November 2004 DRAFT
Supplement to Integrated Human Resources and Business Planning Calendar
The calendar is a model showing four key phases and approximate timeframes that organizations may adopt or adapt to their respective planning processes to achieve integrated human resources (HR) and business planning. Managers at all levels, HR professionals and corporate and financial planners play a role in making integrated HR and business planning a successful reality. Phase 1: Discussing Strategic Direction The planning process normally starts in April, the beginning of the fiscal year. This allows for twelve months of logically staged analysis and forecasting in order to prepare plans and priorities. In developing strategic direction, departments and agencies concentrate on gathering all relevant information, including environmental scan data, to assist in determining priorities and identifying potential risks, challenges and issues that may impact or influence the strategic direction, priorities and achieved results. It is important for departments and agencies to have in place mechanisms to involve the key players (HR, finance, IT, corporate planning, etc.) throughout the planning process to ensure integration of HR and business planning. Corporate Planning, Financial Management, or whoever is responsible for guiding the planning process in the department or agency should ensure that the integration of HR and business needs is an integral part of the process as the organization moves forward in planning its strategic direction and priorities. Phase 2: Getting the Priorities Right During this phase, senior management in the department or agency communicates the proposed priorities and strategic direction to branches and regions to obtain their feedback, buy-in and commitment before finalization. At the same time, branches and regions communicate to senior management their HR and financial requirements to deliver the programs and initiatives that will support the organization’s priorities and strategic direction. Alignment of HR and business needs, as well as clear communication of potential challenges and risks to senior management, is essential to effect the right priorities. Before finalizing current departmental or agency priorities, the organization may consider the previous year’s achievements in the Departmental Performance Report and any priorities that may be carried forward. Phase 3: Detailed Work Planning Senior management re-confirms the department or agency priorities to ensure alignment with the proposed government agenda (e.g. Clerk’s priorities, TBS requirements, etc.), budget changes, new departmental or agency initiatives, priorities carried forward and departmental or agency performance and results from the previous fiscal year. Managers at all levels in the organization then develop specific work plans that address both HR and business (i.e. operational) requirements, issues, challenges and human and financial resources, and ensure that the plans support the strategic direction and priorities established for the organization. Normally, the detailed work planning is done in late fall. Phase 4: Reporting and Readiness Before implementation in April (the new fiscal year), departments and agencies refine their work plans based on revised budget decisions, changes in departmental or agency mandate or
November 2004 DRAFT
structure and updated environmental scan data. Departments and agencies adjust their work plans accordingly to ensure compatibility with the strategic direction and priorities and to achieve results. The Report on Plans and Priorities that departments and agencies table in Parliament prior to April indicates the strategic direction and priorities of the organization for the next three years. This document becomes the basis for starting new discussions on the department’s actual future strategic direction and priorities.