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5.0 human resources [2011/11/09 00:19] admin [5.0 Human Resources] |
5.0 human resources [2017/12/05 17:52] (current) |
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| In recent years, some municipal governments have experienced difficulties in attracting and retaining qualified personnel to work in key positions such as the LGA, Finance or Public Works. Some reasons for this include ongoing changes in the NWT economy, increasing responsibilities for municipal governments, a shortage of qualified workers and a general inability of municipal governments to provide competitive wage and benefits packages (compared to government and industry). | In recent years, some municipal governments have experienced difficulties in attracting and retaining qualified personnel to work in key positions such as the LGA, Finance or Public Works. Some reasons for this include ongoing changes in the NWT economy, increasing responsibilities for municipal governments, a shortage of qualified workers and a general inability of municipal governments to provide competitive wage and benefits packages (compared to government and industry). | ||
| - | In light of these challenges, MACA developed the [[http://www.maca.gov.nt.ca/school/tools/CGHRDS%20Manual%20.pdf|Community Government Human Resources Development System (CGHRDS)]] to help assist community governments. Much of the information in this section has been summarized from the CGHRDS Manual (which is available on MACA’s website). | + | In light of these challenges, MACA developed the [[http://www.maca.gov.nt.ca/?page_id=552|Community Government Human Resources Development System (CGHRDS)]] to help assist community governments. Much of the information in this section has been summarized from the CGHRDS Manual (which is available on MACA’s website). |
| ==== 5.1 Role of the LGA ==== | ==== 5.1 Role of the LGA ==== | ||
| - | The LGA is hired by Council and reports to Council. All other community government staff are hired by, and report to, the LGA or another staff member as delegated by the LGA. This is illustrated in the organizational chart ([[http://lgant.ca/Resources/Section%205%20Resources/Org%20Charts/Organizational%20Chart%20-%20Jean%20Marie%20River.pdf |Jean Marie River Organizational Chart]]) below: | + | The LGA is hired by Council and reports to Council. All other community government staff are hired by, and report to, the LGA or another staff member as delegated by the LGA. This is illustrated in the organizational chart below: |
| {{ 5-1Chart.png }} | {{ 5-1Chart.png }} | ||
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| To ensure that a municipal government has the qualified staff it needs, the Council and LGA should: | To ensure that a municipal government has the qualified staff it needs, the Council and LGA should: | ||
| - | * Develop and implement a Human Resources Plan; | + | * develop and implement a Human Resources Plan, |
| - | * Follow good practices for attracting and retaining staff; and, | + | * follow good practices for attracting and retaining staff and |
| - | * Adopt suitable human resource policies. | + | * adopt suitable human resource policies. |
| ==== 5.2 Human Resource Planning ==== | ==== 5.2 Human Resource Planning ==== | ||
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| The LGA should be the lead person in developing the Human Resource Plan but will need to receive input on the plan from the Council, other senior managers and staff. | The LGA should be the lead person in developing the Human Resource Plan but will need to receive input on the plan from the Council, other senior managers and staff. | ||
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| - | A Human Resources Plan ([[http://lgant.ca/Resources/Section%205%20Resources/HR%20Planning/HR%20Plan%20-%20template.pdf |HR Plan Template]]) should be tailored to the specific needs of the municipal government. While there is no particular format for writing an HR Plan, typical elements usually include: | + | A Human Resources Plan ([[http://www.lgant.com/sites/default/files/Tool_Developing_HR_Plan_%28ICSP%29_2009.pdf |HR Plan Template]]) should be tailored to the specific needs of the municipal government. While there is no particular format for writing an HR Plan, typical elements usually include: |
| - | * The municipal government’s Vision and Mission Statements; | + | * the municipal government’s Vision and Mission Statements, |
| - | * Key principles and values that employees are expected to follow; | + | * key principles and values that employees are expected to follow, |
| - | * A summary of the current programs and services delivered by the municipal government and any new programs or services planned for the future, | + | * a summary of the current programs and services delivered by the municipal government and any new programs or services planned for the future, |
