ARCHIVED - About Us

Response of Library and Archives Canada to the Round VII Management Accountability Framework
Action Plan 2010-2011

Previous | Table of Contents | Next

People Management

According to the MAF, the Government of Canada wishes to ensure that each "department has the people, work environment and focus on building capacity and leadership to assure its success and a confident future for the Public Service of Canada."

In the framework of workforce mobility caused by retirements and the renewal of the public service, LAC plans to recruit and retain a qualified workforce that can help carry out its mission. The institution is resolving issues related to official languages, meeting employment equity targets and developing a learning culture. LAC is also committed to providing an environment that supports employees where there is potential for growth and development, thus enhancing flexibility, productivity, job satisfaction and employability, while respecting each employee's career goals.

LAC received an overall score of 65.9 and a rating of "acceptable" as a result of the rating scale applied at the AoM level for the purpose of setting performance expectations in the AoM for People Management. Last round, its performance was rated "acceptable" for AoM 10. Direct comparisons with last year cannot be made, as the AoM for People Management (10, 11 and 21) and the performance measures have changed.

Although LAC set out these five priorities in their Integrated Human Resources plan, the organization did not meet the Planning-1 or Planning-2 criteria used to evaluate the planning element of the 2008–2009 Departmental Staffing Accountability Report. Of note is the creation of the LAC Executive Development Program, which expands talent management to the entire executive cadre and builds strong leadership to usher LAC through its modernization activities. LAC has analyzed the results of the Public Service Employee Survey 2008 and developed several action plans following the release of the results. Given that implementation is not likely to occur until 2010, any assessment of anticipated results will not occur until the following MAF period.

TBS Recommendations:

• The employee's perception and confidence towards senior management should be improved.
• Perception that senior management makes effective and timely decisions should be improved.
• Proportion of budget spent on training, staffing should be aligned with corporate resource on Public Service Commission's Staffing MAF assessment.

LAC Action Plan:

40. Developing and piloting a cultural awareness session.
41. A departmental classification performance report will be submitted to the Deputy Head and the TBS Office of the Chief Human Resources Officer will be informed.
42. Leadership and public speaking skills will be developed by the establishment and the promotion of a LAC Toastmasters Club.
43. New possibilities for action, including the enhancement of targeted competencies, will be undertaken through the use of LAC Action Learning Groups.
44. All executives will be held accountable for training through a common commitment in performance agreements. This will entail that:
    • 90% of employees will have completed a learning plan (directors);
    • 70% of the learning plans will have been implemented (Directors General);
    • 1.5% of the salary envelope will be dedicated to learning and professional development (Assistant Deputy Ministers).

Previous | Table of Contents | Next