Library and Archives Canada
www.collectionscanada.gc.ca
Common menu bar links
Institutional links
ARCHIVED - About Us
Archived Content
This archived Web page remains online for reference, research or recordkeeping purposes. This page will not be altered or updated. Web pages that are archived on the Internet are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats of this page on the Contact Us page.
Results-based Management and Accountability Framework
For Human Resources Management
Program architecture activity 1.4.2.1
4.0 Measurement Strategy
4.1 Performance Indicators
The table below lists the performance indicators for each of the Immediate, Interim and Final Outcomes. Also included for each indicator are the data source, frequency of collection, responsibility for data collection and the degree of effort required for collection (L: low; M: moderate; H: high).
| Aspect of the Logic Model | Indicator | Data Source | Frequency | Responsibility | Effort L-M-H |
|---|---|---|---|---|---|
| Final Outcome | |||||
| A skilled and representative staff, dedicated to preserving Canada's documentary heritage and to being an accessible source of enduring knowledge | Staff make-up based on job requirements (including OLs), designated groups and labour force availability |
|
Annual Annual |
HR HR |
L L |
| Effectiveness of strategies implemented to correct the under-representation of designated groups => gaps reduced by % |
|
Annual | HR | L | |
| Intermediate Outcome | |||||
| Effective, sustainable, leadership focused on the organization's desired outcomes | Leadership's actions aligned with Key Leadership Competency Profile => conformity % |
|
2012-2013 Once every five years |
ADM/HR | H |
| Effectiveness of strategies for meeting leadership needs => gaps reduced by % |
|
2012-2013 Once every five years |
ADM/HR | H | |
| Senior management's performance agreements and managers' work plans, including HR management objectives => % of objectives achieved |
|
Annual Annual |
HR | M | |
| Employee objectives aligned with the institution's operational and strategic objectives => % of objectives aligned |
|
(by sampling) | HR | M | |
| Work climate that inspires confidence, learning and constant improvement in an empowering and stable work environment | Staff turnover rate and causes versus Retention rate |
|
Annual Annual (by sampling) |
HR HR |
L M |
| Learning costs per employee => $/FTE |
|
Annual | FIN | L | |
| Material resources conducive to employee productivity and well-being |
|
Once every three years | RH | L | |
| Effectiveness of policies, programs and benefits that offer a balance between personal and professional responsibilities |
|
Once every three years | RH | L | |
| HR-related decision-making facilitated by relevant policies, strategies, systems and programs | Advice and guidance based on a good understanding of LAC's strategic and operational objectives => % of managers are satisfied |
|
2009-2010 Once every five years (by sampling) |
ED | I |
| Staff performance contributes to achieving organizational results | Degree of alignment between staff and organizational objectives => % of objectives aligned |
|
Once every five years (by sampling) |
ED | I |
| Harmonious and open labour relations | Increased access to dispute resolution mechanisms and faster dispute resolution = > % of satisfied and very satisfied employees |
|
Once every three years | HR | L |
| Effectiveness of the alternative dispute resolution program = > number of successful informal mediations |
|
Annual | HR | L | |
The strategy adopted for measuring the degree to which resource management outcomes are achieved is to make optimal use of the data already gathered for reports submitted to the central agencies, from the Public Service Employee Survey, or inputted into computerized internal control systems. These data are regularly compiled on an annual or three-year basis and are considered reliable.
Another source of data that will make up a significant portion of the indicators will be retrieved from documents analyzed internally (performance agreements, work plans, training plans, etc.), or from questionnaires/interviews with functional specialists and line managers. To reduce the effort involved in performing these analyses and surveys, the former will be carried out using sampling and the latter will take place once every five years only. The analyses will be conducted by the sections of the Human Resources Division and the Finances Division responsible for the activity or the program in question (e.g., learning and related costs, performance evaluation), while the surveys will be conducted under the direction of the Evaluation Division.
Lastly, the leadership skill indicators will be measured using a 360 Degree Exercise, such as the one administered to LAC's Board of Directors in 2006. However, it will be necessary for a third party to analyze the data (a specialist/advisor or the Personnel Psychology Centre of the PSC) to ensure the confidentiality of the results and participant anonymity.
