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Audits and Evaluations

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.

Table outlining the LOGIC MODEL LINKING activities and outputs of functional specialists and line managers in human resources, for activites in which they share responsibility, and indicating the immediate, INTERMEDIATE AND  final outcomes of the listed ACTIVITIES AND SUB-ACTIVITIES.

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

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