRMAC conference – February 17, 2006

Ottawa Congress Centre

Presentation Outline

• Discover NRC – a history of collaboration• Strategic Planning• Employment Philosophy• HR Governance

– Human Resources Plan– Steering Committee

• Key Initiatives• Lessons Learned

Who Are we?• NRC is Canada’s leading government resource for

scientific research, development and technology-based innovation.– NRC’s work spans the innovation spectrum from

scientific discoveries at the frontiers of knowledge to technology commercialization

– NRC works in important new fields such as genomics, fuel cells, bioinformatics, photonics, nanotechnologies to sustainable development technologies

NATIONAL RESEARCH COUNCIL (NRC)• National organization, federal government

agency part of the Industry portfolio– > 4,500 full-time employees, > 1,100 guest

workers• Over 20 institutes/labs – represented in over 90

communities across Canada

A history of collaboration• Over 900 formal collaborative arrangements with

Canadian Partners and over 100 with International Partners worth over $16.5 million

• Representation on over 180 scientific editorial board• Active in 68 national and international research

networks • 412 adjunct professorships in Canadian Universities• 14 Industry Partnership Facilities (IPF) graduates in

2004/05

Vision - Strategic Pillars

• Outstanding People – Outstanding Employer• Excellence and Leadership in R&D• Technology Clusters• Value for Canada• Global Reach

NRC’s Employment Philosophy

• Recruit and retain outstanding people• Provide employees an opportunity to grow professionally,

utilize strengths and maximize their capability• Reward based on level of professional development and

level of productivity in their job• Create a respectful partnership based on trust and

understanding

So what are some of our challenges?

• Keeping pace with the recent growth (people, systems)• Juxtaposition between– the structure called for in

Government and the need for creativity and freedom of action

• Competing priorites/limited funds• Demographics (aging population)• Competition for talent • Continuous environmental analysis

Building Capability: The Role of HRM

Workforce Requirements and Organizational Capabilities

NRC Vision

HRM

NRC Strateg

y

HRM Strategy

Values & Ethics

Employment Philosophy

Linking HRM Objectives to Business ObjectivesBusiness Strategy

What are the strategic goals of NRC?

Organizational Capabilities& Workforce

RequirementsWhat is needed to enable

NRC to meet goals?

HRM Strategic FocusWhich HRM actions develop needed

capabilities?

Detailed MeasuresHow will we know HRM

actionssupport NRC business

goals?

Defining Workforce Requirements and Organizational Capabilities

Business Strategy

EnvironmentalForces

Internal Assessment

Organizational

Capabilities

Environmental Forces/External Challenges

Changing Demographics

Globalization

Changing Nature of Science

Aging workforce = labour shortages=competition, knowledge transfer, sustainable workforce

Immigrants represent 70% of labour force growth;

Multidisciplinary science = need for cross-functional capability

Internationalization of S&T: need to address current barriers

Building the innovation system: forging relationships with industry, academe and government

Commercialization & social impact

Government S & T Agenda

Internal Reality/Internal Challenges

Changing Demographics

Competency Gaps

Average Ages = RO (46); TO (41); MG (51)

56% of MG’s, 25% of RO’s, 33% of RCO’s are eligible to retire by 2008 without penalty

Workforce diversity (53.8% in 2002)

Nurturing scientific excellence

Managing organizational evolution: horizontal & diagononal innovation

Cultivating agility

Talent Management

Building a cohesive NRC driven by values & ethics

Alignment of Rewards

With Goals

Rapid Growth

Vertical Org. Structures /Work

Processes

Linking HRM Objectives to Business Objectives

Business Strategy

NRC assumes leadershipPosition in 3 new scientificEngineering research domains

New technology clusters in 10Canadian communities by 2006

Innovative S&T commercializationPractices

Canadian innovation systemsAssures access to international Facilities and research networks

Major innovator in HRM

Workforce Requirements

Organizational Capability

Research Excellence

Strategically Focused

Integrated

Adaptive

Linking HRM Objectives to Business Objectives

Workforce Requirements

Organizational Capability

Research Excellence

Strategically Focused

Integrated

Adaptive

HRM Strategic Focus

Develop leadership at all levels

Recruit outstanding employees

Build cross-functional & cross-cultural capability

Align compensation and reward practices

Performance Management

Linking HRM Objectives to Business Objectives

HRM Strategic Focus

Develop leadership at all levels

Recruit outstanding employees

Build cross-functional & cross-cultural capability

Align compensation and reward practices

Performance Management

Detailed Measures

Employee survey indicates satisfaction with leadership

Recognition internally & externally for quality of people

Speed with which new groups form

Increased organizational awareness

Better harmony within & across teams

Compensation supports recruitment and retention

Reinforced behaviours and attitudes

Build bench strength (next three generations of leaders)

NRCVISION(5 – 10 years)

I/P/BBusiness

Plans(3 years)

Operations

Individual/Group

Performance

I/P/B Perf.

