ARCHIVED - 2010-2013 Strategic Human Resources Plan

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Strategy 1 – A Qualified and Representative Workforce

Where We Are

Demographic shifts continue to be the biggest single influence on our workforce as increasing numbers of experienced employees are eligible for retirement. We must, therefore, continue to focus on recruitment and succession planning.

2009-2010 Accomplishments

CCG was granted authority to advertise external and internal employment advertisements under its own banner

The Careers page on the CCG web site was enhanced to increase recruitment

Improved coordination of best practices will be the cornerstone of our recruitment and retention efforts. The National Labour Force Renewal Directorate (NLFRD) was launched in 2009, with a two-year mandate to support and expand our recruitment and succession planning efforts.

A Qualified Workforce

Key to attracting new employees to an organization is making sure potential candidates know where to find job postings. In 2009, CCG was granted authority to advertise both external and internal employment advertisements under its own banner rather than under the DFO banner. This not only increases CCG’s visibility within the public service, but also helps those outside of government find CCG job postings.

“…the Internet is one of the primary tools used by Canadians seeking new employment opportunities.”

George Da Pont
CCG Commissioner

The CCG enhanced its Careers page on the Internet, highlighting the diversity of job opportunities and exciting challenges that a career with CCG can provide. The Careers page now profiles the five at-risk groups, features video clips showcasing the work of seagoing and shore-based personnel, virtual tours of vessels, bases and the College, and updated information on job qualifications for seagoing and shore-based positions. Complementary recruitment tools were developed for national promotion of CCG job opportunities and careers.

CCG recognizes the importance of students to succession planning. In the summer of 2009, a pilot project was launched in the NCR to showcase CCG career opportunities. Students were given the opportunity to take part in a question and answer session with the Commissioner, and to tour the Coast Guard base in Prescott, Ontario. They were also encouraged to provide input into the development of the new CCG Careers page. This approach was successful and will likely be used again in the future.

An Integrated Operational and Human Resources Planning (IOHRP) on-line tool was developed by DFO to provide clear snapshots of our organization and inform HR management. With this tool, CCG is better able to monitor succession planning, employment equity, labour relations, performance reviews and learning plans, and long-term acting and term appointments.

The IOHRP tool enables managers at all levels of the organization to identify significant human resources issues, including succession planning and knowledge transfer. Succession Planning Champions have been identified by DFO and succession planning capacity has been strengthened by better aligning it with business planning.

We continue to work with industry and the Canadian Coast Guard Auxiliary to promote marine careers, reaching out to educators, guidance counsellors and students through school visits and career events. For example, in 2009-2010, the CCG College partnered with Maritimes Region to host a visit for Aboriginal students and the Quebec Region distributed more than 300 information kits to guidance counsellors to help increase awareness of CCG training and career opportunities.

In the current economic environment, CCG will promote its total employment package, highlighting CCG job security, salary, benefits, pension, and learning and development opportunities.

A Representative Workforce

2009-2010 Accomplishments

The Operational Women's Network was created to provide a forum for communication among seagoing women

CCG established and implemented a semi-annual report card to monitor progress on the DFO EE MAP

CCG accomplished seven commitments outlined in the DFO EE MAP

For the first time in the past five years, CCG reached just over 30% of employees who self-identified as EE group members

Employment equity groups – women, persons with disabilities, Aboriginal peoples and visible minorities – remain under-represented within the CCG. The CCG is determined to increase representation in the four designated EE groups and has included EE recruitment in management accountability accords, so that managers are held accountable to improve representation.

In 2009, CCG established and implemented a semi-annual report card to monitor progress on the EE Management Action Plan. This has helped the CCG fulfill the DFO EE MAP commitments.

While the CCG now employs more members from each of the four designated groups than at any time in the past five years, our representation gaps have widened due to revisions to Workforce Availability (WFA) rates based on the 2006 Census. Approximately 30% of the CCG workforce has self-identified as belonging to an employment equity group. As of September 2009, representation at CCG is approaching overall availability, which sits at approximately 33%.

Although representation has increased, the operational nature of CCG’s work can make it difficult to eliminate representation gaps, particularly in the operational and technical occupational categories.

