A government crown corporation providing grants and other services retained PMC to design a complete talent management strategy framework. This included recruitment, orientation, and a performance management process integrating an employee driven multi-source competency platform integrated with an appraisal process. Design included links to compensation, access to core and advanced employee development opportunities, design of career management workshops and design and conduct of an employee engagement survey. The program aligns with the key priorities of the organization’s four-year strategic plan.
Human Resource Strategy
In 2009, the Human Resources Department of the Oujé-Bougoumou Cree Nation retained the services of PMC to assist in developing a 5-year Human Resources (HR) Strategy that responded to the economic and social Vision for their community. This work included an HR Audit of various HR policies and practices. In conducting this audit, PMC benchmarked practices in other communities and organizations by conducting a Human Resource Practices Survey within the Cree Nation of Eeyou Istchee. Communities and organizations in Eeyou Istchee had the opportunity to participate and share in the findings, providing an opportunity to see how their own HR practices compare to other organizations.
A non-profit corporation with several hundred employees was facing challenges in terms of adapting to new technology, competition, customer expectations and a changing workforce due to demographic trends.
In partnership with PMC, it entered into an ongoing process of leadership development to equip its management and supervisory ranks with the skills, insights, behaviours and values to effectively and confidently deal with a wide range of emerging issues.
For Phase I of this program, PMC developed a series of four customized and highly interactive modules to be delivered to small teams of managers and supervisors in three locations over a period of six months. The format allows ample room for one-on-one coaching as well as the practical application of skills on the job, in between the delivery of each module. The modules integrate and align with the corporate mission, vision and values.
Organizational Development and Performance Management
A non-profit organization with quasi-regulatory powers, a network of thousands of volunteers and dozens of member organizations wanted to strengthen its governance and risk management, while significantly shortening the three year cycle for training new Directors. First PMC developed a behavioural competency framework for Directors working in the two key program areas.
Establishment of the framework is a critical component of a succession planning and talent management strategy, helping to focus recruiting efforts on those candidates who best demonstrate high behavioural competence, not only the technical competence required for the job. For the existing team, the framework provides an individual and organizational dynamic training needs analysis, helping to focus employee development priorities on highest value returns. Lastly, the framework helps to demonstrate the application of organizational best practices to outside stakeholders.
Phase II of the project involved the creation of a multi-rater peer assessment system to assist Directors to develop the ability to work more cooperatively, provide constructive criticism of others’ work and receive critical appraisals of, and feedback on, their own work.
Time and Workload Management
The front line workers of a non-profit community organization were facing increasingly complex assignments due to the changing environment of the constituents they serve. The risk of stress and burn-out was increasing, and adding additional resources was not currently an option. After interviewing front-line workers, PMC developed a customized workshop on Practical Time and Workload Management, which was then rolled out in multiple deliveries across the front-line workforce. The workshop provides workers with practical tools and skills to manage both the complexity and the volume of their cases.
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