Report Management Accountability

Framework

DepartmentalPerformance

Report

PLANNING

I/P/BStrategic

Plans(5 years)

REPORTING

Integrated Planning

Q4Jan. 1 – Mar. 31

Q1Apr. 1 – Jun. 30

Q3Oct. 1 – Dec. 31

Q2Jul. 1 – Sep. 30

FY-End Resource Adjustments (January)

NRC Report on Plans & Priorities (RPP) tabled in Parliament (March)

Review of End of FY Performance, Adjustments to Plans & Resource Requests for upcoming FY - (February - March) *

Presentations by VPs and DGs to Council/Advisory Boards (March) *

Preliminary Resource Allocation for upcoming FY (End of March)

Environmental Scan--Review & Update (April - August)

Final Resource Allocation and Adjustments to Plans for current FY - (April) *

Updated Accountability Management Agreements - AMAs (MGs) - (April) *

MRRS/EMIS Review & Updates (July)

SEC Priorities Retreat for upcoming FY (Early September)

Corporate Branches Planning Integration Workshop for upcoming FY (September)

MG Leadership Forum (Late September)

Mid-FY Review Against Plans (Reporting by Exception Only) & Status on Resources (Early October)

Mid-FY Resource Adjustments (Mid-October)

NRC P&PM Network Meeting (October)

NRC Departmental Performance Report (DPR) tabled in Parliament (October)

Mid-FY Adjustment to Plans & Proposed Changes for upcoming FY (November)

Proposed Integrated NRC Planning, Risk & Performance Management Process & Cycle

(Draft- 30 November 2005)

Corporate Activities

Meetings

Resources

Portfolio & I/P/B Activities

Reviewing & Reporting

Planning & Implementing

Management Accountability Framework – review (November)

* Issue--Current NRC Financial Cycle for end-of-year budget expenditures is May/ June

NRC P&PM Network Meeting (Early February)

Resource FY-End Forecast Review (November -December)

New activities are highlighted in red text

Q4 Jan. 1 - Mar. 31

Q1Apr. 1 - Jun. 30

Q3Oct. 1 - Dec. 31

Q2Jul. 1 - Sep. 30

HRB Activities

NRC HRM meetings (e.g.: HRMSC)

Accountability Management Agreements

Financial resources committed

I/B/P involvement

Submit OL Annual Report to PSHRMAC

Send out call for EE Accountability Agreement

HRMSC Performance Report against HRM Plan

Completion of individual I/B/P EE Accountability Framework

Review by the Human Resources PromotionCommittee (HRPC) of promotion cases

Call for NRC Outstanding Achievement Awards

Call for I/B/P HR Plans

Preparation of data produced for HR Measurement Framework-Part of DPR process

Submit EE Annual Report to TB/Parliament

Submit Multiculturism Report to Heritage Canada

NRC Leadership ForumCall for I/B/P preparation of

Employee Performance Reports

Call for MG Performance Review

Review HRM Plans & Policies -stemming in part from I/B/P HR Plans

Review MG’s Performance Assessment

HRB HRM Integrated Planning and Performance Management Process/Cycle

Call for RO/RCO promotion cases - non delegated-

Call for I/B/P HR Plans

Review by the Human Resources PromotionCommittee (HRPC) of promotion cases

Call for RO/RCO promotion cases - non delegated-

Draft 4 / August 29-05

HRB/FB user group conference

AD Conference

Compilation of hiring data

Evaluation of recruitment programs

HRM IT/IM Strategy and Operations Plan

Call for “LEAD” participants

Assess “LEAD” candidates

Identify possible “LEAD” assignments

Review Outstanding Achievement Award submissions

Delivery of outstanding Achievement Award Ceremony

S&T-Community Initiatives at work in NRC• Leading Scientific Teams• Life Long Learning Guide• Leadership Workshop for Women in Science

How did we get here?

• Appreciation of the Business Imperative• Shared HR Agenda both with internal management and

S&T Community• Establishment of Human Resources Management

Steering Committee (HRMSC)• Senior Executive Commitment and involvement• HRB’s involvement in community initiatives

Lessons Learned• Change in mindset – move away from “reductionist thinking”• Encourage and build from the innovators• Approach large scale change from both a tactical and strategic

angle• Challenge current culture (assumptions, behaviours and

beliefs)• Plan for implementation while in development: be aware of

assimilation capacity• Secure strong consistent sponsorship from senior

management: not an HR initiative• Ensure local advocates and change agents: involve targets• Consult, communicate, listen and adapt• Make it real…link to organization’s vision