2017 Public Service Commission annual report

Message from the Chair of the Public Service Commission

The Ontario Public Service (OPS) continues to build on its strengths to lead change for the future. We rely on the skills of our diverse workforce to lead innovation, modernize services, and deliver programs to Ontarians.

A new focus on the OPS of the future has begun through a commitment to public service renewal. Effective human resource planning, policies and programs are key enablers for a renewed OPS.

In the past year, we have advanced the priorities, strategies and measures from the OPS HR Plan 2015-2020 to further build a positive and inclusive workplace culture, develop engaged and innovative leaders, and implement effective and fair HR practices.

Our policies and initiatives foster a more inclusive, safe and respectful work environment. We provide targeted learning and leadership development initiatives for employees at all stages of their career, and implement efficient and effective human resource supports to enable ministry outcomes. To measure our HR performance and sustain success, key performance indicators have been identified across the enterprise.

The OPS has once again been recognized as one of Canada’s Top 100 Employers, Greater Toronto’s Top Employers, Canada’s Top Employers for Young People, Canada’s Best Diversity Employers, and Canada’s Greenest Employers.

We will continue to build a more modern public service that innovates and delivers first-class programs and services to the people of Ontario.

Angela Coke
Chair of the Public Service Commission

Human resources in the OPS

The Public Service Commission (PSC) is the governance body that provides enterprise-wide direction for the effective management of human resources (HR) in Ontario’s public service. More specifically, it is responsible for:

• issuing directives and policies for the effective management of human resources;
• ensuring that the employment of public servants^{footnote 1[1]} is based on ethical and non-partisan practices; and,
• considering various employment actions, including appointments at the assistant deputy minister level and dismissals without cause.

The Treasury Board Secretariat (TBS) represents the "employer" on enterprise-wide human resource management initiatives. The Ministry leads the development of human resource policies and strategies to enable business outcomes within ministries. Key activities as the employer include:

• strategic HR planning and workforce analytics;
• corporate and agency governance;
• employee relations, compensation and collective bargaining;
• learning, including leadership development and talent management;
• employee experience;
• strategic enterprise policy and advice; and
• public appointments.

The Ministry of Government and Consumer Services (MGCS) implements HR policies and develops and delivers HR programs and services to ensure that the OPS attracts, retains, and fosters a supportive environment for employees. MGCS also delivers a range of pay and benefits services for our employees. Key activities include:

• HR advisory, recruitment and job classification services;
• organizational design and transformation consulting services;
• policy and collective agreement implementation and administration;
• OPS summer employment opportunities;
• health, safety and wellness programs and services; and
• pay and benefits administration.

The OPS Diversity Office is a close partner, and is responsible for promoting the transformation of the OPS into an inclusive organization at all levels. This office moved from MGCS to Cabinet Office in November 2016.

More information on the OPS enterprise HR community, including the roles and responsibilities of various components of the organization can be found on page 29.

OPS HR Plan 2015-2020

The OPS HR Plan 2015-2020: Building on our Strengths – Leading Change for the Future continues to provide the OPS with a roadmap for strategic human resource planning to ensure the OPS fosters a high-performing public service that attracts and retains the best employees.

This multi-year plan is evidence-based and addresses three priority areas:

• Fostering a positive and inclusive workplace culture.
• Developing engaged and innovative leaders.
• Implementing effective and fair HR practices.

Work is underway, corporately and across ministries, focusing on the plan’s three priority areas.

A key commitment of the HR Plan was the development of a Human Resources Performance Measurement Framework. This framework facilitates the adoption of a measurement oriented organizational culture for the HR function and ensures alignment of measurement strategies for all components of the HR Plan. The performance metrics and indicators have been identified, and data gathered (see Appendix A) to assess the effectiveness of the HR Plan.

OPS HR Plan 2015-2020 at-a-glance

The chart is a depiction of the OPS HR Plan: Building on our strengths - leading change for the future, along with the HR vision, priorities and accompanying strategies

HR Vision: to foster a high-performing public service that attracts and retains the best employees

Priority 1: Positive and Inclusive Workplace Culture

Strategies:

1. Safe and healthy workplace initiatives
2. Inclusive workplace initiatives
3. Employee engagement initiatives

Priority 2: Engaged and innovative leaders

Strategies:

1. Competency development and succession planning
2. Engagement of OPS leaders
3. OPS leadership strategy

Priority 3: Effective and fair HR practices

Strategies:

1. Human capital plan for HR professionals
2. Simplified and integrated HR processes and systems
3. HR policy effectiveness, measurement and collective bargaining

OPS Values: trust, fairness, diversity, excellence, creativity, collaboration, efficiency, responsiveness

A. Positive and inclusive workplace culture

Culture-related programs and initiatives were designed and delivered within the OPS to encourage inclusion, enhance the employee experience, and provide a healthy and safe work environment.

Public Service Renewal Project

The Public Service Renewal project was launched in February 2017. The goal of the project is to develop a strategic plan for public service renewal to ensure that our workforce has the opportunities, skills, culture, and leadership capacity to meet the growing expectations of Ontarians in a world of limited resources. The OPS will be better positioned for tomorrow through a vision and culture that inspires, engages and empowers staff at all levels, drives innovation, and enables the OPS to deliver exceptional results.

A crowdsourcing and co-design approach is being used to develop the strategic plan. Engagement with managers began in January 2017 and will continue throughout the year with staff and other stakeholders. Feedback from engagement sessions is being analyzed to inform the path forward.

Diversity, accessibility and inclusion

The OPS is committed to building an inclusive organization that is diverse and accessible; one that delivers excellent public service and enables all employees to fully participate. The OPS recognizes that qualified public servants with diverse talents and backgrounds are essential for providing quality services to the people of Ontario.

OPS Inclusion Strategic Plan

In the final year of the OPS Inclusion Strategic Plan 2013-2016, Inclusion Now! , the organization has continued to advance inclusion commitments in day-to-day business. Key priorities of the Plan and achievements of the OPS Diversity Office included:

1. Investing in inclusive leadership capacity
   • Updated and launched the OPS Inclusion Continuum Pilot for OPS managers and directors to further build inclusive leadership skills and develop more inclusive behaviours, teams and workplaces in the OPS.
   • Developed and launched Creating Respectful Workplaces training aimed at promoting and preventing harassment and discrimination, providing managers and directors with practical tools and strategies to create a healthy workplace.
   • Delivered Bias Awareness training to senior leaders across the OPS with the goal of enabling them to better understand personal bias and increase their ability to identify and mitigate its impact on decision-making.
2. Promoting an inclusive workplace culture for all
   • Supported eight employee networks to facilitate the creation of safe spaces for employees to connect with colleagues who share similar interests, backgrounds and/or experiences, and help advance inclusion in the OPS.
   • Making inclusion a fundamental part of all OPS business, and demonstrating leadership in accessibility
   • Coordinated and released the 2015 Multi-Year Accessibility Plan Annual Status Report (posted on Ontario.ca in November 2016).
   • Working with multiple ministries to remedy barriers and better promote accessibility; completed a review of 51 high impact statutes for people with disabilities and introduced amendments to 11 statutes across seven ministries.
   • Leveraging the success of the Diversity Mentoring Partnership Program, launched the Diversity Career Champions Program (DCCP) that includes a career focus and the participation of managers. The DCCP fosters reciprocal learning between OPS executives and staff on diversity and inclusion issues.
3. Using evidence to inform action, measure impact and report progress
   • Collaborated with enterprise partners on the OPS Anti-Racism Action Plan to improve and increase data collection and focus efforts on evidence-based priorities to make the OPS a more diverse and inclusive organization.

Going forward, ministries will continue to develop plans and annual progress reports using the OPS HR Plan 2015-2020 priorities as a guiding document. From 2017 onwards, the reporting will be captured through the PSC Annual Reporting process led by TBS.

