Corporate Management and Direction

Expected Outcome

Performance Summary – We have met our Anticipated Result, as demonstrated by the following performance against expectations:

• on schedule with our implementation of our Human Resources (HR) strategy with many of our HR Reform and Renewal initiatives either completed or on schedule for completion
• assessed the remaining work to be done to ensure that our modernizing approaches and designs are being tailored to fit the evolving HR requirements of the maturing Agency
• Improved services and tools to support managers
• the CCRA continued to develop a knowledgeable and skilled work force across its business lines

People Management – The Agency is tailoring its Human Resources Reform and Renewal (HRR&R) strategy to fit its evolving needs. Each of the initiatives in our HRR&R strategy was started separately, and with due regard to efficacy. In concert, these initiatives will contribute to the HR vision of effectively supporting the Agency's core business lines.

Though a direct statistical relationship between some of our initiatives and business results may be influenced by the effects of other factors, it is the Agency's view that the various initiatives underway are contributing to the achievement of the Anticipated Result.

In 2002-2003, the CCRA strived to demonstrate its leadership and commitment to providing strong people management in its ongoing HR activities. Progress on the main components of the HRR&R strategy included:

Classification – In 2002-2003, we implemented the Management/Gestion (MG) group, and continued the classification reform agenda by initiating the development of a specific classification standard for CCRA.

Compensation – A new Compensation Service Delivery Model was developed and approved this year. Key components of this model include the redesign of HR processes that will result in efficient payroll transactions and new self-service technology for CCRA employees and managers. Implementation of this initiative is on track for delivery in 2005-2006.

Labour Relations – The successful conclusion of a collective agreement this year with the Professional Institute of the Public Service of Canada (PIPSC) completed the implementation of the new bargaining unit structure as determined by the Public Service Staff Relations Board in 2001. This agreement consolidated the terms and conditions of employment for eight previous bargaining units representing 12 occupational groups.

Resourcing – As we break new ground in the development of a competency-based human resources management system using the Pre-Qualification Process (PQP), we have had to make adjustments to our plans and therefore, are behind the original schedule. During 2002-2003, 54 PQP's were initiated within the CCRA. To prepare for the implementation of this new system, information sessions were provided to over 14,000 employees and managers. As of March 31, 82% of employees occupied positions with a job competency profile. The focus placed on educating our staff on the Pre-Qualification Process resulted in delays to the completion of Employee Competency Profiles.

HR Systems – Work continued to strengthen the integrity of the Corporate Administrative System (CAS) HR data. A draft HR-IT Business Strategic Plan was developed to support the HR reform needs for the next three years. The plan draws the strategic road map and provides an integrated view of the timeline and interdependencies.

Dispute Management – Alternative Dispute Resolution (ADR) training attendance for 2002-2003 was almost 17,000, with cumulative attendance exceeding 47,000 since the courses were first offered. For the second consecutive year, harassment complaints have remained significantly below the previous four-year average of 90 complaints per year. The number of staff relations grievances increased this year by about 14%. A large number of these grievances were filed in response to the CCRA's decision on the classification of the customs inspector job. In addition, a large number of job content and classification grievances were filed as a result of implementing the Management/Gestion (MG) group.

Enhanced Management Capability – The CCRA's Connecting initiative provided services and leadership tools to support the CCRA Management/Gestion (MG) group. The management cadre is also supported on the intranet with the Manager's Corner site. The CCRA is striving to create a network of managers to provide support for the MG group. This year, attendance surpassed 8,800 for management Leadership Program modules.

Executive Cadre – In 2002-2003, 148 EX staffing processes were conducted. Since January 1, 2000, 88% of these staffing processes (292 of 330) have taken less than three months to complete. Phase I of the Executive Succession Planning Program was completed in 2002-2003. As of March 31, 2003, 90% (198) of the CCRA executives in bilingual positions met the language requirements of their position.

Performance Management – To support and strengthen organizational and individual performance, over 33,000 performance assessments were completed for employees for the 2001-2002 performance management cycle, and over 32,000 performance expectations were prepared for the 2002-2003 cycle. All 701 EX and SM group members had performance assessments completed, which further embedded performance management into our accountability framework.

Employment Equity – The CCRA is striving to meet the goals set out in the CCRA Strategic Direction for Employment Equity (EE). National representation of all four EE designated groups continues to exceed labour market representation.

Training and Learning – The CCRA invested about 6% of its payroll on learning, an increase of $10.6 million, or about 6% over the previous year. Over 30,000 managers and employees now have individual learning plans.

Knowledgeable and Skilled Workforce – Overall, the CCRA had in place a knowledgeable and skilled work force across all its business lines to meet core business requirements. Within the Tax Services business line, we need to hire additional auditors to meet our compliance requirements. Our Tax Services Workforce Development Initiative is being developed to address the recruitment, development, and retention of auditor, computer scientist, and economist/statistician groups. Five key areas are under review: organizational structure, recruitment, retention, career planning, and professional development.

Historically, the Appeals business line has experienced difficulty in staffing to optimum levels; however, this year Appeals succeeded in reducing its shortfall in its staffing target to 5.9%, down from 7% in 2001-2002.

The Customs business line is developing a strategic Human Resources plan to address recruitment, retention, training, and career management for all its various jobs. This year, Customs hired more than 500 employees from outside the CCRA. As the provision of a secure environment for its front-line staff is a concern for Customs, this year an outside consultant was retained to conduct a Job Hazard Analysis (JHA) of customs inspector and superintendent jobs. We are acting on the recommendations from this report.

Employer of Choice – From the results of our 2002 CCRA Employee Survey, 86% of employees who responded told us that “CCRA is a good place to work,” and 78% said “they are satisfied with their career within the organization.”

Taking Stock and Moving Forward – Last fall, the CCRA launched the HR “Taking Stock and Moving Forward” project to assess the status of the initiatives in our HRR&R strategy. The project will carry into next year and ensure that the CCRA's HR services are fully aligned with current and future business needs while being delivered at an affordable price.

Date modified:

2003-10-29