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Audits and Evaluations

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 report on EE (for CPSA)
  • Annual report on OLs (for CPSA))
Annual

Annual
HR

HR
L

L
Effectiveness of strategies implemented to correct the under-representation of designated groups => gaps reduced by %
  • Annual report on EE (for CPSA)
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 %
  • 360 Degree Exercise
2012-2013
Once every five years
ADM/HR H
Effectiveness of strategies for meeting leadership needs => gaps reduced by %
  • Comparison of 360 Degree Exercises
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 report and PMP score sheet (for CPSA)
  • Performance agreements
Annual

Annual
HR M
Employee objectives aligned with the institution's operational and strategic objectives => % of objectives aligned
  • Work plans
(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
  • HRIS
  • Analyze entry and exit interviews and suggest corrective measures
Annual

Annual
(by sampling)
HR

HR
L

M
Learning costs per employee => $/FTE
  • Free Balance
Annual FIN L
Material resources conducive to employee productivity and well-being
  • PSES
Once every three years RH L
Effectiveness of policies, programs and benefits that offer a balance between personal and professional responsibilities
  • PSES
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
  • Questionnaires/
    interviews with specialists and managers
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
  • Individual work plans (if box 2 of PPMP is reintroduced)
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
  • PSES
Once every three years HR L
Effectiveness of the alternative dispute resolution program = > number of successful informal mediations
  • Senior officer's Annual report on informal dispute resolution (for the DM of LAC)
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.

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