Anti-racism Action Plan

This Action Plan highlights the OPS’s commitment to anti-racism. The priority actions within this Action Plan relate to policy, practice, and culture. Focus on all three areas is required to drive and sustain change across the OPS. Actions are being taken to strengthen and enhance our policies and practices, and to set out clear accountabilities and expectations for all OPS staff. This plan is about delivering change, and is intended to:

• Prevent race-based discrimination and harassment, create an environment where employees feel safe to identify incidents of harassment and discrimination, and effectively respond to complaints.
• Develop and implement effective strategies to further diversify the OPS at all levels, including senior management.
• Communicate and train OPS employees to increase understanding and awareness of racism and its impacts.

As part of Ontario’s three-year Anti-Racism Strategic Plan, an OPS Anti-Racism Strategy will be developed and implemented. This strategy will increase employee awareness and sensitivity to systemic racism, and develop and implement tools, tactics and targets to combat racism in the OPS.

Non-Executive recruitment inclusion lens

A new OPS Recruitment Inclusion Lens, for non-executive recruitment, is an important element to support inclusion and accessibility and is aligned with the OPS HR Plan 2015-2020 priority to continue to implement effective and fair HR practices. The lens will help managers and recruitment consultants ensure recruitment processes are more inclusive by making it easier to identify, mitigate or eliminate potential barriers at each stage of the recruitment process. A four-month pilot to test the lens was initiated in the first-half of 2017. An OPS-wide launch is targeted for the second quarter of 2017-2018. Once launched, the Recruitment Inclusion Lens will be available online and supporting tools will include a printable summary placemat, a worksheet and checklist.

Cultural competence

Public servants play a critical role in shaping the culture of equality. This culture change starts with an increased awareness of attitudes, perceptions and behaviours. To enable progress, the government has implemented mandatory Indigenous cultural competency and gender-based and anti-racism training for all staff.

As part of Walking Together: Ontario’s Long-Term Strategy to End Violence Against Indigenous Women, Indigenous partners identified training for public servants as a priority and a significant step toward improving the lives of Indigenous women and their families.

In 2016-2017, deputy ministers and assistant deputy ministers across the enterprise completed Indigenous cultural competency training. Indigenous cultural competency training for staff within the Ministries of Children and Youth Services, and Community and Social Services is showcased in the Ministry Achievements section on page 12.

Expanding our networks

In April 2016, the Secretary of the Cabinet hosted the inaugural Ontario Public Service (OPS) Expanding Our Networks Breakfast event to explore ways the OPS can attract, hire, develop, promote and retain the best available talent from across Ontario that reflects the public we serve at all levels of our organization. It was attended by members of leading professional and community organizations, senior leaders and employee network representatives from the OPS.

This first-of-its-kind event demonstrated a commitment to expand our outreach efforts, build relationships and share ideas. Initiatives like this continue to build upon our diverse and inclusive organizational culture. It also helps provide innovative, responsive and relevant services to the Ontarians we serve.

Summer Employment Opportunities Program (collection of demographic data)

MGCS has developed a survey for the voluntary collection of demographic data from 2017 summer students upon completion of their job term. The demographic data will help inform strategies for inclusive student employment practices, set a baseline profile of summer students hired each year, and assess the effectiveness of targeted outreach strategies. The survey will be launched in 2017.

Health and safety

The OPS completed its annual review of OPS health and safety policies. These policies include the:

• Occupational Health and Safety Policy
• Workplace Violence Prevention Policy
• Workplace Discrimination and Harassment Prevention (WDHP) Policy (now known as the Respectful Workplace Policy)

Abbreviated versions of the policies are posted in all workplaces.

Respectful Workplace Policy

In September 2016, after a comprehensive evaluation of the WDHP policy and program, the OPS launched the Respectful Workplace Policy (Policy to Support a Respectful Workplace and Prevent Workplace Harassment and Discrimination). The policy strengthens the focus on prevention and early intervention, while maintaining a rigorous discrimination and harassment framework, to address all forms of harassment, including sexual harassment. Key features include:

• Focus on culture and prevention.
• Better alignment with the workplace discrimination and harassment prevention program.
• Occupational Health and Safety Act changes addressed (for example, strengthened focus on sexual harassment).
• Roles and responsibilities clarified.

Healthy workplace, Healthy mind

The OPS mental health framework was released in June 2017. This framework will facilitate a shared responsibility and accountability for mental health in the OPS as identified by the OPS Mental Health Champions Committee (MHCC). It will also address the OPS HR Plan commitment to expand the Healthy Workplace, Healthy Mind (HWHM) initiative to promote mental health and eliminate stigma associated with mental illness in our workplace.

As part of the 2016-2017 campaign to promote awareness and reduce stigma around mental health, MGCS continued quarterly speaker events which engaged approximately 600 participants in person and by webinar at each event. The feedback has been overwhelmingly positive. MGCS also coordinated a successful pilot project to deliver Mental Health First Aid in-class training to at least 350 participants across the OPS. The training will continue to be available to OPS staff in 2017-2018.

Safe and healthy workplace initiatives

The OPS transitioned from the Workplace Hazardous Materials Information System (WHMIS) 1988 to the Global Harmonization System, known in Canada as WHMIS 2015. The initiative included the development of a WHMIS program that includes e-learning courses and additional resources on both the WHMIS 1988 and WHMIS 2015 classification systems. A transition to WHMIS 2015 fact sheet is available and provides an overview of the changes to WHMIS that will be implemented, in a phased approach, by December 2018.

To promote a safe and healthy workplace, MGCS worked to increase understanding of changes to the noise regulation under the Occupational Health and Safety Act (OHSA). User-friendly materials to address common hazards such as ergonomics and cell phone use, scented products and food allergens were also developed.

Workplace Discrimination and Harassment Prevention (WDHP) Program

MGCS collaborated with TBS to deliver joint training sessions to OPS leaders on the new Respectful Workplace Policy (RWP). The ministry also reviewed all WDHP resources and materials to align with the new RWP, and to enhance the ability of HR advisors to support managers in addressing workplace culture and negative behaviours. In addition, MGCS worked with Supply Chain Ontario (SCO) to enhance the WDHP Vendor of Record process by applying an inclusion lens to better address client needs and increase diversity.

Other enhancements being implemented include:

• Providing training and tools for managers to address workplace conflict that is out of scope for WDHP.
• Providing advanced WDHP training programs.
• Creating a safe space pilot project for confidential conversations and resolution of complaints outside the investigation process.

Disability support

MGCS continues to review the disability and attendance case management model to enhance employment accommodation and return-to-work outcomes for employees with injuries, illnesses and disabilities to continuously improve support provided to the OPS. Some examples of improvements include:

• Standardized forms and templates have been developed to help front-line managers facilitate employment accommodation and return to work related requests.
• A pilot project is underway that has Disability Accommodation Specialists providing focussed case management for the Health Reassignment program to increase effectiveness and to support assignment of employees to appropriate alternative positions if they are deemed unable to perform the core duties of their home positions.
• Weekly webinars on employment accommodation and the Attendance Support and Management Program reached over 8,000 employees.

Employee engagement

Employee experience

In 2016-2017, the OPS continued to develop structured and systematic strategies to enhance employee engagement. Based on external and internal research, TBS broadened its approach beyond employee engagement measurement to include systemic aspects of workplace culture, including respect in the workplace. This expanded model is known as the Employee Experience, and will be used in the OPS to understand, design and enable optimal employee experiences. The Employee Experience concepts were reflected in the OPS Employee Survey results communicated in May 2017.

Flexible work strategy

Flexible work arrangements have been part of the OPS environment for many years, and continue to be encouraged where operationally feasible. Flexible work supports an inclusive workplace and addresses the diverse needs of a multi-generational workforce. The Flexible Work Community of Practice provides an opportunity for ministry and enterprise representatives to meet on a periodic basis to exchange information about flexible work initiatives, best practices and lessons learned.

In support of the OPS HR Plan 2015-2020 commitments and the Climate Change Action Plan, flexible work arrangements, including telework, continue to be promoted within the OPS, where appropriate.

