Developing Management Capacity,
HR Planning and Learning for the
S&T Community
Lynne McHale
Presented at CSPS and PSHRMAC Conference
February 17, 2006
Ottawa Congress Centre
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Outline
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Background – S&T Community
•
Vision for S&T
•
Shaping human resources management
•
Building capacity
•
Leadership and development
•
Considerations for future directions
•
Challenges and successes
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Conclusion
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Background - Federal S&T Community
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The 1994 Auditor General’s report S&T - a “community at
risk.”
•
Treasury Board Secretariat’s (TBS) lead with senior
steering committee (ADMs & PIPSC), working groups, and
a secretariat.
•
Foundation of community initiatives today.
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Pivotal Points for S&T Community
2000 Community Leadership/Ownership
2002 Federal S&T Forum
•
Alignment of HR initiatives to support vision of federal S&T.
2005 Federal S&T Forum
•
Results in recognition of the need for a strategic approach
to ensure HR initiatives, including learning,
are positioned to advance integration agenda.
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The S&T Community - Who We Are
• The S&T workforce consists of 22,000 employees or 17% of
the federal public service (PS).
• While S&T workers are employed in 42 departments and
agencies, 7 science-based department account for 75% of the
S&T workforce (Fisheries & Oceans Canada, National
Research Council of Canada, Environment Canada, Health
Canada, Department of National Defence, Natural Resources
Canada and Agriculture & Agri-Food Canada).
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The S&T Community - Who We Are
(Term & Indeterminate Employees)
Health
11%
National Defence
10%
Canadian Food Inspection
Agency
11%
Natural Resources
9%
National Research Council
9%
Environment
12%
Agriculture and Agri-Food
8%
Fisheries and Oceans
12%
Canadian Space Agency
1%
Other
14%
Transport
2%
Communications Research
Centre
1%
S&T Community Workforce (as of April 2002)
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The S&T Community - Who We Are
(Term & Indeterminate Employees)
Technical
53.5%
Health
6.1%
Applied Science
& Engineering
29.3%
Research
11.1%
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Regional Distribution of S & T Community and
Federal Public Service 2001*
BC &
Territories
13.3%
External
0.4%
NCR
30.1%
Federal Public Service
Prairies
16.0%
BC &
Territories
9.8%
External
0.9%
NCR
39.4%
Prairies
12.3%
Ontario
12.9%
Scientific and Technical
Atlantic
13.3%
Quebec
14.0%
Includes Indeterminate, Term>=3 mos., Term<3 mos.
Source: Public Service Commission/TBS EE Data System
Ontario
13.0%
Quebec
12.3%
Atlantic
12.3%
*Excludes Revenue Canada
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Partners
National
Science Advisor’s
Office
PIPSC
Central
Agencies
CSPS
Transport
Canada
Public Health
Agency of Canada
Agriculture &
Agri-Food
Canada
Canadian
Space Agency
Federal S&T
Community
Canadian Food
Inspection
Agency
National Research
Council of Canada
Natural Resources
Fisheries and
National
Canada
Defence / Defence Oceans Canada
R&D Canada
Environment
Canada
Communications
Research Centre /
Industry Canada
Health
Canada
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What We Do
Human Resources
Federal
S&T
Agenda
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How We Are Governed
FEDERAL SCIENCE &TECHNOLOGY
COMMUNITY GOVERNANCE
PARLIAMENT
Arthur Carty
National Science
Advisor
Prime Minister
Clerk of the Privy Council
Science Deputy Ministers
ADM S&T Integration Board
Industry Canada
ADM
Science ADMs Advisory
Committee (SAAC)
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Development at the S&T Community Level
• Leading Scientific Teams
• Science Opportunities System
• Career Progression Management Framework for Federal
Researchers
• Becoming Leaders Workshop
• Life-long learning guide
• Compendium of learning and development resources
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Moving Ahead – A Vision to 2010
The Government of Canada will be recognized nationally
and internationally for the quality and productivity of its
science in support of the public good, that would have:
• Focused research programs aligned with mission critical
goals
• A talented and committed workforce
dedicated to government science
• State-of-the-art equipment and clusters of core
infrastructure
• Commitment to partnerships and networks with others to
lever resources and research capacity
• An enabling administrative and fiscal environment
Office of the
National Science Advisor
Bureau du
Conseiller national des sciences
Shaping Strategic Investments in Human
Resources Management
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S&T in support of Mission Critical Goals
Beyond the Horizons workshops
Study: Barriers to Integration
Workforce analysis
PSMA
Learning policy for the Public Service
Looking Ahead – 10 Outlook on Canadian Labor Market
Job futures world of work
Survey of S&T managers
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Business HR
Planning
Learning and
Professional
Development
Integrated HR
Community Plan
Aligned with S&T
Employment
and Equity and
Diversity
Recruitment
Staffing
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Learning Needs into Today’s Environment
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Values & ethics
Managing diversity
Leading in federal S&T environment
Science policy linkages and the role of S&T
Partnering
Networking
Multi-disciplinary team building
Communicating science
Managing collaborative and integrated arrangements
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Considerations for Future Directions
RESULT:
• Capacity/competencies to support strategic direction of
Federal S&T.
HOW:
• Developing common learning approach for S&T.
• Revising learning tools to reflect development of
competencies to support skills needed in federal S&T.
• Partnering with CSPS to develop programs to address gaps.
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Challenges
• Diversity of community
• Institutionalization of learning initiatives
• Measuring impact of initiatives
Successes
• Engaged and committed leaders
• Long-term vision
• Strategic objectives and deliverables aligned with the vision
of Federal S&T
• Sustainable governance structure
• Financial investment
• Marketing and communications
• Partnerships
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Conclusion
• Learning is key to building strategic capacity
• Central pillar in establishing capacity to manage large
scale changes.
• Integral to support new and evolving delivery of
horizontal S&T.
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Websites
• http://intranet.sciencetech.gc.ca
• science.gc.ca
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