| - | * An analysis that identifies various factors (changes in funding, changes in priorities, changes in technology, needed skill sets etc) that may impact on the municipal government’s current and future human resource needs, | + | * an analysis that identifies various factors (changes in funding, changes in priorities, changes in technology, needed skill sets etc) that may impact on the municipal government’s current and future human resource needs, |
| - | * An organizational chart that shows current and future staffing requirements; and, | + | * an organizational chart that shows current and future staffing requirements, and, |
| - | * A work plan outlining the strategies and actions that the community government will take to address any identified issues or gaps. These could include capacity, skill sets, training needs, succession planning etc. | + | * a work plan outlining the strategies and actions that the community government will take to address any identified issues or gaps. These could include capacity, skill sets, training needs, succession planning etc. |
| More information on the process of human resource planning is available in chapter 2 of the CGHRDS Manual. | More information on the process of human resource planning is available in chapter 2 of the CGHRDS Manual. | ||
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| ==== 5.3 Attracting and Retaining Staff ==== | ==== 5.3 Attracting and Retaining Staff ==== | ||
| - | Community governments need qualified employees to carry out all the different activities that occur within a community. Individuals interested in working in municipal governments can obtain more information here. ([[http://lgant.ca/Resources/Section%205%20Resources/Jobs%20in%20Community%20Government%20%28MACA%29.pdf |Jobs in Community Government]]) | + | Community governments need qualified employees to carry out all the different activities that occur within a community. Individuals interested in working in municipal governments can obtain more information here. ([[http://www.maca.gov.nt.ca/resources/jobs_in_cmty_government.pdf |Jobs in Community Government]]) |
| - | There are a number of best practices that a municipal government should follow to maximize its ability to attract and keep qualified staff. These include | + | There are a number of best practices that a municipal government should follow to maximize its ability to attract and keep qualified staff. These include: |
| === 5.3.1 Job Descriptions === | === 5.3.1 Job Descriptions === | ||
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| Effective and meaningful job descriptions are essential. A job description is the “blueprint” that specifies what needs to be done and the type of person needed for the job. Job descriptions also provide the basis for several other aspects of a human resource management system including recruitment and selection, performance evaluation and training and development. | Effective and meaningful job descriptions are essential. A job description is the “blueprint” that specifies what needs to be done and the type of person needed for the job. Job descriptions also provide the basis for several other aspects of a human resource management system including recruitment and selection, performance evaluation and training and development. | ||
| - | Examples of [[http://www.maca.gov.nt.ca/school/tools/index.html |job descriptions]] for more than 90 different jobs are available. Chapter 3 of the CGHRDS Manual provides step-by-step instructions for developing a job description. | + | Examples of [[http://www.maca.gov.nt.ca/?page_id=552 |job descriptions]] for more than 90 different jobs are available. Chapter 3 of the CGHRDS Manual provides step-by-step instructions for developing a job description. |
| The LGA (or other senior managers) should also review job descriptions every few years to keep them up to date and incorporate any changes that may have occurred in job duties or the training needed to perform a job. | The LGA (or other senior managers) should also review job descriptions every few years to keep them up to date and incorporate any changes that may have occurred in job duties or the training needed to perform a job. | ||
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| A typical municipal government spends 25 to 35 per cent of its annual operating budget on staff salaries and benefits. While this is a very significant portion of the overall budget, it is important that municipal governments offer a competitive pay and benefits package. Competitive salaries or wages is one of the most effective tools that a municipal government has to attract and keep qualified staff. | A typical municipal government spends 25 to 35 per cent of its annual operating budget on staff salaries and benefits. While this is a very significant portion of the overall budget, it is important that municipal governments offer a competitive pay and benefits package. Competitive salaries or wages is one of the most effective tools that a municipal government has to attract and keep qualified staff. | ||