Ministry achievements

Ministries continue to expand programs and initiatives to foster a positive and inclusive workplace culture.

The Ministry of Community Safety and Correctional Services (MCSCS) developed the MCSCS Best Practices for Transitioning in the Workplace to help employees, managers, and HR practitioners support gender transition of staff within the workplace. This best-practice approach provided step-by-step consideration of organizational HR processes, and was developed in partnership with the OPS Pride Network. As part of the consultation process, the Ontario Human Rights Commission also provided input.

As the first of its kind in the OPS, additional steps were taken to increase awareness of MCSCS’ Best Practices for Transitioning in the Workplace. As a result, this new approach and best practice generated interest from external organizations such as the Law Society of Upper Canada, Siskinds’ Labour & Employment Group, and Monash University in Melbourne, Australia.

More recently, the Ontario Provincial Police (OPP) developed a Guide for Gender Transitioning in the Workplace. It builds upon best practices and lessons learned from experiences with gender transitioning in OPP workplaces. This OPP guide aims to improve the experience of transgender employees who are transitioning in the workplace by:

• Affirming transgender employees’ human rights and promoting recognition of their inherent dignity and worth;
• Creating a climate of understanding and respect so that transgender employees feel included in and can fully contribute to the workplace; and
• Helping prevent discrimination and/or harassment because of gender identity and/or gender expression.

The Ministry of Transportation (MTO) implemented a Peer Support Program for employees who have faced traumatic workplace events or personal crises. This program provides emotional support and resources to assist employees in coping and help to reduce the impact these situations have on their work and home life. Currently, there are approximately 20 trained volunteers supporting 800 employees. There are plans to expand the program throughout MTO with recruitment for volunteers starting in April 2017.

Indigenous Cultural Competency (ICC) is a unique, facilitated on-line training program which helps Ministry of Children and Youth Services (MCYS) staff increase their knowledge, enhance self-awareness, and strengthen skills to improve relationships with Indigenous partners. The program established an Indigenous Advisory Circle with community members, elders and learning experts to co-design this learning program.

The ICC provides staff with relevant and experiential learning. It includes opportunities to engage in positive discussions and learn more about Indigenous peoples, cultures and contributions to Ontario. The ICC training has been delivered to over 1,200 MCYS staff with a completion rate of 98%. This program will be expanded to the Ministry of Community and Social Services (MCSS) in 2017-2018.

The Ministry of Northern Development and Mines identified an opportunity to respond to the out-migration of youth from northern Ontario communities, and the demographic gap in the ministry’s staff complement as not fully representative of the Indigenous community it serves. To address these issues the ministry is developing an Indigenous Internship Pilot Program. The program development is currently in the stakeholder engagement process with the Indigenous community.

This pilot program is expected to provide work experience to recent graduates of Indigenous background, and help them build transferrable skills to become more marketable to the OPS and the broader northern Ontario labour market. This will help tackle the recruitment challenges faced in the north, and broaden Indigenous workforce capacity in the fields of policy, geology and economic development.

B. Engaged and innovative leaders

Engaged and innovative leaders are critical in ensuring a high-quality employee experience, identifying strategic and operational priorities, and developing and delivering programs and services to Ontarians. The OPS continues to improve leadership capacity and build skills competency across the organization.

OPS leadership strategy

The first OPS Leadership Strategy is being developed to define and align OPS-wide efforts on talent acquisition, talent sustainability and leadership practices. The OPS Leadership Strategy will be a key component of public service renewal and will help the OPS respond to the complex environment within which we design and deliver products, services and policies to Ontarians.

The strategy will help evolve the role of leaders and address the leadership demographic shifts occurring across the OPS. The strategy will include:

• Workforce Analysis
• Leadership Capabilities
• Leadership Culture

In 2016-2017, an extensive literature review and external consultations were completed. In addition, two deputy minister retreats on talent management were held with facilitated discussions that brought a shared understanding of the in-demand leadership skills needed in the OPS. An engagement strategy has been developed and will be implemented in 2017-2018. The intention of the strategy is to gather the perspectives of leaders, managers and employees about the future of leadership in the OPS.

OPS talent management strategy update

In 2016-17, the final year of the 2014-2016 OPS Talent Management (TM) Strategy, a number of initiatives were launched to support engaged and innovative leaders. One of these is the launch of the OPS Leadership Insights tool. This tool gives managers and directors access to a self-assessment and multiple sources of feedback to gain insight about how they demonstrate the leader-manager competencies and attributes. While increasing their self-awareness, managers and directors can pinpoint areas of development. The 2014-2016 OPS TM Strategy has concluded, and a one-year 2017-2018 OPS TM Directional Plan is in place.

The directional plan will support the previous strategy, and prepare the Centre for Leadership and Learning (CFLL) to respond to the upcoming OPS Leadership Strategy. The key objectives are to improve the TM participant experience, contribute to the OPS Leadership Strategy, and define the future of talent management processes.

Succession management

Given the demographic changes that the OPS is facing, succession management continues to be a focus for the organization.

Significant work was undertaken to expand the capacity of the online TM system, and streamline administrative processes around succession planning. The enhanced TM system will automate succession planning administration including annual succession plan reviews, potential successor notifications, and employees with access to all positions where they have been named or notified as successors. These enhancements to the online TM system will be introduced in 2017-2018.

The Succeeding Talent in Executive Positions (STEP) Pilot Program is an enterprise-wide initiative that seeks to accelerate the development of individuals with executive leadership potential in order to fill priority positions. The program is being piloted for the Chief Administrative Officer (CAO) role, considered among the most critical of Assistant Deputy Minister (ADM) positions in the OPS. Program participants were chosen from across the OPS through a rigorous nomination and selection process.

A mid-program review of the STEP Pilot Program conducted in 2016 demonstrated positive results. To date, the program has developed its 13 participants through 33 deployments into STEP developmental assignments, in addition to other formal and informal learning opportunities. The participants have progressed in their responsibilities, resulting in one permanent CAO, two temporary CAOs, one permanent ADM (other than CAO), one temporary ADM (other than CAO), eight directors, and one manager.

A review will be conducted at the conclusion of the program in 2017-2018 to determine possible expansion to other priority OPS executive positions.

Learning & development

A modern organization can readily adapt to the changes and developments within its own culture and environment. As a modern Ontario Public Service (OPS), it is important that we continue to identify the critical knowledge and skills for success for today and for the future. With this in mind, CFLL conducted an enterprise-wide, organizational assessment to identify the OPS’ learning needs and priorities.

The assessment identified drivers for change, business priorities and learning needs that have been used to inform the development of OPS-wide learning and leadership development strategies. At the same time, the OPS continued to provide quality learning experiences to all employees through multiple delivery methods. The number of title offerings included eight webinars, eight videos, one digital bundle, 51 e-learning sessions and 48 in-person training sessions.

Leadership development

In 2016-2017, the OPS continued to demonstrate its commitment to the development of its leaders through multiple targeted leadership development programs.

Accelerated leadership development programs for high-potential employees include:

• Advancing Into Management (AIM): a flagship, nominated program to prepare high-potential aspiring leaders for their first manager-level role. In 2016-2017 the Centre for Leadership and Learning Division offered three cohorts, providing 80 participants greater access to targeted leadership development opportunities.
  • Program design featured a blended learning approach with opportunities for self-assessments, hands-on practice and candid exchange of ideas among participants. The program piloted in-residence modules (two of the four) which were instrumental in helping participants to fully immerse in their learning and strengthen their professional relationships with each other. The program also featured guest speakers from across the OPS, peer coaching and group learning projects.
  • Participants were exposed to cutting-edge leadership topics, such as evidence-based decision making, design thinking, digital government and communicating as a leader.
  • The feedback from participants has been outstanding. The overall evaluation of the learning modules was over four on a five-point scale. They especially valued the variety of learning methodologies and practical tools they can apply on the job, as well as peer coaching support and the residential opportunities.
• Senior Leadership Potential Assessment (SLPA): launched in 2015-2016, the SLPA process includes a structured behavioural interview and a 360° assessment based on the OPS Leader-Manager Competencies and personal attributes measured at the director level. Also included is a series of psychometric assessments that measure emotional intelligence, critical thinking and learning agility. The SLPA supports the identification of Leadership Development Program (LDP) participants, ensuring that managers with the potential to succeed in a senior leadership role are enrolled in the program. SLPA also informs the design and development of LDP program components and tools that support the specific learning needs of the group.
• OPS Leadership Development Program (LDP): a key, nominated leadership development program which follows a holistic approach, and is designed to support our OPS leaders in effectively developing leadership behaviours and skills, including the ability to lead culture change throughout the organization.
  • The target audience for the SLPA and LDP is senior managers with direct reports who have been identified in the TM system as successors to a director-level role and who have demonstrated the ability, aspiration and engagement to move to the next level.
    • LDP is aligned with the OPS TM Framework and meets the requirements of empowering talent through career management and accelerated leadership development. LDP also develops ready-to-deploy talent pools to fill upcoming director level positions.
    • The current 2016-2017 cohort has a remarkable 33% movement to director-level roles while still in the program.
  • The 2016-2017 cohort had 52 participants and the program included residential learning modules, OPS panels, Action Learning Projects, and project team presentations for an executive panel.
  • Similar to AIM, topics covered with a leadership lens include evidence-based decision making, design thinking, digital government and communicating as a leader.
  • Participants rated the effectiveness of the learning modules at more than four on a five-point scale.

Additionally, the Transformation Hub community of practice was established in December 2016 to support the transformation agenda across the OPS. Ministry CAOs identified 30 transformative leader participants in an effort to strengthen information sharing, build expertise, and enhance collaboration across ministries. The team meets quarterly to learn about transformation initiatives, advise on transformation capacity-building projects, and identify leverage points.

Other ongoing leadership development programs include:

• Leadership 1.0: Orientation to Management: a mandatory leadership development program for all new OPS managers. This two-day in-class program uses a practical, interactive approach to support new managers as they build capacity in a formal leadership role. The focus of the course is to provide best practices in people management and building self-awareness.
  • The target audience for Leadership 1.0 is first time managers who have direct reports. In 2016-2017, 551 of these managers completed the program successfully.
• Leadership 2.0: Knowing Self, Leading Others: a three-day program that blends group simulation exercises, assessments and executive coaching to further build and refine the skills, competencies and behaviours required of OPS managers.
  • The target audience is experienced managers with more than 18 months in a management role. In 2016-2017, 22 of these managers completed the program successfully.

The OPS leadership development curriculum has been updated to reflect the results of the enterprise learning needs assessment. Courses were identified, and then streamlined to help address the current needs of manager leaders.

Executive cadre profile in the OPS

Supporting the organization’s goal of sourcing, attracting and hiring top leadership talent remains a priority for the OPS. While the OPS has made progress and achieved results on its journey to becoming a more diverse, inclusive and accessible organization, the executive recruitment diversity and inclusion strategy continued to be a key focus. Its goal is to diversify the senior leadership cadre, and to establish an executive group that best reflects Ontario’s population and is able to deliver policies, programs and services relevant and responsive to all its citizens.

Note: Survey respondents include deputy ministers

Responses to the Leadership Profile Data Collection survey indicated that:

53% of respondents identify as female, 47% as male and 0% as transgender or two-spirited
11% of respondents identify as having a disability
14% of respondents identify as Visible Minorities

To better understand the make-up of the current OPS executive cadre, the OPS undertook a Leadership Profile Data Collection survey. Through this survey, the OPS collected data on the demographic profile of senior leaders to gather a snapshot of the diversity of the existing group. This snapshot will guide future executive recruitment activities in support of further diversification, including by contributing to the data collection initiatives outlined in the OPS Anti-Racism Action Plan.

Note: As a result of changes to job classifications in 2016-2017, executive population data no longer include senior managers and consists of director-level employees and above.

Recruitment: 134 is the number of executive competition files completed from April 2016 to March 2017

Workforce Size: 950 is the approximate number of executives in the OPS

Position Length: 41% is the percentage of executives who have been in their position for two years or longer

Average Age: 51.5 is the average age of executives

Retirement Eligibility: 39% of executives who are eligible to retire within the next five years

Internships

Given the unprecedented level of retirement in 2016, attracting a talented and diverse workforce is critical to ensuring a high-quality employee experience, expanding the talent pipeline, and identifying operational priorities, while developing and delivering corresponding programs and services. CFLL undertook a comprehensive program evaluation of the Ontario Internship Program and the Program for Internationally-Trained Interns using the Program Review, Renewal and Transformation methodology to determine relevance, ensure effectiveness, and measure sustainability. The evaluation included external research, consultations and surveys and culminated in a series of recommendations that will be considered in the context of public service renewal.

Compensation

Compensation strategies and policies for non-bargaining employees will continue to promote a culture of excellence and build a talented, motivated and equipped workforce, while remaining fair and fiscally responsible.

Non-bargaining staff, managers and executives led by example through a prolonged period of compensation restraint and wage freezes. As a result, almost one out of four managers was making the same or less than the staff that reported to them and OPS executive salaries were up to 59% lower than market comparators.

The government sought advice from the Advisory Panel on Management and Non-Bargaining Staff Recruitment and Retention on a long-term strategy to address the issues of retention, recruitment and succession planning, including a fair and sustainable compensation structure. The government carefully reviewed and considered the panel’s recommendations, and in 2016-17, began implementing many of them under the new Long-Term Compensation Strategy for Non-Bargaining Employees.

This phased-in strategy provides compensation adjustments to ensure consistency and equity in how non-bargaining employees are compensated. It is helping to ensure that the OPS continues to attract and retain leadership and talent, in addition to supporting our commitment to strengthen capacity, engage leaders and build the skills required for the public service of the future.

Ministry achievements

Ministries have been focusing efforts on human capital planning, leadership development and engagement activities to develop diverse, engaged, and innovative leaders to address the specific requirements of their business lines.

The Ministries of Community and Social Services, and Children and Youth Services Deputy’s Den initiative (similar to the Dragons’ Den television show on CBC) engages leaders at all levels to bring forward innovative, creative and transformational policy, program and/or business process improvement ideas. Staff can submit a proposal under one of the following themes: Positive Outcomes, Social Inclusion, Modernization, and Partnership.

This approach provides exceptional value to the ministry by showcasing 25 proposals and their staff teams to senior leaders. The Deputy’s Den format removes barriers and brings forward a platform for the creation and development of new ideas. The idea chosen for implementation was RateMyHome. RateMyHome is a user review and rating website and app that enables young people living in licensed group homes to comment on and rate the quality of their experience.

The Ontario Ministry of Agriculture, Food, and Rural Affairs (OMAFRA) developed the Emerging Leader Pilot Program targeting employees aspiring to management positions and demonstrating strong leadership potential. The goal of the program is to strengthen and refine leadership fundamentals of emerging leaders, and enhance participants’ success in current and future leadership roles.

The initiative engaged participants in a variety of learning and development opportunities to enhance their leadership competencies, and prepare them to compete and succeed in future leadership roles. The program included a total of six components:

• Classroom Learning – four modules
• Action Learning Challenge – five division challenges
• Self-Directed Learning – individual learning and development plans
• Workshops – seven workshops
• Developmental Assignments – 22 identified assignments
• Coaching – internal manager program coaches and external coaches

The Emerging Leader Pilot Program was well received and 100% of participants agreed that their leadership skills and abilities increased. As a result of this program, 44% of participants accepted a promotion into a management role.

C. Effective and fair HR practices

Effective HR programs and services based on emerging best practices are essential to the operation of a modern organization. Work is underway to:

• Enhance HR access, support and data analytics;
• Simplify HR rules and processes; and
• Streamline and modernize HR policies.

Ethical conduct

The ethical framework in the Public Service Act of Ontario, 2006 (PSOA) includes rules and restrictions governing oaths of office and allegiance, conflict of interest, political activity and the disclosure of wrongdoing (whistleblowing). The framework supports a high standard of ethical conduct in the OPS by providing guidance and direction to public servants through regulations, corporate directives and guidelines.

Building on successes from previous years, the OPS has continued to make efforts to help public servants better understand and meet their ethical obligations under the PSOA. Highlights from 2016-2017 include:

• Conflict of interest financial declarations: Ministry employees who work on matters that might involve the private sector were identified and informed of their duty to disclose specified personal financial holdings to the Conflict of Interest Commissioner (COIC) and to follow any subsequent direction from the COIC. For public bodies, communications were issued via OPS ministries in the spring of 2016 to public body ethics executives reminding them of the financial declaration requirements, including the requirement to identify employees and/or appointees working on matters that might involve the private sector, and to inform those identified individuals of their duty to submit a financial declaration.
• Communications and education: Continued efforts focused on ensuring that public servants are aware of the ethical rules that apply to them. Strategic communications included quarterly information items delivered through OPS Weekly, reminders of political activity rules in advance of elections, and new or updated fact sheets. The "Ethics 101" e-course and Conflict of Interest educational videos, available to all OPS employees, were also promoted.
• Oaths review: A review of the Oath of Allegiance and Oath of Office for Ontario public servants commenced in 2016-2017 in the context of the commitment made in The Journey Together: Ontario’s Commitment to Reconciliation with Indigenous Peoples to "acknowledge treaties" in the Oath of Office.

Employee performance policy

Effective ongoing feedback and dialogue with employees is one of the key levers by which organizations can increase employee engagement and strengthen individual performance. This in turn leads to better customer service and increased client satisfaction for the people of Ontario.

As part of the commitment to streamline and modernize HR policies, the Performance Management Policy and the Senior Management Group Performance Management Operating Policy were consolidated to create an updated Employee Performance Policy. The updated policy became effective April 1, 2016, and applies to all employees. It addresses the requirement for every employee to have a documented performance plan and assessment, as well as reinforces the shared accountabilities of employees and managers in planning and achieving individual and organizational results. The policy also highlights the importance of taking into account learning needs and employment accommodation provisions for employees with disabilities.

In support of the updated Employee Performance Policy, a new e-course was designed to help employees better understand how the performance cycle works and how they can use feedback to maximize their results. The e-course supplements existing resources and has been promoted to the HR community, managers and employees throughout the OPS.

Human Capital Plan for HR professionals

With the goal of building a professional HR community that drives excellence and enables public service transformation, the HR Service Delivery Division led an enterprise-wide project to develop a human capital plan for HR professionals. The project is a key commitment in the OPS HR Plan 2015-2020. The human capital plan priorities include community-building, learning and talent management. These priorities were informed by an extensive analysis of HR talent, environmental scanning, and critical input and feedback from client managers and partners, as well as, leaders and staff from across the enterprise HR community. Over the next three years, a number of initiatives will be undertaken to reach these goals and to measure success. The plan is expected to launch in spring 2017.

Modernized job evaluation system

Modernizing job evaluation systems is part of our efforts to ensure the OPS has the leadership and talent required to deliver on its modernization and transformation agendas. Work is underway to introduce a new job evaluation system for managers and non-bargaining specialists to ensure consistency and equity in classification to support talent management strategies and to allow greater flexibility in job and organization design. The initiative is also an opportunity to simplify business processes, achieve efficiencies and introduce improved client services. The project was formally launched in late 2016. Currently work is focused on developing standardized job descriptions for our manager and non-bargaining specialist positions. This will help to support the evaluation process and implementation of the new system in late 2017. Work is also underway to develop modern job evaluation systems for several bargaining units (including those represented by the Ontario Public Service Employees Union [OPSEU] and the Professional Engineers Government of Ontario [PEGO]).

Recruitment Modernization Project

The Recruitment Modernization Project (RMP) launched in May 2016 with a mandate to modernize talent acquisition processes to reinforce the OPS’ position as a fair and fiscally responsible employer.

Over the past year, the RMP promoted more proactive recruitment planning using data with a goal to not only achieve cost avoidance, but to also drive innovation, improve hiring outcomes, and sustain the OPS as a top employer.

Key highlights/achievements in 2016-2017 included:

• Internal and external stakeholder engagement on best practices in talent acquisition, particularly with respect to improving the efficiency and effectiveness of the hiring process by staffing vacancies from talent pools.
• Collection and analysis of OPS recruitment data to help inform the development of enterprise-wide talent acquisition strategies, solutions and metrics. Insights gained from the analysis will be applied over the following fiscal year and will help inform the Employer’s collective bargaining mandate. A bulk purchase of media was also completed and is expected to reduce external advertising costs next year.
• Cost modelling to measure and forecast the cost of various recruitment processes and help identify methodologies that are most cost-effective and efficient. Cost models will be applied next year to help demonstrate the amount of cost avoidance achieved enterprise-wide when hiring processes are more efficient.

Client service delivery model improvement project

The Client Service Delivery Model Improvement Project was launched to support the Ontario Shared Services (OSS) Clients First initiative by giving clients and partners opportunities to provide actionable feedback on payroll and benefits services.

Following a survey of approximately 5,000 OPS employees and the review of the Pay and Benefits Client Service Delivery Model, the project team identified areas of opportunity to improve client service, including:

• client access to information,
• data integrity,
• quality of client service,
• quality of information,
• time to action and time to resolve.

Sixteen recommendations were put forward that would address these areas of opportunity. These recommendations are currently being implemented to improve the client’s experience with pay and benefits services. A feedback mechanism has been developed for management within the Pay and Benefits Services Division to track the implementation of these recommendations.

WEAR form transformation initiative

As part of its commitment to improving the management of HR business solutions and service quality, MGCS and TBS identified an opportunity to move from paper-based to electronic transactions using the Workforce Information Network (WIN).

In June 2016, an online tool was launched to assist users in completing the WIN Employee Action Request (WEAR) form, which is used for all HR and payroll-related transactions. The tool aimed to reduce the number of errors in submitted forms.

The next phase of the project involves the development of an enterprise-wide platform that would integrate and automate multiple enterprise human resources (HR) processes and leverage HR data across multiple applications. This has the potential to significantly enhance and streamline the process of employee onboarding, transfer and exit.

A business case has been developed as the first step in identifying options available to achieve this objective. Once the recommended technical option and high-level implementation approach is determined, additional planning and analysis will be undertaken.

Labour relations

Over the past year, the Centre for Public Sector Labour Relations and Compensation (CPSLRC), on behalf of the Government of Ontario, successfully negotiated collective agreements with the Ontario Provincial Police Association (OPPA) and the Professional Engineers Government of Ontario (PEGO). A four-year agreement was reached with PEGO which is fair and reasonable to employees and to the public, and is consistent with the government’s fiscal plan.

Collective bargaining negotiations with the OPPA resulted in an interest arbitration award to resolve the OPPA collective agreements. This provided outcomes below police-sector norms and included a number of important monetary offsets. These included capping termination pay for current employees, eliminating termination pay for new hires, and eliminating the ability to receive pay in lieu of vacation. Additionally an agreement with the OPPA was reached on a new arrangement for self-administration of insured benefits which significantly increases transparency and accountability while reducing employer funding.

In the previous year, an agreement was reached with members of the Ontario Public Service Employees Union (OPSEU) correctional bargaining unit that introduced a separate, standalone collective agreement and interest arbitration, rather than the right to strike. In 2016-2017, the OPSEU-represented correctional staff received an interest arbitration award that provides a modest wage increase that is offset through a freeze on salary grid progression.