For a detailed list of completed EE MAP commitments, see Annex C.

Since 2004, CCG has made the most progress in its recruitment of women; increasing representation by 32% and reducing the representation gap by 85%. This is in part attributable to revised and more accurate WFA estimates for seagoing women. Graph H.1 shows EE representation of women within Coast Guard compared to the national availability.

Historically, attracting women to seagoing positions has been a challenge for CCG. However, initiatives such as the Operational Women’s Network (OWN), which provide opportunities for mentoring and advice, and a focal point for concerns women may have as seafarers, have helped. In addition, CCG portrays women in promotional and outreach materials, and targets distribution to organizations for women. It has also allowed a six-month dispensation to attain a Marine Emergency Duty (MED) certification as a proactive measure to encourage women to pursue careers at sea, and writes to women applicants who have expressed interest in a career at sea but do not meet this certification requirement.

The 2006 Census revealed that Canada's Aboriginal population grew by 45% between 1996 and 2006, resulting in higher WFA estimates. While CCG has reduced the representation gap for Aboriginal peoples by approximately 50% since 2004, a national gap of 15 remains (see Graph H.2). CCG will continue to focus on recruiting and retaining Aboriginal peoples within the Ships’ Crew occupational group.

Over the past year, the WFA rate increased most for persons with disabilities. Despite a representation increase of 17, this rate change has caused CCG’s representation gap to increase by 40 (see Graph H.3).

Recruiting persons with disabilities remains a challenge for CCG’s operational and technical functions. To address this fact and to ensure that barriers to participation are eliminated where possible, Fleet is establishing Bona Fide Occupational Requirements (BFORs) reflective of the nature of operations at sea. For seagoing personnel, BFORs will be established where a particular requirement is considered integral to carrying out the functions of a specific position in order to ensure the safety of the individual and the ship's complement. In this context, Fleet (in conjunction with Ecosystems and Fisheries Management – Conservation and Protection) has developed an industry-leading hearing standard for seagoing personnel and Fisheries Officers. Fleet is also now developing an action plan to establish BFORs for vision for seagoing personnel, linked to national and international standards created to protect the safety of individuals and the ship. In addition, to promote and foster an inclusive workplace and to respond effectively to individual accommodation needs, outreach material targeting persons with disabilities will be distributed in order to attract more potential recruits.

In an effort to remove barriers to recruitment within the EE groups, especially visible minorities, CCG eliminated the Officer Training Program pre-requisite for second language knowledge for the College’s 2010 fall session. The CCG is now increasing its second language training capacity to ensure that graduating officer-cadets continue to meet official language requirements. The visible minority group has the lowest representation at CCG relative to WFA estimates. Representation is 70.6% of the estimated availability, which is a representation gap of 53 (see Graph H.4).

Graphs H
Employment Equity Trends

Graph H.1 Employment Equity Trends - Women

Graph H.2 Employment Equity Trends - Aboriginal Peoples

Graph H.3 Employment Equity Trends - Persons with Disabilities

Graph H.4 Employment Equity Trends - Visible Minorities

EE accomplishments are most evident at the regional level. In 2009, the Quebec region successfully eliminated the representation gaps for women, Aboriginal peoples and visible minorities. Similarly, the Central and Arctic region eliminated the representation gaps for Aboriginal peoples, persons with disabilities and visible minorities. The Maritimes region and the College had no representation gaps. See Annex E for a regional breakdown of EE trends.

What We Will Do

Recruitment and Staffing

Demographic shifts will be the biggest single influence on our workforce over the next years, as increasing numbers of experienced employees retire or pursue careers elsewhere. New recruits will be needed across Canada in every occupational group. The time involved in training new Ships’ Officers and Marine Communication and Traffic Services Officers, four years and one year respectively, makes staffing these groups especially challenging.

Collective staffing and the use of qualified pools are increasingly important as they allow for faster staffing and give managers access to national resources. They benefit employees too – allowing them to become candidates for positions outside of the normal selection area, thus facilitating mobility.

The College plans to increase the annual officer-cadet intake from 48 to 64 for September 2010. Going forward, intake will be adjusted annually to satisfy workforce needs.