| - | A municipal government should have detailed policies and procedures for pay administration ([[http://lgant.ca/Resources/Section%205%20Resources/HR%20Policies/JMRFN%20Admin%20&%20Personnel%20%28Feb%2016%202011%29.pdf |Jean Marie River First Nation Administration & Personnel Policy]]) including salary and wage rates, other allowances, overtime, pay periods and deductions. | + | A municipal government should have detailed policies and procedures for pay administration ([[http://www.lgant.com/sites/default/files/Policy_Admin_Personnel_2011_Jean_Marie_River.pdf |Jean Marie River First Nation Administration & Personnel Policy]]) including salary and wage rates, other allowances, overtime, pay periods and deductions. |
| Benefits are very important to most employees and can help the municipal government attract and retain employees. Examples of the different types of benefits that some municipal governments (and other types of employers) may support include: | Benefits are very important to most employees and can help the municipal government attract and retain employees. Examples of the different types of benefits that some municipal governments (and other types of employers) may support include: | ||
| - | * extended health care insurance(s), | + | * Extended health care insurance(s) |
| - | * pension plan | + | * Pension plan |
| - | * dental plan | + | * Dental plan |
| - | * disability insurance | + | * Disability insurance |
| - | * clothing allowance | + | * Clothing allowance |
| - | * medical travel assistance | + | * Medical travel assistance |
| - | * northern living allowance | + | * Northern living allowance |
| - | * staff housing | + | * Staff housing |
| === 5.3.3 Job Competitions === | === 5.3.3 Job Competitions === | ||
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| Basic orientation activities should include: | Basic orientation activities should include: | ||
| - | * Introductions to other staff | + | * introductions to other staff, |
| - | * Familiarization with the office or workplace | + | * familiarization with the office or workplace, |
| - | * Explaining the purpose and structure of the organization | + | * explaining the purpose and structure of the organization, |
| - | * Explaining basic rules and procedures (particularly health and safety) | + | * explaining basic rules and procedures (particularly health and safety) and |
| - | * Providing job-specific information such as expectations, work plans, challenges etc. | + | * providing job-specific information such as expectations, work plans, challenges etc. |
| Chapter 6 of the CGHRDS Manual provides more suggestions on what should be covered in an orientation process. | Chapter 6 of the CGHRDS Manual provides more suggestions on what should be covered in an orientation process. | ||
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| * Finalize the evaluation. Both the supervisor and the employee should sign the appraisal and a copy should be placed on the employee’s file. The employee should also be given a chance to provide written comments on the appraisal, particularly if he/she does not agree with it. | * Finalize the evaluation. Both the supervisor and the employee should sign the appraisal and a copy should be placed on the employee’s file. The employee should also be given a chance to provide written comments on the appraisal, particularly if he/she does not agree with it. | ||
| - | More information on performance evaluation is available in Chapter 7 of the CGHRDS Manual. Copies of [[http://www.maca.gov.nt.ca/school/tools/index.html|performance evaluation forms]] for more than 90 positions are also available on the MACA web site. | + | More information on performance evaluation is available in Chapter 7 of the CGHRDS Manual. Copies of [[http://www.maca.gov.nt.ca/?page_id=552 | performance evaluations]] for more than 90 positions are also available on the MACA web site. |
| === 5.3.6 Training and Development === | === 5.3.6 Training and Development === | ||
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| More information on dispute resolution processes is available in Chapter 10 of the CGHRDS Manual. | More information on dispute resolution processes is available in Chapter 10 of the CGHRDS Manual. | ||
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| ==== 5.4 Terminations ==== | ==== 5.4 Terminations ==== | ||
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| There are many reasons why employees are terminated, including: | There are many reasons why employees are terminated, including: | ||
| - | * Dismissal with cause; | + | * dismissal with cause, |
| - | * Rejection of probation; | + | * rejection of probation, |
| - | * Layoffs; | + | * layoffs, |
| - | * Medical termination; | + | * medical termination, |
| - | * Resignation; | + | * resignation, |
| - | * Retirement; or, | + | * retirement or |
| - | * Death. | + | * death. |