As a result of the agreement with OPSEU’s Correctional bargaining unit, the CPSLRC, in partnership with the Ministry of Labour introduced legislative changes to the Crown Employees Collective Bargaining Act, 1993 (CECBA). The legislative changes to CECBA allow the parties to negotiate a future standalone collective agreement for the correctional bargaining unit and include access to binding interest arbitration as the dispute resolution mechanism rather than the right to strike in the event of a collective bargaining impasse for these members.

In addition to the changes made to CECBA, the Employer and OPSEU reached an agreement that would see unified bargaining unit positions in correctional institutions, youth facilities and probation and parole offices be transferred into the correctional bargaining unit. This settlement demonstrates the commitment that both parties have made towards the development of a renewed and productive relationship. These amendments and agreement promote public safety by eliminating the threat of legal strikes by members of the correctional bargaining unit. It is also consistent with the government’s commitment to transform the correctional system to develop effective and lasting improvements, and will help ensure that the justice system is able to operate on a normal schedule during future negotiations.

In addition to collective bargaining, the CPSLRC represents the government of Ontario before four judicial remuneration commissions: Provincial Judges, Justices of the Peace, Deputy Judges and Case Management Masters. During the past year, CPSLRC issued and implemented its response to the 1^st Case Management Masters Remuneration Commission. Approval was received for the remuneration rates and the establishment of subsequent commissions for Provincial Judges, Justices of the Peace and Deputy Judges.

In 2016-2017, over 2,500 grievances were managed, the majority of which were resolved before reaching full arbitration. Forty-two per cent of grievances were resolved before being scheduled for the mediation/arbitration stage. This includes:

• Seventeen disciplinary grievances that were resolved as part of the Ministry of Children and Youth Services Alternative Dispute Resolution Committee (established in January 2013).
• Seven grievances resolved through the Ministry of Community Safety and Correctional Services (MCSCS) Alternative Dispute Resolution Committee, established in June 2016.
• Six hundred fifty that were the result of the 27 sessions of the MCSCS Mediation/Arbitration expedited process ("road shows") conducted by CPSLRC and OPSEU. The "road show" has evolved over the last two decades through the parties’ focused commitment to foster positive local labour relations by engaging in open dialogue at the earliest possible stage, which has allowed for a greater resolution of issues in an expeditious and very cost effective manner.

This resolution approach has continued to support our shift toward a more efficient organization, saving both time and resources otherwise spent in arbitration. An annual grievance report was shared with ministries to enable the strategic analysis of grievance activity and labour relations issues throughout the OPS. CPSLRC also spearheaded the resolution of some significant outstanding policy and legacy issues such as inclusions in the AMAPCEO bargaining unit, employment screening processes and Broader Public Sector secondee contracts.

In support of strengthening Ontario’s efforts to become the most open, transparent and digitally connected government, the CPSLRC and OPSEU negotiated a new Appendix regarding Quality of Public Services as part of the 2015-2017 OPSEU Collective Agreement. This provision applies when the Employer is proposing an initiative that would directly result in OPSEU jobs being provided by another Employer and the transfer of or issuance of a surplus notice for 150 employees or more.

Under this Appendix, the Employer must notify OPSEU of the initiative before any final decisions are made and engage in meaningful discussion, allowing OPSEU to put forward alternative approaches or proposals during a thirty (30) day consultation period. A joint committee was activated for the first time in the Fall of 2016 for the review of the mandate of the Financial Services Commission of Ontario (FSCO). Its functions, and some new ones, will be performed by a new and more operationally independent entity called the Financial Services Regulatory Authority (FSRA). The Employer and OPSEU met during this consultation period prior to Treasury Board/Management Board of Cabinet approval. The committee completed the process within the negotiated timelines.

Total compensation

Benefits

The government remains committed to providing a benefits plan that is relevant for a diverse active and retired workforce; one that is reasonably competitive and sustainable over the long term. To this end, given concerns raised following a 2014 announcement about changes to post-retirement benefits eligibility criteria and premium cost-sharing terms effective January 1, 2017, the government undertook development of an alternate post-retirement benefit (PRB) strategy that would resolve grievances while preserving over $1billion in related fiscal savings realized since the 2014 announcement. The results, announced in November 2016, provide eligible retirees with default access to above average retiree-focused PRB coverage at no cost, or the option to pay 50% of cost for legacy plan coverage. New hires as of January 1, 2017 may also elect the new coverage plan at retirement in the future, at 100% of cost. The strategy further provides for the gradual elimination of the retiree benefits liability over time.

Pensions

The Ontario Pension Board is the administrator and fund manager of the Public Service Pension Plan (PSPP). The OPSEU Pension Trust is the administrator and fund manager of the OPSEU Pension Plan. The OPSEU Pension Plan is fully funded, and the PSPP is 97% funded.

To achieve cost efficient investment operations through economies of scale, the Investment Management Corporation of Ontario Act (IMCO Act) was proclaimed into force on July 1, 2016. The Investment Management Corporation of Ontario (IMCO) will be responsible for managing, on a pooled basis, the assets of public sector and broader public sector pension and insurance plans. IMCO will initially administer the pooled assets of the PSPP, and the Workplace Safety and Insurance Board. At this time it is expected that IMCO will be operational in summer 2017.

Ministry achievements

Ministries have undertaken initiatives to ensure effective and fair HR practices.

The Ministry of Northern Development and Mines (MNDM) streamlined processes to strengthen the ministry’s ethics framework. New business processes were developed and standardized across the ministry. To support this approach the ministry is developing the Managers Ethics Conversation Tool Kit that will inform employees of their responsibilities under the Public Service of Ontario Act, 2006 (PSOA), and the MNDM Conflict of Interest Guideline for Financial Interest and Holdings.

These tools will inform managers and executives of their additional responsibility in demonstrating ethical leadership and providing guidance to staff. They will also support the ethics executive’s responsibility in promoting the ethical conduct of ministry employees.

The Ministry of Labour is using HR data analytics to improve efficiencies within administrative positions. Surveys and aggregate data on short-term sickness and long-term income protection identified gaps in health, wellness and engagement within this job category. To address these gaps and provide the necessary supports to staff, a series of workshops on resilience, stress reduction, work-life balance, and mental health were delivered. This resulted in an engagement score increase above the ministry average, and a reduction in the use of seven or more short-term sickness days from 40.1% to 27.8% among administrative positions. The ministry continues to expand the use of HR data analytics to identify potential issues and address them at the early stages. There is a continued effort to improve disability management, employment accommodation and return to work outcomes for the ministry.

The Ontario Provincial Police (OPP) within the Ministry of Community Safety and Correctional Services launched REACH – Recruit Essential Attributes for Competitive Hiring on Facebook in December 2016. This preparatory program was created to support an open and transparent recruitment process for the OPP. It covers:

• An overview of the recruitment process
• The job competencies
• General fitness guidelines
• Requirements of the resume and cover letter
• How to prepare for the interview
• Why prospective applicants should consider the OPP as an employer.

This hands-on program provides applicants with the opportunity to receive constructive feedback on their resumes and cover letters, proofreading services for their application, and mock interviews in preparation for their OPP interviews. The OPP will expand this model and continue outreach efforts within diverse communities to demonstrate police services as a viable profession. To date, out of 222 applicants:

• 170 applicants were accepted
• 36% are female
• 21% identify as a visible minority
• 51% speak a second language

D. Performance measurement

Performance measurement can be described as the process of collecting, analyzing, and reporting quantitative and/or qualitative information regarding the performance of a particular program, policy, or initiative. It helps individuals and organizations to measure progress towards the achievement of a particular objective.

A key success factor identified for the OPS HR Plan 2015-2020 is the establishment of clear accountabilities supported by meaningful measurement and reporting against HR Plan outcomes.

In order to measure progress on implementing the HR Plan 2015-2020, the development of a quantitative Performance Measurement Framework has been completed.

The framework includes performance measures for the initiatives supporting the three strategic priority areas set out in the OPS HR Plan:

• Fostering a positive and inclusive workplace culture;
• Developing engaged and innovative leaders; and
• Implementing effective and fair HR practices.

