ARCHIVED - 2010-2013 Strategic Human Resources Plan

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Strategy 3 – Fair and Effective Management

Where We Are

CCG will continue to focus on fair and effective management practices. During 2009-2010, the Coast Guard launched the Standard Organization (SO) to improve national consistency in HR management, and assessed and communicated the Public Service Employee Survey (PSES) results to all employees and unions. A series of consultations involving employees, managers and unions have helped the CCG establish a collaborative way forward. Increasing employee engagement will be a priority.

Standard Organization

2009-2010 Accomplishments

The Standard Organization was launched in May 2009 and implementation has started

Public Service Employee Survey results were assessed and communicated to employees and unions

An Essential Services Agreement for Ships' Crew was concluded with the Public Service Alliance of Canada

In 2008, the Standard Organization was developed in response to the 2005 PSES, the 2006 A-Base Review and the 2007 Report of the Auditor General to enable more consistent service delivery, resolve classification anomalies and ensure the equitable distribution of resources.

Since its launch in 2009, the SO has become a vital step to ensuring fair and effective management and creating a truly national institution that operates consistently in all regions.

Significant work has been done to ensure a smooth and successful transition to the SO structure, including development of an implementation roadmap and action plan, guiding principles, and roles and responsibilities. A sub-committee of the Coast Guard's Management Board has been established as the governance body to monitor and support CCG in its transition.

Workforce analysis has identified impacted employees and potential solutions to their particular situations. CCG is committed to ensuring that no indeterminate employees lose their jobs.

CCG has also established a national strategy for implementing the SO. It is based on Functional Action Plans to determine implementation and classification priorities over the next two years.

Communication with employees about the SO is an ongoing priority. An intranet site was created to provide employees with access to organizational charts, answers to frequently asked questions and contact lists. CCG continues to update employees on the status of the SO through face-to-face meetings and messages from the Commissioner. In an effort to support management, various tools such as internal and external communication strategies, implementation guidelines, questions and answers and contact lists have been provided to managers throughout the organization.

Implementation will continue over the next two years, and will be completed by spring 2012. Progress is regularly measured to ensure timelines are respected. The most significant tasks remaining are completion of operational and non-operational national model work descriptions and workload analysis in some areas.

Public Service Employee Survey

"I and the rest of Management Board remain committed not only to address these [Public Service Employee Survey] issues, but to come up with actions that will bring tangible results."

George Da Pont

The Public Service Employee Survey (PSES), a survey developed and administered to all federal government departments and agencies, provides information on demographics, employment-related skills, career expectations and employee concerns. It enables CCG to identify emerging human resources challenges and organizational needs.

The 2008 PSES results were released in May 2009. In 2009-2010, Coast Guard assessed the results and communicated its findings to employees and unions. CCG responses were compared to those of the larger public service and to DFO. Within CCG, comparisons were made by occupational group, and between seagoing and shore-based personnel.

Using PSES results, the CCG identified three areas of strength and three areas where improvement is needed. The areas of strength are job satisfaction, having the right talent in the right place at the right time, and positive working relationships and effective communication. While CCG found that its employees are generally satisfied, some concerns were raised and the three areas for improvement were identified as executive leadership, effective and values-based staffing, and career opportunities and development. CCG is also working with unions to improve union-management relations, improve work-life balance for employees and find ways to mitigate harassment in the workplace.

Through consultations with managers and unions, the CCG forged a collaborative way forward and concerns will be addressed through existing and planned CCG HR initiatives outlined in this Plan.

Performance Review System

CCG works continuously to modernize its operations, and to support career development and related learning. Meaningful discussions between supervisors and employees on performance and development are integral to these efforts.

As mentioned in Strategy 2, CCG promotes the use of performance reviews and learning plans. Performance reviews based on work objectives (for shore-based employees) and performance rating factors (for seagoing employees) benefit individual employees and the organization.

As indicated in Table Q, 97% of shore-based personnel had a performance review discussion with their managers in 2008-2009. In 2009-2010, 94% of shore-based employees have identified work objectives and discussed them with their manager.

Seagoing employees do not establish work objectives and have an extended PRS cycle due to the operational nature of their work. Although the evaluation period mirrors the shore-based cycle, beginning April 1 and ending on March 31, seagoing personnel have until December 31 to report on the previous year’s performance. Final results for 2009-2010 are therefore not available until January 2011.

Table Q
Regional Performance Review Breakdown

Shore-based Employees
RegionEmployees in
indeterminate and term
positions for over 6 months
Employees with whom a performance
review discussion was held in 2008-2009
NL 339 316 93%
MAR 342 342 100%
QUE 366 356 97%
C&A 297 286 96%
NCR 287 283 99%
PAC 447 433 97%
College 87 86 99%
Total 2165 2102 97%


RegionEmployees in
indeterminate and term
positions for over 6 months
Employees for whom work objectives
were established in 2009-2010
NL 332 309 93%
MAR 339 324 96%
QUE 327 325 99%
C&A 281 252 90%
NCR 323 320 99%
PAC 416 387 93%
College 87 61 70%
Total 2105 1978 94%


Seagoing Employees
RegionEmployees in
indeterminate and term
positions for over 6 months
Employees with whom a performance
review discussion was held in 2008-2009
NL 705 211 30%
MAR 497 278 56%
QUE 408 372 91%
C&A 255 178 70%
PAC 550 452 82%
Total 2415 1491 62%

Note: Numbers are cumulative and based on the total number of employees who were required to set work objectives and with whom a performance review discussion was held within the fiscal year indicated.

What We Will Do

Standard Organization

Coast Guard’s efforts to improve national consistency in human resources management will continue through the transition to the Standard Organization. It will ensure that service delivery is standardized, employees who do the same work are classified and compensated in the same way, and resources are appropriately distributed among regions.

Implementation of the standard structure is expected to be completed by spring 2012. CCG continues to be very committed to SO implementation and to ensuring tools are developed as required, progress is monitored and measured, and efforts to communicate progress with employees and unions are ongoing.

Continue transition to Standard Organization AG
A-Base Review
CCG MB members
Complete transition to Standard Organization AG
A-Base Review
CCG MB members

Public Service Employee Survey

CCG will continue to ensure that employees’ voices are heard, and that their concerns are addressed.

Based on discussions with employees, management and unions, CCG will focus on the effectiveness of its internal communications by facilitating timely and ongoing flow of information via regular staff meetings, correspondence from the Commissioner, union-management discussion updates and employee involvement in decisions that affect them.

Coast Guard will also look at creative ways to increase PSES response rates among its seagoing personnel, so that future survey responses will offer a more accurate reflection of CCG employees’ needs.

By committing to act upon the results of future PSES surveys and ensuring more open communication among managers, employees and unions, the CCG will continue to achieve excellence in our workplace and in our service to Canadians.

Performance Review System

The CCG will promote and monitor the PRS and learning plan cycles to ensure that the number of employees who receive performance reviews, create work objectives and set individual learning plans continues to improve.

In 2010-2011, we will improve PRS monitoring and tracking processes, particularly for seagoing employees.

We recognize that exchanges between management and employees on organizational and employee objectives foster complementary benefits for the individual and the organization. CCG will therefore continue to emphasize the contribution of performance reviews to the development of our people and the effective delivery of our services.

Benefits for employees...
Individual learning plans assist employees in navigating their career path.

Benefits for managers...
PSES analysis gives managers insight into the opinions of their employees.

Benefits for the organization...
The Standard Organization ensures that the CCG conducts its business consistently from region to region.