The Careers page launched in 2009-2010 will be enhanced in 2010-2011 with the addition of video clips, photos, 360º virtual tours, and employee testimonials. Careers page visits will be monitored in 2010-2011; an evaluation in 2011-2012 will determine areas for possible improvement.

Continue to support the development of the Operational Women's Network. 2008-2011 DFO EE MAP DG, Fleet
Evaluate effectiveness of the revamped Careers Page   DG, IBMS

A Representative Workforce

During 2010-2011, CCG will focus on achieving DFO EE MAP commitments (see Annex C). CCG will be assertive and creative in efforts to attract and retain a diverse and representative workforce. Coast Guard will use its recruitment tools to target regions and specific occupational groups where gaps exist. Where appropriate, we will expand areas of selection to encourage increased participation of these groups in competitive processes.

The CCG will continue to target persons with disabilities with outreach material that allow them to envisage work at sea, and the CCG will continue its participation in the Partners Workplace Inclusion Program (PWIP) in Vancouver, British Columbia, and in St. John's, Newfoundland. As well, the Central and Arctic region will explore the availability of a PWIP office in the Sarnia area and/or an affiliate program which they can access to hire persons with disabilities.

A particular focus will be placed on women and Aboriginal peoples within the Ships’ Crew occupational group. CCG will continue to commit funds to pay for the MED training for female SC candidates.

The CCG will endeavour to retain members of designated groups through targeted succession planning, and developmental and advancement opportunities. The OWN will continue to support seafaring women, making this career choice even more attractive. CCG will also pursue development and implementation of an industry-leading vision standard for seagoing employees.

Over the past five years, the CCG’s overall EE representation has increased by an average of 5% each year, and increased by over 6% in the past two years. In 2010-2011, the CCG will increase its overall EE representation by 7%, by continuing to hire from EE groups, by promoting self-identification to employees, and by educating managers on the merits of a diverse workforce. In doing so, CCG will continue to make the Agency a respectful and welcoming workplace that employs people as diverse and representative as the population we serve. Through the EE MAP report card, we will continue to monitor our progress.

Develop an action plan to address Bona Fide Occupational Requirements for vision for seagoing positions that are linked to national and international regulatory requirements   DG, Fleet
Increase overall employment equity representation by 7% 2008-2011 DFO EE MAP CCG MB members
Develop outreach material targeting persons with disabilities to allow them to envisage work at sea 2008-2011 DFO EE MAP DG, IBMS
Distribute outreach material at regional career and outreach events targeting secondary and College students, emphasizing the Agency's need for a diverse workforce 2008-2011 DFO EE MAP Executive Director, NLFRD
Continue to participate in the Partners for Workplace Inclusion Program in Vancouver, British Columbia, and in St. John's, Newfoundland 2008-2011 DFO EE MAP AC, PAC; AC, NL

At-Risk Groups

CCG’s at-risk groups (SO, SC, RO, EN and EL) make up 67% of our workforce and are essential to our operations. Labour market pressures and specialized training and experience requirements make recruitment and retention of these groups especially challenging.

Ships’ Officers and Ships’ Crew

The “Window into the Seagoing World” details the recruitment, retention and succession planning challenges associated with Ships’ Officers and Ships’ Crew. Implementation of the Ships’ Crew Certification Program in 2010-2011 will assist Fleet Management in succession planning for seagoing personnel.

Develop detailed syllabi for each of the specific certificates modules and begin implementation of the Ships' Crew Certification Program   DG, Fleet

Marine Communications and Traffic Services Officers

CCG is the sole employer and trainer of Marine Communications and Traffic Services (MCTS) Officers in Canada. Recruitment and training of individuals who are interested in a career as an MCTS officer is critical in ensuring the continuity of service delivery.

CCG’s MCTS Officer ab initio program ensures that recruits into this program receive standardized up-to-date training. The program is designed for new recruits who have no previous experience in this field. In a typical year, the ab initio program accepts 23 candidates. The graduation rate is approximately 83%, which is very encouraging given the fact that the MCTS Officers (Radio Operations) are one of the five at-risk groups.

