|
|
| Strategies |
Performance
Measure/Initiative |
| Objective 1 - A communicating and
performance-focused workplace |
| Create and communicate a multi-year People
Strategy |
People Strategy reviewed annually; progress reports to all
staff twice a year |
| Through focus groups across the province, assess
the effectiveness of the People Strategy and employee perspectives
on communication, job satisfaction, recognition, and learning
opportunities (and other topics) |
# of focus groups in regions and headquarters |
| All employees have Employee Performance and
Development Plans (EPDPs) reviewed and updated on an annual
basis |
% of staff with an EPDP |
| Annually evaluate the implementation and employee
satisfaction with the EPDP process and prepare report for
Executive |
Staff feedback gathered; report prepared |
| Executive supports 360 feedback for Management
staff levels 5-12 |
% of ML5-12 employees using 360 feedback tools |
| Commitment to divisional meetings involving
Executive |
# of question and answer sessions in divisions across the
ministry with the Deputy Minister and Executive |
| Executive and Directors ensure communication
between and within divisions and branches (e.g. visits to
field, division/branch open houses, etc.) |
Level of staff satisfaction with communication, determined
during focus group sessions |
| OBJECTIVE 2 – Up-to-date
job descriptions |
| Managers are committed to reviewing and updating job descriptions
in order to support business objectives |
# of job descriptions reviewed |
| OBJECTIVE 3 – A positive
and motivating work environment |
| Develop a Deputy Minister Employee Recognition
Program |
Development of program and process
Awards presented annually; program evaluated |
| Support work/life balance, recognizing this
is unique to each individual. Initiatives may include local
wellness committees, staff social events, flexible working
arrangements, deferred salary leave, etc. |
Level of staff satisfaction with local initiatives, determined
during focus group sessions |
| OBJECTIVE 4 – A culture of
learning and development |
| Employees are encouraged to take advantage
of opportunities that promote knowledge and skills development,
normally identified in an employee’s EPDP |
Average number of Public Service Learning Fund training
hours per employee
# of developmental opportunities for MoE staff (e.g. temporary
assignments, project leads, cross training) |
| Support leadership developmental opportunities
for managers (i.e. Leading the Way, temporary assignments,
special projects, etc.) |
% of staff attending Leading the Way courses
# of temporary assignments across the ministry and other
ministries |
| OBJECTIVE 5 – Forward-thinking
succession management initiatives |
| Develop ministry succession management initiatives
that guide Divisions and Branches in addressing business needs |
# of corporate succession management presentations that
are available to all staff
# of developmental temporary assignment opportunities
Reports prepared on ministry demographics and best practices |
| Participate in Corporate Succession
Planning and allow staff the time to participate |
% of staff participation in process as set out by Leadership
and Learning Centre |
