Monday, July 6, 1998

 To:Corporate Services Committee

 From:Executive Director, Human Resources

 Subject:Retraining / Redeployment for Employees in the New City

 Purpose:

 The proposed retraining strategy is intended to:

 meet the Corporate financial targets while minimizing negative impact on people;

optimize workforce effectiveness by affirming and building on employees' talents, skills and experience;

work in partnership with departments to meet their emerging operational staffing needs and objectives

foster ongoing workplace learning, with an emphasis on the joint responsibility of the employee and the organization

provide specific skills and knowledge to enable workgroups and individuals to carry out their work effectively.

  Funding Sources, Financial Implications and Impact Statement:

 Funding for retraining will be provided in a Corporate "Transition Fund", dedicated to immediate retraining initiatives. It is recommended that an initial $500,000.00 be allocated for these initiatives immediately. As departments identify their retraining requirements, they will be able to access the funds needed.

  Recommendation(s):

 It is recommended that this report be received for information.

  Council Reference/Background/History:

 Redeployment of Staff

Council requested that staff develop a retraining strategy to support the Corporation in redeploying staff during the amalgamation period. Redeployment is an effective way to retain committed staff and maintain "corporate knowledge", the understanding gained over years of service. Redeployment also minimizes costs associated with hiring new staff. In many cases, redeployment is dependent on retraining which provides staff with the necessary skills to be successful in the new positions. New positions which result from amalgamation or downloading may require skills which staff have in varying degrees, depending on their past experience. Retraining allows staff who want to stay and for whom there are positions, to continue to contribute to the organization.

 Retraining

Retraining is dependent on the needs of the organization and resources available from the organization to devote to this initiative. Given the demands of time and budget in the new city, as well as the number of employment opportunities, retraining programs in this instance will be available to individuals and workgroups who already have a set of core skills on which to build. Retraining will be available for those who require additional skills and/or knowledge to enhance existing competencies. Retraining is not meant to create an entirely new career direction. Retraining will be a co-operative effort which will include the department /division, the affected employee(s), and Human Resources. As we implement the strategy, we will be consulting with the unions and management groups.

  Comments and/or Discussion and/or Justification:

 SHORT-TERM STRATEGY:

Retraining will be available to individuals and to workgroups.

The short - term strategy for retraining will focus on:

retraining individuals who are immediately affected by restructuring and who, with some moderate retraining or reskilling, could be redeployed or reassigned in the division, department or elsewhere in the organization;

where appropriate, "under-filling" positions with employees who, with retraining support, have the ability to become fully qualified in the position within a reasonable period of time determined by the business needs;

reskilling intact work groups which are immediately affected by a restructuring or reengineering process and who, with some moderate reskilling could continue to provide valuable service in the division.

 Identification and Planning

As restructuring and re-engineering initiatives are developed, each department's final recommendations should include an analysis of retraining and skill development needs.

 Human Resources can assist a department/division in producing a proposed retraining / reskilling plan for specific individuals and work groups, including estimated costs and timetables to implement the plan. For each retraining initiative, a training schedule will be created with the trainee(s). This schedule will outline the supports as well as the skill and knowledge and achievement expectations.

 Overall co-ordination of the retraining / redeployment strategy will be the responsibility of Human Resources.

 Interim Placement: Transition Unit

In some instances, departments may be downsizing staff who would be appropriate for anticipated positions in another department. To retain and where feasible retrain these employees, Human Resources will place these employees in specified short-term interim positions until the positions are ready in the receiving department. During this interim period, these staff may also retrain for the additional skills required in the identified vacancies.

 Human Resources will establish a process which will provide a "Transition Unit" to resource short-term funded transition positions and transfer people to long-term vacancies across the organization.

 This approach will facilitate our ability to:

staff the organization throughout the period of downsizing;

accommodate the differing time-frames for staff reductions;

accommodate any anticipated increased staffing needs, e.g., in Community and Neighbourhood Services;

and recognize the transferability of skills within job families.

 LONGER-TERM STRATEGY:

 Departments are encouraged to establish trainee / apprenticeship programs to meet emerging organizational staffing needs and address longer-term issues of succession planning in specific jobs and / or technical areas.

 Such programs will assist in maintaining the corporation's Employment Equity gains and future objectives for members of designated groups.

 The Tuition Reimbursement Policy, which will be forthcoming, harmonizes best practices from the former municipalities and supports employees who wish to continue their development so as to enhance their potential for future opportunities within the organization. The organization will contribute tuition support; employees will contribute their own time and effort.

  Conclusions:

 Human Resources recognizes that it is essential to build a vision for the future which will encourage excellence and creativity in the workforce. The retraining strategy is one element in developing a skilled and committed workforce.

   Contact Name:

 Barbara Freedman

Director, Employee & Organization Effectiveness

392-5342

 Brenda Glover

Executive Director

Human Resources

Margaret Rodrigues

Commissioner

Corporate Services, HR Division