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Library and Archives Canada Business Plan 2007 - 2010

Addressing LAC's Human Resource Challenges

Many Library and Archives Canada employees have been through a challenging and exciting period as the new organization has come into being and as former structures and approaches have been transformed. At the same time, the organization has been part of a wider effort to clarify and address challenges facing the entire federal public service to deal with issues such as official languages, recruitment and retention of staff, meeting employment equity goals and developing a learning culture within organizations. We have begun to implement the new Public Service Modernization Act, which bring significant changes to issues such as new learning standards, new recruitment and staffing processes and recourse, labour relations as well as new responsibilities and authorities under the Financial Administration Act.

Within LAC, the 2005 Employee Survey found that individual employees often have positive perceptions about their work and their workplaces. However, the survey also revealed serious concerns about the availability of resources and a desire for some stability in a time of constant change. Many employees also indicated concerns about perceived harassment and discrimination in their workplaces as well a strong belief, particularly in some occupational groups, that they were not classified appropriately and opportunities for promotions are limited.

The need to build a stronger workplace community, to meet public service-wide expectations and to ensure that LAC continues to have the people with the skills and experience to meet our mandate has been an important focus of management attention. It has already been translated into a corporate strategic and operational human resources plan that will continue to be implemented during the period covered by the Business Plan.

5 Key Objectives

Career and Knowledge Management
This is a reflection of LAC's commitment to assessing skill gaps and gauging future needs including replacing skills and the development of new skills for positions that are highly specialized. It also involves a review of positions that are critical to organizational success and establishing knowledge transfer strategies for an increasingly aging workforce and competitive market.

Building and Strengthening Leadership and Management Capacity
Leadership and professional development are key learning activities to ensure LAC is equipped to meet the higher standards of management accountability. This includes attention to issues such as attracting individuals in an increasingly competitive market and providing access to internal development opportunities, internships and assignments

Organizational Needs
Managing change as a result of the merger implies reviewing work descriptions and classification while ensuring that work processes are in line with current needs and realities. Progress in this area is fundamentally linked to enabling progress on the next objective

Staffing and Recruitment
This is focusing on resolving a wide range of issues related to staffing positions across LAC. It emphasizes the need to increase the number of staff in permanent, substantive positions as part of the larger effort to bring stability to the organization. It also includes ongoing attention to ensuring that LAC meets its commitments to employment equity and diversity, as well as to the use of both official languages in the workplace.

Workplace Wellbeing
Creating high performance and employee satisfaction is established by creating the right conditions to generate high levels of employee engagement. This objective emphasizes the work undertaken such as: orientation program, employee assistance program, the Public Service Employee Survey Action Plan, harassment training, values and ethics, health and safety, exit program and other initiatives designed to create a more positive climate.

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