To ensure that CCG has a qualified pool of MCTS Officers in the future, MCTS continues to use a national pool of partially-assessed candidates to fill training positions. As this national pool expires in September 2010, CCG will run a second national recruitment process for both English and bilingual positions in 2010-2011.

Implement the Refresher Course for Existing MCTS Officers   DG, MS; Executive Director, College
Review the MCTS ab initio development program   DG, MS

Marine Electronics Technologists

The Marine Electronics Technologists (EL) community has seen many departures over the past five years, owing largely to retirement. However, CCG has successfully maintained its EL workforce through the Marine Electronics Development (MELDEV) Program. Through MELDEV, new Electronics Technologists are hired at an entry level. Program participants acquire experience, knowledge and skills through formal training and work assignments until they qualify for a working-level position, usually attained in 36 months.

Employees were hired into the MELDEV Program in 2008-2009 and are expected to finish in 2010-2011. A national collective selection process is underway and we anticipate hiring 18 new ELs across Canada in 2010-2011.

The Engineering Community

CCG employees in engineering functions range from university-trained engineers, naval architects eligible for membership in a provincial association of professional engineers, engineering technologists and engineering technicians. The Agency also employs marine engineers (both seagoing and shore-based), many of whom have received their training at the CCG College and are certified by Transport Canada.

Within CCG, most university-trained engineers who are employed in their capacity as professional engineers and naval architects belong to the EN occupational group. College-trained marine engineers are normally employed in the SO, GT or EG occupational groups, and technologists and technicians are normally in the GT or EG occupational groups.

CCG recently conducted a gap analysis to help project its engineering needs. This analysis, combined with implementation of the CCG Standard Organization (see Strategy 3), highlighted the need for marine engineers, at headquarters and in the regions.

Our recruitment challenge will intensify in the future, as our requirement for engineers (university- and college-trained) increases significantly. Much of the growth at CCG over the next 20 years will be to further the work of Major Crown Projects. With an authorized budget of $1.4 billion, and a recognized need for additional investment, shipbuilding is becoming a major activity. In 2007, the Auditor General of Canada recommended the creation of a Vessel Management Maintenance Review (VMMR). Implementation of the Vessel Maintenance Management Program and improvements to the life cycle asset management program for shore-based infrastructure will also drive the need for more engineers, technologists and technicians. In particular, this implementation will require approximately 25 to 30 marine engineers. These engineers will be drawn from the existing seagoing cadre, making it more challenging for Fleet to meet regulatory vessel manning requirements.

CCG will work with the Public Service Commission to develop a Post Secondary Recruitment Program for Engineers. The program will streamline staffing and it will allow CCG to access and hire qualified university and college graduates from across Canada.

The gap analysis pointed to a need for additional seagoing and shore-based marine engineers. It spurred the creation of an Engineering Workforce Solutions Action Plan which outlines options that will be explored to recruit more marine engineers and will guide the development of an Engineering Professional Development Program. The program will be designed to help entry-level EN recruits acquire experience, knowledge and skills through training assignments and work situations.

In addition to this engineering program, CCG is developing an ancillary structured and monitored mentoring program for more senior engineers who wish to develop in the area of project management at the Deputy Project Manager (DPM) level. The objective will be to prepare candidates for the DPM role by taking theoretical teachings and reviewing them against practical exercises, and eventually to offer on-the-job experience through “shadowing” a DPM on a current project.

For the next several years, we will focus our recruitment, mentoring, training and coaching on university-trained engineers (naval architects, mechanical engineers, electrical engineers) and marine engineers. Tools to support the program will be developed in 2010-2011, and it is anticipated that the program will be deployed in 2012-2013.

Implement the Engineering Community Workforce Solutions Action Plan   DG, ITS; DG, MCP


Benefits for employees...
A respectful and welcoming workplace with a workforce as diverse as Canada's population.

Benefits for managers...
Better recruitment tools to attract new employees to careers with CCG.
Improved tools with which to target employment equity groups will help to tap new sources of knowledge and experience.

Benefits for the organization...
A stable organization with a diverse and well-supported workforce allows for better long-term planning.