Strategic Human Resources Management - Correctional Service of Canada - Case Study Example

Strategic Human Resources Management Plan Name Institution Date Introduction The role of CSC in public service is to enhance public safety though facilitation of custody and effective reintegration of delinquents. Precisely, CSC’s responsibility is to administer sentences that are imposed by the court, and this includes supervision of custodial or community service sentences. CSC’s mandate includes management of correctional health centres, lodges for Aboriginal healing, correctional centres and parole offices. According to Fidler et al. (2005), these services are coordinated in five regional headquarters which provide administrative and management support and serve as delivery points for the organisations programs and services. CSC’s management portfolio also includes management of a research centre for addictions, a learning centre for correctional management, staff colleges, and the organisations national headquarters. CORCAN, a special agency operated by CSC deals in provision of employability skills and work for offenders in correctional institutions to prepare them for employment after their release. The objective of this paper is to provide an analysis of the Human Resource Management plan for the Correctional Service of Canada (CSC) for the three-year period between 2011 and 2013. The organisations priorities and plans are incorporated in the business strategy Report on Plans and Priorities (RPP). The primary objective of this strategic plan for human resource management is to enhance the effectiveness of the CSCs workforce. Background The rapidly evolving workforce in modern organisations presents numerous challenges to modern organisations. Some of the challenges that are unique to Correctional service of Canada (CSC) include: shortage of labour, change in demographics, effectiveness in labour relations and changing learning requirements. The objective of CSC’s three-year human resource strategy is to meet these challenges while strengthening management of human resources. In empowering the management department, CSC has identified four areas of priority: strengthening practices of the human resource management function, enhancing the effectiveness of its workforce, facilitation of learning and training, and improving the labour relations and health of the workplace. According to Canada Auditor General (2003), Achievement of these priorities is critical in achievement of the organisations business objectives and overall improvement of the organisation. As reiterated by the organisations commissioner Keith Coulter, every employee is obliged to participate in the realisation of the plan, and the management team of CSC is committed and recognises a shared responsibility and accountability for effective accomplishment of the ambitious initiative. To this end, the three-year human resource management strategic initiative is focused on implementing activities that support accomplishment of these priorities while ensuring that CSC’s workplace is competitive in the modern labour market (Motiuk & Brown, 1993). CSC has over 14, 500 employees across Canada that reflect the diversity of the countries society. Approximately 5 % of these employees are from minority groups, 4% are people with disabilities, while 7% are Aboriginal. Approximately 45% of CSCs workforce is women. 45% of the workforce is correctional officers, and 13% are program and parole officers that are deployed in the community and institutions. The rest of the organisations workforce is composed of employees with diverse skills that are essential in operating the offices in communities and institutions, such as health professionals, catering staff, electricians, and employees that provide corporate and administrative services at the national, regional and local level. CSC has in recent years had to deal with the challenge of attracting and recruiting employees in several parts of the country, especially those with disabilities and visible minorities (Canadian Human Rights Commission, 2003). Corporate Priorities CSCs human resource management plan of 2011-2013 was undertaken in a comprehensive process that led to the identification of five areas of priority. This was in response to the evolving profile of offenders, the need to enhance public safety, and increased emphasis from the government to focus more on crime prevention. Priorities were deliberately limited to a few areas by the management in order to enhance the management’s focus and objectivity in accomplishment of set priorities (Office of the Correctional Investigator, 2006). Highest on the list of the organisations priorities were: Safe reintegration of offenders into communities; Enhanced security and safety for both staff and offenders in the organisations institutions; Enhanced capacity to handle mental health of offenders; Strengthening of the management function. Priorities for Human Resource Management (2011-2013) The primary objective of CSC’s human resource strategy and plan is to strengthen the organisations human resource function and practices. The leadership and management of CSC exemplify commitment to developing an organization that is cost effective in delivering its priorities and other operational activities. Accomplishment of these priorities should be in accordance with the values of the public service that are aimed at development of a healthier workplace and sustenance of the trust and confidence of the people of Canada. To this end, the human resource management strategy for 2010-2013 focuses on four key priorities: Strengthening the human resource management function, practices, capacity and tools A