Developing a performance measurement framework and selection of key performance indicators

A systematic approach to the measurement of each of the initiatives proposed to address the HR Plan priority areas was developed through a collaborative effort. Logic models have been developed for ongoing and planned HR Plan initiatives. These logic models include timelines, benchmarks and targets for achieving key HR Plan outcomes in the immediate, intermediate, and end-state planning horizons. From this work, indices have been created to assess each of the three plan priorities based on Key Performance Indicators (KPIs).

The framework will be recalibrated, as needed, so that it can be applied to new initiatives as they come online and used to facilitate the adoption of a measurement oriented organizational culture for the HR function. This will help to ensure the alignment of measurement strategies for all components of the HR Plan.

Establishing baseline and year-1 measures for HR plan priority areas

To help assess HR Plan progress and outcomes, baseline and year-1 performance index scores have been calculated for the 3 HR Plan priority areas (see below). Each index is comprised of a set of weighted KPIs. KPIs are categorized into two groups: (1) Enterprise KPIs-derived from enterprise Workforce Information Network data or corporate surveys (e.g. OPS Employee Surveys-2014 and 2017); and, (2) Program KPIs-derived from data collected by specific HR program areas.

Across all three indices, scores have increased. Going forward, now that the framework and corresponding KPIs have been developed, the measures will be used to track progress over time. This will help quantify the impact of HR Plan strategic initiatives. See Appendix A for more information.

OPS HR plan performance indices: Baseline and year

Looking forward

In the coming years, the OPS will continue to transform and respond to the economic challenges, technological shifts, and demographic realities it faces. The organization will harness its collective talents and continue to evolve its HR management policies, programs, strategies and initiatives to foster a positive and inclusive workplace culture, develop engaged and innovative leaders, and implement effective and fair HR practices.

Decisions made in the organization will be evidence-based and future-oriented to ensure the long-term sustainability of Ontario’s public services, while acting in the best interest of the public. Moving forward in the renewal of public services and in planning for the OPS of the future, the organization will continue to establish the best policies and employment practices making the OPS an innovative, integrated and inclusive workplace.

Public Service Commission members chart

(As of October 17, 2016)

The organizational structure for the Public Service Commission is as follows:

• Chair of the Public Service Commission, Deputy Minister: Angela Coke
  • Secretariat Support, Chief Talent Officer: Diane McArthur
    • Public Service Commissioner, Secretary of the Cabinet: Steve Orsini
    • Public Service Commissioner, Deputy Minister: Helen Angus
    • Public Service Commissioner, Deputy Minister: Alexander Bezzina
    • Public Service Commissioner, Deputy Minister: Steven Davidson
    • Public Service Commissioner, Deputy Minister: David de Launay
    • Public Service Commissioner, Deputy Minister: Laurie LeBlanc
    • Public Service Commissioner, Deputy Minister: Janet Menard
    • Public Service Commissioner, Deputy Minister: Deborah Richardson
    • Public Service Commissioner, Deputy Minister: Scott Thompson

OPS Enterprise HR community

HR in the OPS falls within the purview of the Treasury Board Secretariat, the Ministry of Government and Consumer Services, and Cabinet Office.

The structure is as follows:

• Secretary of the Cabinet
  • Treasury Board Secretariat
    • Centre for Public Sector Labour Relations and Compensation
      • Total Compensation Branch
      • Labour Relations Policy and Strategic Initiatives Branch
      • Employee Relations Branch
      • Negotiations Branch
      • Corrections Project
      • Broader Public Sector Compensation Unit
    • Centre for Leadership and Learning
      • Corporate Leadership and Learning Branch
      • Executive Programs and Services Branch
      • HR Policy and Planning Branch
      • Talent Management Branch
  • Ministry of Government and Consumer Services
    • Ontario Shared Services
      • Pay and Benefits Services Division
        • Pay and Benefits Support Branch
        • Pay and Benefits Operations Branch
        • Pay and Benefits Business Solutions Branch
      • HR Service Delivery Division
        • HR Program Management Branch
        • Centre for Employee Health, Safety and Wellness
        • Transformation Consulting Services Branch
        • Job Evaluation Initiatives Branch
        • HR Advisory and Recruitment Services: Land Resources and Learning
        • HR Advisory and Recruitment Services: Central Agencies and Health Services
        • HR Advisory and Recruitment Services: Labour, Transportation and Child and Youth Services
        • HR Advisory and Recruitment Services: Justice
        • Strategic Business Units (dual Reporting – also reports to Ministry Chief Administrative Officers)
  • Ministries
    • Chief Administrative Officers
    • Strategic Business Units (dual Reporting – also reports to HR Service Delivery Division)
  • Cabinet Office
    • Inclusion, Diversity and Anti-Racism Division
    • OPS Diversity Office
  • Public Service Commission and Executive Development Committee

HR Ontario

HROntario is comprised of specified divisions of TBS and MGCS, as well as ministry Strategic Business Units.

The broader HR community also includes the Pay and Benefits Services Division (Ontario Shared Services, MGCS). The OPS Diversity Office (Inclusion, Diversity and Anti-Racism Division, Cabinet Office) works in partnership with HROntario to deliver programs and services for the OPS.

Treasury Board Secretariat

Centre for Public Sector Labour Relations and compensation

Total Compensation Strategies Branch

Provides strategic policy advice on all aspects of compensation, including pensions, benefits, and pay, for the Ontario Public Service (OPS). The branch is also responsible for managing government’s relationships with external compensation stakeholders, such as, pension plan administrators and insured benefit carriers, as well as managing OPS insurance appeals committees.

Labour Relations Policy and Strategic Initiatives Branch

Provides strategic policy and planning leadership and advice relating to bargaining agents; implements long-term labour relations policies and strategies; and facilitates issues resolution through consultation with stakeholders and promotion of enterprise-wide strategies and initiatives. Key responsibilities include leadership on corporate labour relations initiatives; leading consultations, developing bargaining mandates and proposals; and leading the contingency planning process.

Employee Relations Branch

Develops and maintains positive enterprise-wide employee and labour relations with a focus on workplace labour relations to support ministry business activities. Key responsibilities include ensuring a consistent, coordinated, one-employer approach to the interpretation of employment case law and collective agreements; implementing the terms of collective agreements by working with HR partners and bargaining agents to develop interpretations, templates and tools; administering collective agreements through ongoing advice to managers and administration of grievances at various boards and tribunals; and tracking and reporting on grievance metrics.

Negotiations Branch

Provides leadership in all aspects of OPS collective bargaining acting as the employer and ongoing support to the labour relations (LR) and HR communities throughout all stages of the collective bargaining cycle. Key responsibilities on behalf of the Crown include negotiating collective agreements; providing support during collective agreement implementation and developing strategies to respond to grievances/disputes that impact collective bargaining; and managing four separate judicial remuneration commissions (Provincial Judges, Deputy Judges, Justices of the Peace, Case Management Masters).

Corrections Labour Relations Project

Responsible for leading the transformation of labour relations in Correctional Services and Youth Justice Services. This includes collective agreement implementation, legislative change, strategic labour relations advice and relationship development between TBS, MCSCS, MCYS and OPSEU Corrections.

Broader Public Sector Compensation Unit

Provides policy advice and support for government initiatives impacting executive compensation in the broader public sector.

Centre for Leadership and learning

Corporate Leadership and Learning Branch

Creates conditions for the best employee experience to improve organizational performance in the OPS. Fosters an enterprise-wide leadership and management culture and provides corporate training programs for employees. Helps to drive leadership capacity. Implements strategies to attract, recruit, and retain youth and new professionals across the public service.

Executive Programs and Services Branch

Develops, implements, and provides advice to ministries on a wide range of senior management HR programs and initiatives (e.g. executive recruitment and talent management). Provides advice and secretariat services to the Executive Development Committee and the Public Service Commission.

