Appendix 2. Summary of Related Planning Processes

Human Resources Management Plan

The Agency has fulfilled its requirement for a human resource management plan in partnership with the Ministries' Strategic HR Units. This group is referred to as the HR Organization and its human resource management plan is entitled the HR Plan for HR. As strategic and business partners with our clients, we believe that the human resource function is critical to the overall success of the public service. A holistic people management and development plan for the human resource community is required to support our evolving roles.

We have undertaken significant work to date on a comprehensive human resource management plan for our community. Considerable time has been spent leading the development of the revised 2004/05 to 2006/07 Corporate HR Plan that will guide the management and development of the public service workforce. This was followed up by extensive consultations with representatives from across the human resource community to identify focus areas for our own human resource management plan. During the course of these consultations, participants were asked how they would recognize the goals set out in the Corporate HR Plan, the barriers to achieving them, and steps that would move us forward towards them. Lastly, a review of the HR Community demographics was carried out to augment our qualitative research.

As a result of the activities outlined above, the HR Community will be placing a priority on four of the goals detailed in the Corporate HR Plan. They are:

• Proactive and Visionary Leadership: Leadership styles that focus on people management skills and competencies will increase the community's effectiveness, enhance the community's ability to attract and keep talented people and support the personal and organizational transition of the HR function.
• Flexible and Motivating Work Environment: A key factor for motivating employees is the ability to balance work and personal life, including manageable workloads.
• Learning and Innovative Organization: Learning strategies include a wide variety of activities such as job enrichment and exchange in addition to formal training/education and must be supported at all levels.
• Performance Focused Workplace: Clarity of purpose, goals, roles, and responsibilities at the organizational and individual level is fundamental to strong performance.

Over the next few months, we will continue developing detailed strategies and actions that will be undertaken to achieve the goals we have set for the HR Community.

Information Resource Management Plan

Solutions BC and the BC Public Service Agency seek to extend the business process and software application benefits achieved by Payroll Shared Services to the Agency's and Leadership Centre's people management needs. A joint Information Resource Management Plan (IRMP) including the requirements for both Solutions BC and the Agency has been prepared to leverage government's information technology investments in support of a broader human resource vision.

Strategic Direction

Applications and technology infrastructure, governance, workflow and collaboration must combine to allow internal and client resources to work and be managed virtually using ebusiness management tools and information resources. The target information management/information technology environment is a robust architecture designed to support the shared services model of the Agency, Leadership Centre and Solutions BC. This environment is outlined in the eBusiness Strategy that will determine how services can be delivered in support of government's ebusiness goals.

Information management/information technology plays a crucial support role in the high-volume requirements of both payroll and human resources. Expansion of the information management/information technology environment is a cornerstone of the automation and streamlining strategy.

The vision for the future supports competitive payroll and human resource services tailored to clients' needs and expandable to the broader public sector. For the end user, the future application architecture will be focused on the delivery of government's payroll vision, its evolving human resources vision and will centre on the Employee Portal.

Major Initiatives

Payroll Shared Services and the Agency have identified two streams of initiatives. The first stream must be adopted government-wide. The second stream relates to Agency or Payroll/Shared Services-specific initiatives.

Government-wide initiatives:

1. Identity Management: Security services that ensure people can be authenticated and have the right access to the right applications; and

2. Design and implementation of inter-governmental governance for the Employee Portal.

Agency and Payroll/Shared Services-specific initiatives:

1. Human Resource Self-Service, including instructional content for managers, knowledge base for human resource practitioners and services and information for employees;

2. Information technology/information management governance between the Agency and Payroll Shared Services;

3. Business Intelligence;

4. Employee Portal Implementation;

5. PeopleSoft enterprise resource planning upgrade;

6. Completion of Payroll Vision.