| If a municipal government has wrongful dismissal insurance coverage, it must first obtain a legal opinion supporting the proposed termination before it proceeds. | If a municipal government has wrongful dismissal insurance coverage, it must first obtain a legal opinion supporting the proposed termination before it proceeds. | ||
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| Details on each of these situations and the steps that the LGA should follow are provided in Chapter 11 of the CGHRDS Manual. For further information, refer to the NWT and Nunavut Termination Guide and these tools, templates and policies. | Details on each of these situations and the steps that the LGA should follow are provided in Chapter 11 of the CGHRDS Manual. For further information, refer to the NWT and Nunavut Termination Guide and these tools, templates and policies. | ||
| - | ([[http://lgant.ca/Resources/Section%205%20Resources/Terminations/Northwest%20Territories%20and%20Nunavut%20Termination%20Guide.pdf |Terminations]]). | + | ([[http://www.lgant.com/sites/default/files/Tool_NWT_NU_Termination_Guide_N.D..pdf |Terminations]]). |
| ==== 5.5 Personnel Records ==== | ==== 5.5 Personnel Records ==== | ||
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| Human resource policies are vital for any organization. These policies outline the terms and conditions of employment relating to pay, hours of work, employee benefits and other general working conditions. Such policies are important so that employees know how to conduct themselves, what benefits they are entitled to and how the municipal government operates. HR policies also assist the LGA and other managers by defining areas of authority and describing how different situations should be handled. | Human resource policies are vital for any organization. These policies outline the terms and conditions of employment relating to pay, hours of work, employee benefits and other general working conditions. Such policies are important so that employees know how to conduct themselves, what benefits they are entitled to and how the municipal government operates. HR policies also assist the LGA and other managers by defining areas of authority and describing how different situations should be handled. | ||
| - | Community governments are encouraged to have a human resource policy or bylaw ([[http://lgant.ca/Resources/Section%205%20Resources/HR%20Policies/JMRFN%20Admin%20&%20Personnel%20%28Feb%2016%202011%29.pdf |Jean Marie River First Nation Admin & Personnel]] [[http://lgant.ca/Resources/Section%205%20Resources/HR%20Policies/Ft.%20Simpson%20Employee%20Directive.pdf |Ft. Simpson Employee]]). The policy or bylaw should: | + | Community governments are encouraged to have a human resource policy or bylaw ([[http://www.lgant.com/sites/default/files/Policy_Admin_Personnel_2011_Jean_Marie_River.pdf |Jean Marie River First Nation Admin & Personnel]] [[http://www.lgant.com/sites/default/files/Policy_Employee_Discipline_2008_Whati.pdf |Whati Employee Directive]]). The policy or bylaw should: |
| - | * outline the terms of employment; | + | * outline the terms of employment, |
| - | * establish the remuneration and benefits of employees; | + | * establish the remuneration and benefits of employees, |
| - | * establish hours of work and terms of employment; | + | * establish hours of work and terms of employment, |
| - | * provide for the manner of appointment, promotion, discipline and dismissal of employees and officers; and | + | * provide for the manner of appointment, promotion, discipline and dismissal of employees and officers and |
| * on behalf of the municipal corporation, enter into collective or other agreements with employees. | * on behalf of the municipal corporation, enter into collective or other agreements with employees. | ||
| Municipalities that are Designated Authorities do not have bylaw making authority. They can only provide their direction through an employment policy or a policy adopting a union agreement. | Municipalities that are Designated Authorities do not have bylaw making authority. They can only provide their direction through an employment policy or a policy adopting a union agreement. | ||
| - | More information on human resource policies is available in Chapter 13 of the CGHRDS Manual. | + | More information on human resource policies is available in Chapter 13 of the CGHRDS Manual, and a sample policies and procedures manual can be accessed at: [[http://www.nwtac.com/icsp/policies-procedures-manual/]] |
| ==== 5.7 Union Agreements ==== | ==== 5.7 Union Agreements ==== | ||
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| **Discipline and Termination** – the LGA needs to be familiar with, and follow, the procedures outlined in the Collective Agreement related to the discipline and/or termination of an employee. | **Discipline and Termination** – the LGA needs to be familiar with, and follow, the procedures outlined in the Collective Agreement related to the discipline and/or termination of an employee. | ||
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