workface that is representative and effective Effective training, leaning and development Improvement of the health of the workplace and development of responsive and effective labour relations. It is expected that an evolution of this priorities in the context of the organisations business objectives will be helpful in revealing the constraints and inadequacies in the human resource function, while highlighting the needs of human resource managers in meeting business objectives concerning staffing, recruitment, retention and development of the organisations workforce (Hannah-Moffat & Shaw, 2000). Strengthening the human resource management function, practices, capacity and tools Effectiveness in provision of correctional services is significantly depended on the organisations ability to attract and retain a representative and innovative workforce that has the essential skills required to effectively meet CSC’s strategic business objectives. To this end, the organisation recognises the need to human resource strategies and plans incorporated in the overall business plans. An integrated strategy for the organisations functions is critical in supporting initiatives aimed at developing an effective recruitment and retention program for employees that exemplify commitment to accomplishment of the organisations strategic objectives (Brewster & Tyson, 1991). In consideration of the drastic change in Canada’s demographics and the anticipated shortage in labour in several organs of the government, the organizations human resource management strategic plan primarily focuses on addressing these challenges. The strategic plan highlights key priority areas which include: recruitment, succession planning, leadership development, workplace health, training and development, and efficient transfer of knowledge. Incorporated in the plan is also an initiative to strengthen practices of human resource management, enhance the capacity of human resource department, and modernising of its processes (Hardyman & Harer, 2004). With the shortage in human resource experts currently being experienced in the public service, the capability and capacity of CSC’s human resource management is highly compromised. The changes that were introduced by the Public Service Modernization Act (PSMA) required the federal public service should review the way employees are hired and managed. More emphasis is now placed on hiring the right people and development of more collaborative relations in labour management aimed at improving the quality of work environment (Canadian Human Rights Commission, 2003). Provision of correctional services is in essence a challenging task that translates into operational and management difficulties in the workplace. A challenging workplace consequently leads to constrained labour relations. It is in this consideration that CSC is more focused on strengthening labour relations by employing the vast experience it has in labour management consultations at both local and national levels. Demographics of human resource professionals also portray a worrying trend, as most of these professionals are approaching retirement. This challenge is further compounded by the fact that the rest of human resource advisors are newly employed and lack sufficient experience to contribute effectively in accomplishment of the human resource management plan. The challenge of recruiting human resource advisors is further complicated by the fact that CSC’s regional headquarters are not in proximity with the offices of other departments (Hannah-Moffat & Shaw, 2000). Development of a workface that is representative and effective The primary objective of CSC’s human resource management strategy is to attract and retain an inventive and representative labour force that has the necessary competencies and skills to effectively meet the organisations business objectives. Faced with the challenge of most human resource professionals approaching retirement, the human resource management strategy must focus on recruiting and retaining an effective and representative workforce. This is in consideration of the fact that the number of employees leaving the organisation for retirement has risen considerably since 2004. To reverse this trend, CSC’s human resource strategy is to be revised to employ a recruitment model that is objective, results oriented and pragmatic. Development of appropriate recruitment measures that focus on strategic career development for the long-term should therefore be an urgent priority for CSC’s senior management. Of significant importance is a revision of the retention model to enhance flexibility of the workforce, with more emphasis on better planning for succession, mid-career hiring, and more diversity. The management portfolio must also be revised to exemplify more delegation and mentorship programmes for effective succession and transfer of knowledge. The human resource management team has to initiate more integrated plans that will enable it to forecast and implement effective strategies in recruitment and retention of competent employees, and to promote on-job training that supports successful succession. Training and learning programmes must lay more emphasis on official languages and in consideration of cultural competencies. Provision of effective correctional services requires that CSC staff be able to communicate effectively with offenders. As representatives of the communities where offenders come from, CSC staff has an obligation to present themselves as role models in these communities. The fact that CSC staff have to communicate with offenders in a language that they understand presents the challenge of recruitment of bilingual staff for services such as healthcare provision. It is important to acknowledge that CSC in an effort to develop a workface that is representative has made significant strides in employment of Aboriginal persons. In addition, the organisation has initiated effective Reponses that address the unique needs of the population of Aboriginal offenders. As a business priority the organisation has demonstrated its commitment to ensuring Aboriginal persons are adequately represented in the workforce. The organisation has gone a step b further to enhance the employee’s cultural competency to enhance its effectiveness in interacting with Aboriginal offenders. To this end, CSC has sought the Public serve Commissions permission to appoint qualified individuals of Aboriginal origin to mitigate the scarcity of labour force in some regions. CSC’s leadership has demonstrated commitment to development of employment equity and continues to adhere to its obligations as stipulated in the Employment Equity Act. In an effort to develop a workforce that is representative, CSC has provided adequate assistance to its management to effectively use the tools advanced by the Public Service Employment Act. The employment provisions in the act are tailored to expand the area of selection and recruitment as well as advertisement processes that enhance accountability in employment procedures. Training, learning and professional development As the labour market becomes more competitive, recruitment and retention of quality staff will depend on employer’s ability to meet employees’ requirement for extra learning and professional development. Career development is increasingly becoming a major determinant of the choices employees make in regard to improvement of their skills and the general development of their abilities. Harris (2002) says that CSC has the responsibility of creating and maintaining opportunities for developmental learning in order to prepare employees to take up positions of greater responsibility, and this is in the organisations concerted effort to retain its best people. For CSC to be able to attract and retain a quality workforce, it has to initiate orientation programs that address the training needs of specific departments, such programs will include: Parole officer orientation programs, correctional training programs, and orientation programs for new employees. Correctional training will involve development of skills in firearms, chemical munitions and personal safety. Training for specific departments will involve training for managers and supervisors in operation skills such as crisis management and decision making processes. The development needs will involve professional training in areas such as management, leadership and career development. To this end, CSC has already invested in a centre that provides training in management skills that are applicable in provision of correctional services. CSC is also in the process of formulating and implementing polices that will enhance sharing of information and best practices within the organisation. The major challenge that faces CSC in provision of adequate learning and training is the increase in demand for these programs by staff, and insufficient resources to meet this demand (Bondarouk, Ruel & Heijden, 2009). In an effort to ensure its employees receive adequate training that suits their roles, CSC has set out aggressive initiatives in redefining the responsibilities and roles that are directly related to training, learning and professional advancement of its workforce. The organisation has also reviewed and redefined the National Training Standards that should be implemented in the three year period. The three year project will also involving the renewing of a learning and development policy framework through issuing of guidelines that cover the implementation of Public Service policy on training , learning and development. To successfully implement the above initiatives, CSC has invested immense resources in changing organisational structures and enhancing succession planning to ensure continuity and consistency in development of its workforce. To this end, the organisation has initiated partnerships with other government departments such as the police to enhance the scope and diversity of the training it provides for its employees (Gendreau & Ross, 1979). Human Resources Policy (Development of a workface that is representative and effective) There has been a drastic increase in the number of employees leaving CSC since 2004. This is attributed to the high number of human resource professionals approaching retirement age. It is in consideration of this concern that the human resource management strategy of CSC will focus on recruitment and retention of more staff that is competent to deliver on the strategy and objectives of the organisation. An objective and pragmatic recruitment model will be employed to reverse the trend of an inadequate workforce. The model will focus on long-term career development of the organisations employees. The organisation shall be proactive in training employees to take up management and leadership positions in an initiative to develop a successful succession process. A significant component of the human resource management strategy will be to facilitate effective transfer of knowledge within the organisation through development of an efficient communication framework. More emphasis will be laid on delegation as a tool for enabling junior professionals to learn faster through on-job training. Human Resources Policy (Training, Learning and Professional development) Training, learning and professional development is critical to the accomplishment of CSC’s human resource management