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Results-based Management and Accountability Framework
For Human Resources Management
Program architecture activity 1.4.2.1
3.0 Logic Model
The model below illustrates the activities mentioned above, in which functional specialists in human resources and line managers share responsibility.
These activities are very general and may be broken down into sub-activities. Each one represents a series of coordinated actions designed to produce the outputs and to arrive at the listed short-, medium-, and long-term results.
The horizontal arrows indicate the direction in which cooperation takes place between HR management partners.
The vertical arrows indicate the activities and outputs that ultimately produce the outcomes targeted by the institution. In terms of evaluation, it is important to note from the outset that the respective actions of partners are interdependent and jointly affect the anticipated outcomes. In fact, these outcomes are seen as the product of a number of combined stakeholder efforts and actions, which implies that the quality of this partnership must necessarily be taken into account during the evaluation.
Text equivalent for the chart above, Logic Model - Human Resources Operations:
A. Functional Specialists
- Activities-1
- Provide advisory services
- Deliver services to staff
- Outputs-1
- Advice and directives
- Classification and compensation services
B. Line Managers
- Activities-1
- Make HR decisions
- Hires, trains, upgrade and retain staff
- Outputs-1
- HR decisions
- Staff is hired, trained, updated and retained
A. Functional Specialists
- Activities-2
- Coordinate HR planning
- Outputs-2
- Corporate managers for HR planning
B. Line Managers
- Activities-2
- Plan for HR needs
- Outputs-2
- HR plans
A. Functional Specialists
- Activities-3
- Develop strategies, policies and guidelines
- Outputs-3
- Strategies, policies, and guidelines
B. Line Managers
- Activities-3
- Direct staff and working groups in accordance with strategies, policies and guidelines
- Outputs-3
- Staff support and directives
A. Functional Specialists
- Activities-4
- Coordinate performance program
- Outputs-4
- Advice and tools
B. Line Managers
- Activities-4
- Manage performance
- Outputs-4
- Objectives and outcomes are defined
A. Functional Specialists
- Activities-5
- Gather and analyze data
- Outputs-5
- Studies and reports
B. Line Managers
- Activities-5
- Provide data on staff
- Outputs-5
- HR Data
A. Functional Specialists
- Activities-6
- Anticipate and manage disputes
- Outputs-6
- Taking action
B. Line Managers
- Activities-6
- Mitigate staff-related risks
- Outputs-6
- Disputes avoided or resolved
Immediate Outcomes
- HR decision-making is facilitated through programs, relevant systems and tools and is based on convincing data
- Staff whose objectives are compatible and aligned with those of the organization
- Harmonious labour/management relations
Intermediate Outcomes
- Effective, sustainable, leadership focused on the organization's desired outcomes
- Work climate that inspires confidence, learning and constant improvement
Final Outcome
A skilled and representative staff dedicated to preserving Canada's documentary heritage and to being a source of enduring knowledge
