Human Resources Management Priorities

Supplementary Information

As outlined in the 2018-19 Departmental Plan, the RCMP's Human Resources (HR) Sector focused on two critical initiatives: Business Intelligence and HR Requirements.

Business Intelligence

Recruiting, developing, and retaining the best people in support of front-line policing continues to be a critical aspect of the RCMP's success in meeting its mandated service and contractual obligations. Identified as an HR priority, recruiting modernization includes the introduction of technological improvements and the automation and streamlining of application procedures. The development and implementation of the Regular Member (RM) Application Management and Tracking System (ATS) was identified as a key initiative to enable the National Recruiting Program to meet these objectives.

The primary objective of the ATS was to capture all relevant Regular Member application processing data to serve as a primary source for reporting on program activities. Through rapid prototyping, the recruiting team led the collaborative development of the ATS. This innovative approach and the direct engagement of stakeholders was largely responsible for the successful development and implementation of the ATS solution and its increased adoption. Given the risks associated with any proof of concept initiative, there were unanticipated delays that impeded the progress and delivery of the solution. Specifically, project timelines were extended to account for delays related to the availability of the technical environments.

Moreover, there is an increasing demand for accurate and accessible information on the RCMP's workforce to enable evidence-based decision-making. As a result, a dedicated team has been established to advance HR analytics and business intelligence (BI) capacity within the HR Sector. As part of its mandate, the unit is responsible for: providing demographics and vacancy predictions to inform potential resource allocation to Contract jurisdictions and other programs in the form of RM Demand; managing a number of IT Recruiting program components, including those associated with the ATS; and the generation of a number of key reports and dashboards used by stakeholders and senior management to monitor the recruiting continuum in support of operations. This function is an essential component to the organization's ability to appropriately plan for future workforce requirements.

HR Requirements

Organization and Classification supported this initiative by creating more responsive and timely HR service delivery, including:

  • Reviewing organizational design and classification tools and processes to identify inefficiencies and unnecessary processes. These reviews for continuous improvement (Lean Six Sigma methodology) were driven by the goal of making Organization and Classification quicker, easier and more client-focused;
  • Piloting new processes and tools, such as standardized checklists, across the divisions as well as Human Resources Management Information System (HRMIS) automation where documents can be included within an organization and classification panel;
  • Completing a review of the sub-delegation of Organization and Classification authorities to ensure that departmental processes are efficient;
  • Developing and providing departmental training for managers to increase knowledge of Organization and Classification processes in order to achieve efficiencies;
  • Monitoring and facilitating Treasury Board Secretariat (TBS) training for managers in order that the department achieve compliance and maintain sub-delegated authorities;
  • Partnering with Public Service (PS) Staffing to explore the development of an enterprise solution, compatible with HRMIS, that would allow for the automated submission and tracking of Classification and Staffing requests; and,
  • Working with stakeholders to identify other potential resource streams to add capacity for service delivery and respond to departmental and central agency initiatives.

Staffing has supported this initiative to create a more responsive and timely HR service delivery that is integral to the organization's operations by:

  • Continuing the implementation of public service staffing sub-delegation across the organization; managers were trained and granted public service staffing authorities, fostering managerial discretion, flexibility, and efficiency in the hiring process. The groundwork for automation of this training was put in place in fiscal year 2018-19. The launch for the online training is anticipated to take place by the end of the 2019-20 fiscal year; this training will allow managers to complete requirements at any time and without administrative effort;
  • Adopting an evergreen approach to facilitate continuous improvement of policy, process, and documentation requirements;
  • Applying exceptions to the National Area of Selection to allow for targeted recruiting in remote, or difficult-to-staff areas. This approach allowed the RCMP to reduce the time-to-staff in regions where operational presence might otherwise be impacted by lengthy staffing processes; and,
  • Exploring the viability of integrating digital signatures in PS staffing transactions with the Information Management Branch. This project will aim to reduce the steps and time involved in printing, signing, scanning, and re-attaching forms when completing PS staffing transactions.
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