strategy and the achievement of the overall corporate objectives of the organisation. The human resources management strategy for the future is to redefine the role and responsibility of the human resource function in sourcing extra resources and investing more in effective learning and training programs. The management team will therefore be required to be proactive in formulating achievable plans that will involve training, learning and career development activities, and provide annual reports on the achievements realised in this initiatives. The human resource team for implementation of the department’s strategy will oversee refresher training in correctional skills for correctional and primary workers. The team will also be required to create learning opportunities for all categories of employees, and facilitate training in developmental language. The strategy of measurement of achievements will focus on realising an increase in the number of participants in training and learning programs. This should be reflected in the increase in the time allocated for training and learning activities. Of significant priority for effective communication in delivery of correctional services will be development of language training programs that will be tailored to the language requirements of CSC in different communities. Strategic Human Resource Management Plan (Development of a workface that is representative and effective) Plan for Development of a workface that is representative and effective Deliverables Year One 2010-2011 Year Two 2011-2012 Year Three 2012-2013 Implementation recruitment model that is objective, results oriented and pragmatic October 2011 600 new employees hired through direct from universities and colleges supervised by senior CSC executives October 2012 Successful implementation of the institutional management structure Ongoing Development of Appropriate recruitment measures that focus on strategic career development for the long-term October 2011 Successful on-job training and development of job-specific skills October 2012 Successful implementation of strategic employee retention programs focusing on career development, equity and better remuneration Ongoing Proactive planning for succession, mid-career hiring, and more diversity. October 2011 Enhanced training of employees in leadership and management October 2012 Successful mid-career hiring and improved succession planning Ongoing Strategic Human Resource Management Plan (Training, Learning and Professional development) Plan for Training, Learning and Professional development Deliverables Year One 2010-2011 Year Two 2011-2012 Year Three 2012-2013 Delivery of training programs that are compliant with Revised National Training Standards August 2011 Roles and responsibilities that involve training and professional development reviewed and redefined August 2012 CRC’s National Training standards redefined and implemented. Framework of planned training, learning and professional development created and implemented Ongoing Implementation of new policies of Learning and Development; Provision of educational support to all employees; Implementation of training programs in developmental language Design and delivery of institutional and deployment training August 2011 Successful initiation of orientation programs that focused on specific needs of departments August 2012 Establishment of a training centre that provides training in management and leadership skills Ongoing Implementation of a redesigned correctional training program August 2011 Successful development of skills in firearms, chemical munitions and personal safety August 2012 successful training of managers and supervisors in operational skills involving crisis management and decision making processes Ongoing References Bondarouk, T. V., Ruel, H. & Heijden B. V.D. (2009). e-HRM effectiness in a public sector organization: a multi-stakeholder perspective. International Journal of Human Brewster, C. & Tyson, S (eds) (1991). International Comparisons in Human Resource Management. London: Pitman Canada, Auditor General, (2003). Correctional Services Canada - Reintegration of women offenders, Chapter Four. . Canadian Human Rights Commission (2003). Protecting their rights: A systemic review of human rights in correctional services for federally sentenced women. . Fidler, F., Cumming, G., Thomason, N., Pannuzzo, D., Smith, J., Fyffe, P., Edmonds, H., Harrington, C., & Schmitt, R. (2005). Toward improved statistical reporting in the Journal of Consulting and Clinical Psychology. Journal of Consulting and Clinical Psychology, 73(1), 136-143. Gendreau, P., & Ross, R. (1979). Effective correctional treatment: Bibliotherapy for cynics. Crime and Delinquency, 25, 463-489. Harris, L. (2002). The future for the HRM function in Local government: everything has changed- but has anything changed? Strategic change, 11(7): 369-78 Hannah-Moffat, K., & Shaw, M. (2000). (Eds.). An ideal prison: Critical essays on women's imprisonment in Canada. Halifax, NS, Canada: Fernwood Publishing. Hardyman, P., & Harer, M., Law, M.A. (2004). A longitudinal follow-up of federally sentenced women the community: Assessing the predictive validity of the dynamic characteristics of the Community Intervention Scale. Unpublished doctoral dissertation,CarletonUniversity, Ottawa, Canada. Motiuk, L. L., & Brown, S. L. (1993). The validity of offender needs identification and analysis in community corrections. Research Report R-34. Ottawa, ON: Correctional Service Canada. Office of the Correctional Investigator, (2006). Response to the Canadian Human Rights Commission's Consultation Paper for the Special Report on the Situation of Federally Sentenced Women. . Read More