Re-training for Employees in the New City
The Corporate Services Committee recommends the adoption of the following report (March11, 1999) from the
Executive Director of Human Resources; and further, that the Executive Director of Human Resources be
requested to review the retraining strategy with the affected unions and representatives of COTAPSAI; and should
any additional recommendations arise from those consultations that such recommendations be submitted to the
Corporate Services Committee for consideration:
Purpose:
The proposed retraining strategy is intended to:
(1)meet the Corporate financial targets while minimizing negative impact on people;
(2)optimize workforce effectiveness by affirming and building on employees' talents, skills and experience;
(3)work in partnership with departments to meet their emerging operational staffing needs and objectives;
(4)foster ongoing workplace learning, with an emphasis on the joint responsibility of the employee and the organization;
and
(5)provide specific skills and knowledge to enable workgroups and individuals to carry out their work effectively.
Funding Sources, Financial Implications and Impact Statement:
In 1998, $500,000.00 was allocated for retraining from the Workforce Reduction and Re-training Reserve fund. In 1999,
$2,000,000.00 has been budgeted by the Chief Financial Officer subject to approval of the strategy by Council.
Recommendations:
It is recommended that:
(1)the attached Re-training Strategy for Employees in the New City be approved; and
(2)Human Resources report to the Corporate Services Committee periodically on the success of the Re-training Strategy.
Council Reference/Background/History:
Re-training to support re-deployment of Staff:
Council requested that staff develop a re-training strategy to support the Corporation in redeploying staff during the
amalgamation period. Re-deployment is an extremely complex process in a unionized environment undergoing
amalgamation and downsizing. For this reason, the Human Resources Division is developing a separate strategy to address
re-deployment issues.
While re-training will support re-deployment, the focus of this report is on a re-training strategy which enhances the
existing skill sets of individuals and work groups in their current positions. This was also approved by Council in its
consideration of the Human Resources Principles for Transition.
Comments:
Re-training 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, re-training programs in this instance will be available to
individuals and workgroups who already have a set of core skills essential for their current or new city positions.
Re-training will be available for those who require additional skills and/or knowledge to strengthen existing competencies.
Re-training is not meant to create an entirely new career direction. Examples of re-training could include CAD upgrading
course for a newly merged workgroup; a new audit procedure for the department to help meet the new demands; and
business process redesign training to support the service rationalization efforts in departments.
Re-training will be a co-operative effort which will include the department/division, the affected employee(s), and Human
Resources. As the strategy is implemented, Human Resources will be consulting with the unions and management groups.
The strategy is attached as Appendix I:
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 re-training strategy is one element in developing a skilled and committed workforce.
Contact Name:
Barbara Freedman
Director, Employee and Organization Effectiveness
392-5342.
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Appendix I
Re-training Strategy for Employees in the New City
(1)Introduction: Our Approach to Training and Organization Development in the City of Toronto:
The importance of ongoing training, learning and competency development to the success of an organization has been
widely recognized in both the private and public sectors as a wise and prudent investment in its future health and
competitiveness. The City of Toronto is no exception; we are committed to working with managers and staff to develop
their knowledge and range of skills required to deliver services in ways that are effective, efficient, safe, and valued.
We are creating new learning partnerships between employees and the organization. The Employee and Organizational
Effectiveness Unit (EOE) within Human Resources is committed to working with departmental managers and staff to
provide a variety of quality educational services, including this Re-training Strategy. Our goal is to support employees in
their ongoing competency development and enhance the organization's capability to deliver service.
Employees' responsibilities in this new partnership include:
(I)planning and pursuing educational opportunities which enhance their existing skill sets; and
(II)preparing for future job requirements and job possibilities through on-the-job-training, self study courses, career
coaching and counselling, special project assignments, and training courses.
The organization's responsibilities in this partnership include:
(A)support from managers in planning or creating on-the-job learning opportunities;
(B)support from managers in helping employees' develop learning plans;
(C)time for employees to attend job-related or developmental educational events; and
(D)providing a variety of educational programs, courses and services including tuition assistance and funds for
professional development to employees.
Furthermore, in order to achieve maximum training impact, Human Resources is developing a competency-based approach
to training and skills development. This approach will more closely link the new corporate performance management
system, succession planning , career development services, corporate and departmental educational programs, with specific
skills and knowledge staff need for service delivery.
(2)Principles and Assumptions about the Re-training Strategy :
(1)it forms part of the corporate training and organization development strategy;
(2)it is targeted to work groups or to permanent or temporary staff who because of amalgamation, downsizing, or
downloading require enhanced or new skills;
(3)it assumes employee have the basic skills required by the job;
(4)it is designed to enhance employees' existing skill sets; it is not designed to support significant career changes;
(5)it is most successful when linked to business needs;
(6)it is most successful when managers support the concept, acknowledge the need for ongoing learning, and actively
support employees requiring re-skilling;
(7)re-training processes must be simple to access, administer and evaluate; and
(8)responsibility for ensuring re-training takes place lies primarily with the appropriate manager in consultation with
Training and Development.
Retraining Work Groups:
Rationale:to address the particular circumstances brought about by amalgamation where work teams from seven different
municipalities have come together and have a need to establish common standards, norms, work practices and procedures
Objective:to assist managers to provide staff with additional skills or knowledge needed to meet new standards and work
practices which will result in a set of common skills and knowledge bases within the work team
Eligibility:individuals or work teams who because of amalgamation and the changes to standards, work practices and
procedures within a Department need to upgrade and refine their existing skills and knowledge in order to perform their
current jobs
Process:Retraining will be conditional on:
(a)identifying the skills or knowledge needed for the job;
(b)assessing the current skill set of the individual or work group;
(c)identifying the gap between "what is" and "what's needed"; and
(d)providing training and evaluating impact.
Roles:Departmental managers identify immediate needs for retraining due to amalgamation within their units, and
contact a Training and Development HR consultant for assistance
The Training and Development HR consultant will work with the manager to clarify training priorities, assess skills or
knowledge gaps, design a training plan, complete a "Retraining Fund Application" form, access the EOE Retraining Fund
to pay for external training services if required, broker or deliver the training required, and assess training impact.
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The Corporate Services Committee reports, for the information of Council, having also had before it a communication
(March18, 1999) from Ms. Anne Dubas, President, C.U.P.E. Local 79, forwarding comments respecting the issue of
Re-training for Employees in the New City.
Ms. Anne Dubas, President, C.U.P.E. Local 79, appeared before the Corporate Services Committee in connection with the
foregoing matter.