HR Policy and Planning Branch

Develops enterprise-wide non-compensation HR directives, policies and strategies; develops workforce analytic tools, reports, workforce planning solutions and program services. Implements the Public Service of Ontario Act, 2006 and its regulations. Provides advice and support to the OPS HR service delivery community, to ensure program services align with HR-related legislation, directives, strategies and policies.

Talent Management Branch

Develops and implements the OPS Talent Management strategy and leadership development programming to build the leadership capacity required to meet the current and future business needs of the OPS. The branch supports ministries and senior leaders in the strategic management of talent, including human capital planning, performance management, succession planning and leadership development.

Ministry of Government and Consumer Services

Ontario Shared Services

Pay and Benefits Services Division

Pay and Benefits Support Branch

Supports the Pay and Benefits Operations branch by managing the Workforce Information Network (WIN) payroll and benefits production cycles. Implements legislated and policy system changes for all WIN modules. Provides payroll business support, identifies and documents system change requirements; develops business processes, procedures and tools; conducts systems user-acceptance testing; and monitors data quality. Administers the financial controls for the OPS pay and benefits program including accounts reconciliation, remittances to third parties, general ledger validation and benefits and expense forecasting.

Pay and Benefits Operations Branch

Provides full-cycle payroll and benefits processing for all OPS employees. Delivers bi-weekly payroll services totaling $5.6 billion annually and provides pension and benefits enrollment and advice on benefits coverage. Processes hires, exits, temporary assignments and leaves of absence in addition to self-service functionality to record and approve time and attendance.

Pay and Benefits Business Solutions Branch

Provides leadership for strategic and change initiatives through project and portfolio management practices. Leads the design and development of system and process changes, as well as divisional strategic and continuous improvement initiatives. Delivers training, communications, and WIN security oversight.

HR Service Delivery Division

HR Program Management Branch

Provides strategy and program planning, development and business solutions management for HR advisory and recruitment functions. Promotes HR capability corporately and divisionally; manages enterprise summer employment, employment security screening, job security and employment transition, and HR communications programs and services.

Centre for Employee Health, Safety & Wellness

Develops and delivers programs and services that promote health, safety and wellness of OPS employees including occupational health and safety services; disability support services including Workplace Safety and Insurance Board (WSIB) claims and payments; employment accommodation and attendance management; and, workplace discrimination and harassment program delivery. Facilitates compliance with legislation, policies and best practices as well as fosters collaborative relationships between managers and employees (and representatives) by promoting a positive and respectful work environment.

Transformation Consulting Services Branch

Provides consulting services, advice and support to deputy ministers and executive leads undertaking large-scale organization transformation initiatives; develops organizational transformation capacity across the OPS.

Job Evaluation Initiatives Branch

Provides enterprise job evaluation advice and services for positions in executive, non-bargaining and bargaining classifications. Leads initiatives to modernize job evaluation systems and related business processes and tools.

Human Resources Advisory & Recruitment Services

Delivers HR advisory and recruitment services to OPS directors and managers including organization and job design, position management, employment transition, talent attraction and recruitment, performance management, organizational culture and ethics.

Ministry Strategic Business Units

Nineteen ministry-based branches provide strategic, ministry-specific HR advice to senior executives (deputy ministers, assistant deputy ministers) consistent with enterprise policies and best practices. They maintain dual reporting relationships with the assistant deputy minister of the HR Service Delivery Division, OSS, Ministry of Government and Consumer Services, and the Chief Administrative Officer (CAO). They consult with corporate HR partners (e.g., HR service delivery, pay and benefits, bargaining and compensation, leadership and learning) to provide informed advice to executives. They provide strategic advice to build ministries’ capacity to deliver on mandate commitments through:

• organization design
• workforce planning and (in some instances) position management
• organizational capacity (talent and succession management)
• labour relations
• health and safety
• employee engagement and wellness

OPS Diversity office

Coordinates the development of enterprise strategies and creates programs and tools to facilitate and promote a diverse and inclusive OPS. In line with its goal to further embed inclusion into the organization (at corporate, ministry and individual levels), the office emphasizes working with enterprise and ministry partners on broadening and strengthening accountability; provides core tools to advance culture change and support ministries in embedding inclusion in all policies, processes, and services; supports capacity building through transfer of expertise; and provides planning and reporting frameworks.

A: OPS workforce facts

The percentage of employees represented by bargaining agents is as follows:

Average age of regular employees : 45.9.

Average age at retirement of regular employees: 61.4.

The average years of service for regular employees is 13.7.

The median salary is $73,505.

There is a 1 to 10 manager to non-manager ratio. Data as of March 31, 2017.

The average sick days taken in 2016 is 9.8 days, however, this attendance data is not final and is subject to change.

Legend: Bargaining Group/Associations

OPSEU: Ontario Public Service Employees Union.

AMAPCEO: Association of Management, Administrative and Professional Crown Employees of Ontario.

PEGO: Professional Engineers Government of Ontario.

OPPA: Ontario Provincial Police Association (Uniformed and Civilian).

ALOC/OCAA: Association of Law Officers of the Crown/The Ontario Crown Attorney’s Association.

PSAT: Provincial Schools Authority Teachers.

AOPDPS: Association of Ontario Physicians and Dentists in the Public Service.

Legend:Non-Bargaining Groups:

SMG/ITX 1s: Senior Management Group/Information Technology Executive Job Class 1.

Executives: Senior Management Group/Information Technology Executive Job Class 2, 3, 4.

MCP: Management Compensation Plan.A: Gender in the OPS

This data is based on March 31, 2017 Workforce Information Network data. New hire data includes all new hires into the OPS and hires into the permanent workforce from fixed term contracts, from the period April 1, 2016 to March 31, 2017. Due to rounding, totals may not add up to 100%.

New hires into the OPS: 58% female, 39% male.

Breakdown by gender and compensation group:

B: Geographic distribution of the OPS workforce compared to the Ontario Population

The table below shows the geographic distribution of the OPS Workforce compared to the Ontario Population based on March 31, 2017 Workforce Information Network Data. Ontario population data is based on Ministry of Finance Population Projection Update as of July 2016

North: 13% OPS population, 6% Ontario population

East: 13% OPS population, 15% Ontario population

Central: 58% OPS population, 52% Ontario population

West: 16% OPS population, 27% Ontario population

Appendix A: OPS HR plan performance indices and indicators

Base Index value represents weighted sum of key performance indicators for initiatives under the OPS HR Plan priority areas

• Index contribution total sum of indicator values for each business objective (baseline)
  • Positive and Inclusive Workplace Culture base index value 66.5%. Year 1: 70.8%
    • Safe and Healthy Workplace (30%)
      • Discrimination and harassment free workplace
      • Healthy workplace
      • Safe workplace
    • Inclusive workplace (40%)
      • Workplace inclusion
      • Fair and inclusive hiring
      • Disability Support Services
    • Employee Engagement (30%)
      • Employee engagement index
      • Flexible work arrangements
      • Leadership practices composite index
      • Job mobility (career development opportunities)
  • Engaged and Innovative Leaders base index value 66.6%. Year 1: 72.7%
    • Competency development and succession planning (40%)
      • Talent capacity-Learning and development
      • Succession planning
    • Engagement of OPS Leaders (30%)
      • Engagement of Leaders
    • Leadership Strategy (30%)
      • Job mobility (career development opportunities)
      • Leadership development opportunities
  • Effective and Fair HR Practices base index value 66.1%. Year 1: 67.8%
    • Human Capital Plan for HR Professionals (20%)
      • Talent capacity - learning and development
    • Simplified and integrated HR processes and systems (40%)
      • Fair Hiring Practices
      • Pay and Benefits Client Experiences
    • HR Policies Effectiveness, Measurement & Collective Bargaining / Employee Relations (40%)
      • HR policy and effectiveness
      • Employee relations procedures/ Grievance Resolution

Published by
Treasury Board Secretariat
Government of Ontario
2017