The ESDC 2015-2020 Workforce Strategy
Towards Building a Higher Performing Organization
Our Vision
ESDC’s workforce is skilled, diverse, dynamic and committed to excellence in a productive workplace
To achieve our vision, four key issues identified through Workforce Planning will be addressed:
- Retirement rates
- Changing skillsets
- Employment equity and bilingual capacity
- Team capacity reaching limits
Our Strategic Goals
- Having the right people in the right place at the right time: bring together a workforce comprised of the right employees with the right competencies required to meet both transformational and ongoing business objectives
- Developing people: Cultivate a qualified and diverse workforce well positioned to contribute to the organization’s goals
- Fostering a productive workplace: Achieve a workplace that inspires employees to excel
What will be done to make sure our department meets its goals?
The ESDC 2015-2020 Workforce Strategy is supported by three key pillars working together towards building a higher performing organization:
Pillar 1: Having the right people in the right place at the right time
- Corporate Leadership Strategy;
- Talent Management Strategy and Succession Planning Framework;
- Official Languages Action Plan;
- Employment and Diversity Action Plan;
- Departmental Recruitment and Staffing Strategies.
Pillar 2: Developing People
- Corporate Learning Strategy;
- Enhanced National Service Delivery and Strengthened the Learning Investment Fund (LIF);
- Project Management Capacity Building;
- Professional Development Framework.
Pillar 3: Fostering a productive workplace
- Mental Health in the Workplace Framework;
- Recognition Policy;
- 3 year Values and Ethics Action Plan;
- Public Service Employee Survey (PSES);
- Employee to Manager Feedback Questionnaire (EMFQ);
- Performance Management Program.
How will we know if we got it right?
To measure our progress and the impact of the strategy in assisting ESDC in building a higher performing organization:
- At the end of each fiscal year, a report summarizing progress made against the activities identified in the annual action plans will be completed. Lessons learned will be identified and used to inform the next fiscal year’s action plans over the five year period.
- A logic model and high level key performance indicators will be used to measure results achieved against the strategic goals of each of the pillars over the five year period.
Page details
- Date modified: