strategic planning training canada

Strategic Planning and Leading Change - Virtual

Establish the winning conditions for successful strategic planning and organizational change

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Program Details

About the program.

Your organization's strategic plan is its game plan for change. This highly practical program is led by Canada's two leading practitioners in the subject, each with extensive change leadership experience across industries.

This session will enable you to develop and implement a focused and action-oriented strategic plan to drive successful change and, more importantly, establish the conditions for long-term success.

A new framework for change

Today's fast-paced business environment renders much of the conventional wisdom surrounding managing change outdated, and in some cases, downright dangerous. It's no surprise that most attempts at organizational changes (culture change, integrating acquisitions, launching new products, or integrating new IT platforms) end in failure.

To beat the odds, it is imperative to establish the winning conditions. This Program will help you identify and implement these very elements – guidance, speed and momentum – and develop the execution plan to drive their implementation.

This workshop will enable you to:

Establish the winning conditions for successful organizational change
Diagnose the challenges associated with organizational change
Create a game plan for change

Dynamic virtual classroom

Participate in the program from anywhere. Our online learning platform combines live, interactive video instruction with breakout sessions, panel discussions, and expert Q&A.

Who should attend

This program is designed for business professionals, managers, and leaders who are looking for fresh perspectives on strategy and embracing and implementing change.

This program is designated an approved recertification program by the HRPA.

Discounts Available

Registered charities.

Queen’s Executive Education is pleased to offer a limited number of discounted seats in every program to employees of Canadian registered charities. Check your eligibility .

Volume Discounts

Queen’s Executive Education is pleased to offer a 15% discount for organizations that pre-pay for five or more seats on any of our programs within a 12-month period. Check your eligibility .

Digital credential for Strategic Planning and Leading Change - Virtual

A Recognized Symbol of Excellence

Participants who complete the program earn the Strategic Planning and Leading Change digital badge credential.

Personal benefits

Learn how to recognize the need for change in your organization or department
Move from awareness to tangible change outcomes
Define the essential tools for implementing change
Discover how to realign resources appropriately through an organizational change

Organizational benefits

Gain knowledge on how to form and deliver an effective change strategy
Be better positioned for successful change initiatives

The program is divided into two themes:

Creating the game plan for change.

Correctly diagnosing your specific change challenge
Designing your planning process to maximize buy-in to and understanding of the changes you need to make
Creating an executable game plan, one that drives accountability, effort, and results
Aligning resources and activities to demonstrable and tangible outcomes

Establishing the Winning Conditions for Success

Using project management techniques and discipline to enable implementation
Communicating your ‘change’ story
Understanding what it takes to effectively lead change efforts
Creating speed and establishing momentum around change efforts
Leveraging the ‘human flywheel’ to its fullest

Dynamic Virtual Classroom

Our learning platform is fully encrypted, allowing you to connect securely from home, office or anywhere in between.

Virtual programs are designed to fit within your schedule, allowing you to learn new skills and immediately put them to work.

Please note: Our Executive Education Virtual Classroom leverages Zoom for content delivery and participation collaboration. Please consult with your IT administrator if you have any concerns about platform access or setup requirements.

Session Leaders

Session leaders include senior professors from Smith School of Business and knowledgeable experts from industry. These outstanding teachers are constantly in touch with today's business world through real-world business experience, Board memberships and their own consulting practices.

Elspeth Murray

Elspeth Murray has served as the Associate Dean - MBA and Master’s Programs from 2012-2022 and has been a professor of Strategy and Entrepreneurship at Smith School of Business since 1996. She also holds the CIBC Fellowship in Entrepreneurship, and founded Smith's Centre for Business Venturing. She is the Director of the Centre for Entrepreneurship, Innovation & Social Impact. Prior to joining Smith, she worked in industry for 7 years for several firms including IBM, and Canadian Tire. As an integral part of her work in the strategy and new venture fields, Dr. Murray specializes in the management of change. In 2002, she co-authored a best-selling book, Fast Forward: Organizational Change in 100 Days, Oxford University Press, with Dr. Peter Richardson. She has recently co-developed (with Dr. David Saunders) the Analytics Climate Assessment Tool (ACAT), which is used to assess organizations technological capacity, skill sets, and analytics culture. Current research is focused on best practices in leading and managing change to create an analytics culture.

Dr. Murray teaches on many MBA and Executive Education programs, and consults widely with a diversity of firms including BMW, Detour Gold, Wawanesa Insurance, Versacold Logistics and the Auditor General for Canada. She serves as a Director for several firms and is an advisor to several start-ups and CEO's. Dr. Murray received an undergraduate degree in computer science and mathematics, and an MBA, both from Queen's University. Her doctorate in Strategy and Management Information Systems was completed at the Richard Ivey School of Business.

Peter Richardson

Peter Richardson is a leading expert in corporate turnarounds and an authority on strategic management and the management of innovation. His strategic approach to cost management and margin improvement has been widely adopted by industry. During his years at Smith School of Business, Peter has authored over 75 papers and case studies on strategic management. With Elspeth Murray, he co-authored Fast Forward: Organizational Change in 100 Days . A previous book, Cost Containment: The Ultimate Strategic Advantage , remains one of the few books to be written on cost improvement. He consults widely for many organizations including BHP Billiton, Alcoa, CIBC Mellon, the Supreme Court of Canada, the Auditor General of Canada, and Natural Resources Canada, working closely with senior executives on strategy development and deployment.

Upcoming Sessions

Session details.

Attend this program online, from anywhere.

January 22: 9:30 AM - 1:00 PM ET January 23: 9:30 AM - 1:00 PM ET

January 29: 9:30 AM - 1:00 PM ET January 30: 9:30 AM - 1:00 PM ET

Breaks will be provided throughout the daily sessions.

June 11: 9:30 AM - 1:00 PM ET June 12: 9:30 AM - 1:00 PM ET

June 18: 9:30 AM - 1:00 PM ET June 19: 9:30 AM - 1:00 PM ET

Get Notified of Upcoming Sessions

We are currently offline. Our business hours are Monday to Friday 8AM to 4PM EDT.

Strategic Planning and Execution – 2022

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Developing a --> Strategic Mindset

Make your own luck with strategic thinking.

When determining next steps, a strategic leader knows how to take a step back and look at the whole picture. In this 3-day program, you’ll develop a comprehensive strategic mindset to give yourself and your organization the ultimate winning edge.

Developing a Strategic Mindset
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Pick The Right Strategies For Any Situation

Knowing how to plan and execute complex strategies that meet the goals of an organization is critical for both career and business success.

In this strategic thinking program, you’ll develop a holistic understanding of how value is created in an organization and how to enhance your leadership effectiveness. You’ll learn a structured methodology for thinking, which you can use as a template for any situation. Become a thinker who constantly aligns their performance with the strategic goals of their organization.

This unique approach to strategic mindset training is delivered through a highly interactive experience that focuses on helping you maximize your strategic contribution, regardless of your role in the organization.

Our comprehensive program is ideal for mid-career leaders and managers in a variety of industries and roles, including project management, product development and strategic planning.

Get Training in Marketable Skills

Strategic thinking, problem solving, risk management, leadership skills, strategic planning, 4 reasons to enrol.

Amazing Education for Busy Professionals

This 3-day program is a quick and convenient way to become a more strategic leader for your organization.

Stand Out from the Crowd

Gain sought-after skills in strategic thinking that are valuable for leaders in any industry.

Learn from the Pros

Train with top-rated Schulich instructors that are consistently ranked among the world’s best.

Earn Higher Pay

Schulich ExecEd students gain the confidence, skills and perspective to attain better roles, launch new ventures, and lead their teams to new heights.

Who Will Benefit

Mid-Career Leaders

Managers in roles such as project management, product development and strategic planning will build their foundations for big-picture thinking and the valuable business skills to advance to more senior positions.

What Difference Will You Make?

This program clarified and created awareness that there is a difference between strategy and strategic analysis. I now understand. There is a set of rules and principles of performing strategic analysis. - G. Kendal-Roberts Supervisor, Legal Aid Ontario

This program provided me with the tools to approach my job and my organization with the confidence to effect positive change and focus. - K. Maki Director of Exposition, Informa Canada

Program Overview

Module 1: your strategic point of origin: developing strategy and strategic planning.

Uncover how to assess the current state of an organization, including the mission, vision, values, customers, and operational strategy. Conduct a simulation demonstrating the origins of strategy and a situational analysis to identify the value you create for your customers.

Module 2: Creating Opportunity: Mapping Your Future Direction

Create a vision map for the future of an organization. Learn to conduct scenario planning, differentiate between initiatives and opportunities, and establish key goals and objectives for future vision. Identify the key benchmarks of success to measure your future efforts.

Program Schedule

Wissam AlHussaini, PhD

What you get.

After completing Developing a Strategic Mindset, you'll receive an authentic digital badge from the #1 business school in Canada that employers will recognize. As more and more companies look for candidates with specific skills, this badge on your CV will be a credible assurance of your achievements and expertise, allowing the right roles to find you faster.

Advanced Badge

Show that you’re able to apply knowledge at a strategic, organizational level.

Pre-Approved HRPA Hours

21 HRPA-CPD Hours

This program has been approved for CDP hours under Section A of the Continuing Professional Development (CPD) Log of the Human Resource Professionals Association (HRPA). Be sure to note the program ID number on your CPD log. For more information about certification or continuing professional development, visit the HRPA website at www.hrpa.ca/hrdesignations_/Pages/Continuing-Professional-Development.aspx

Suggested Programs Based on Your Interest in Developing a Strategic Mindset

We handpicked the following programs based on time, cost and relevant skills.

Certificate in Strategic Leadership and Innovation

Next Session: Oct. 23rd, 2023
Length: 5 Days Of Study
Designed for: Mid-Career Leaders

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Certificate in Coaching and Mentoring

Next Session: Nov. 1st, 2023
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Use this program as we designed it, or alter it to fit your company’s needs. Either way, we can help you improve your organization's talent pipeline. Get in touch with our custom programs team today.

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Strategic Planning And Thinking - Canada

Gain in-depth knowledge about the Boston Consulting Group (BCG) matrix.
Understand how to identify the indicators and how to measure their achievement.
Acquire skills to recognise emergent approaches to monitoring and evaluation.

Course Information

Course syllabus
Who it’s for
What’s included
Why choose this course

Strategic Planning and Thinking Training Course Outline

Module 1: Introduction to Strategic Planning

Defining What "Strategic" Means
Using the Strategic Planning Process
Assessing the Benefits and Risks of Strategic Planning
Preparing for the Planning Process

Module 2: Stakeholder Involvement and Undertaking a Strategic Review

How do You Define Stakeholders?
How do we Understand Stakeholders?
Stakeholder Research
Collaborator/Competitor Analysis
Boston Consulting Group (BCG) Matrix
Thinking about the Relationship Between Outputs, Outcomes, and Impact

Module 3: Strategic Direction

Identifying Strategic Direction
Mission, Vision, Values, and Direction
How Review Findings Will Impact On the Organisation's Strategic Direction
Relationship Between Organisation Strategy and Brand Identity, and Aligning the Two
Setting Strategic Objectives
Applying SMART Strategic Thinking Skills

Module 4: Establishing Success Criteria

Be Transparent
Include Past Plans in the Process
Agree on Terminology
Engaged Leadership
Avoid Rushing to Conclusions
Plan for Change Management
Strategic Planning Takes Time

Module 5: Listing Priority Areas for Action and Developing Objectives

Strategic Plan Development
SWOT Analysis to Set Priorities
Long Term Strategic Objectives

Module 6: Using Outcomes-Based Tools and Action Planning Tools

Using Outcomes-Based Tools
Using Action Planning Tools

Module 7: Implementing the Strategy

Strategy Implementation
Key Factors Involved in Implementing Strategy
Communicating Strategic Plan

Module 8: Monitoring and Evaluation

Undertaking Effective Monitoring and Evaluation
Difference Between Monitoring, Evaluation, and Impact Assessment
Identifying the Indicators and How to Measure their Achievement
Recognising Emergent Approaches to Monitoring and Evaluation

Who should attend this Strategic Planning and Thinking Training Course?

Strategic Planning and Thinking Course is designed for professionals seeking to enhance their strategic decision-making skills. This Course is ideal for individuals in various roles who are responsible for shaping and executing organisational strategies. The following professionals can greatly benefit from attending this Course:

Business Managers and Executives
Project Managers
CEOs and CFOs
Entrepreneurs and Business Owners
Department Heads
Marketing Managers
Team Leaders

Prerequisites of the Strategic Planning and Thinking Training Course

There are no formal prerequisites for this Strategic Planning and Thinking Course.

Strategic Planning and Thinking Training Course Overview

Strategic Thinking is the process of describing the way you will choose to reach your vision as it starts before strategic planning, but it does not stop until you reach your goals. It is a skill you can utilise for your daily work to make choices more swiftly and prioritise fields that are value investing in. Strategic Planning is the process of creating a design for the work you will do in a particular direction. It allows you to track development and make adjustments as situations changes. Strategic Planning is about getting your organisation where it needs and wants to go. This course takes you right through the strategic development process with supportive tools, techniques and ideas for every stage to increase your strategic thinking skills.

In this 1-day Strategic Planning and Thinking training, delegates will become familiar with various components of a strategic planning model. This training will provide in-depth knowledge about the relationship between organisation strategy and brand identity. Delegates will also learn about various essential topics such as setting strategic objectives, engaged leadership, SWOT analysis to set priorities, implementing the strategy, and many more. This course will be taught by our expert trainers who have years of experience in teaching courses.

This training will cover various concepts, such as:

Strategic planning process
Collaborator/competitor analysis
Establishing success criteria
Strategic plan development
Action planning tools
Communicating strategic plan

At the end of this training, delegates will also be able to review findings, which will impact the organisation's strategic direction. They will be able to apply smart strategic thinking skills effectively, and they will also be able to use recognising emergent approaches for monitoring and evaluation.

The Knowledge Academy has more courses related to this course under Personal Development Training , which provides delegates with a range of courses to increase their competency within their role, which can be applied to any organisation.

What’s included in this Strategic Planning and Thinking Training Course?

World-Class Training Sessions from Experienced Instructors
Strategic Planning and Thinking Training Course Certificate
Digital Delegate Pack

Why choose us

Ways to take this course.

Our easy to use Virtual platform allows you to sit the course from home with a live instructor. You will follow the same schedule as the classroom course, and will be able to interact with the trainer and other delegates.

See trainer’s screen
Recording & transcripts
Virtual whiteboard
Share documents
Works on all devices

Our fully interactive online training platform is compatible across all devices and can be accessed from anywhere, at any time. All our online courses come with a standard 90 days access that can be extended upon request. Our expert trainers are constantly on hand to help you with any questions which may arise.

Certificates provided online
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Some of our worldclass trainers

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What our customers are saying

Keith showed considerable experience within this field and the content of the course was excellent and well presented by Keith.

Shane Kenny

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Best price in the industry

You won't find better value in the marketplace. If you do find a lower price, we will beat it.

Many delivery methods

Flexible delivery methods are available depending on your learning style.

High quality resources

Resources are included for a comprehensive learning experience.

"Really good course and well organised. Trainer was great with a sense of humour - his experience allowed a free flowing course, structured to help you gain as much information & relevant experience whilst helping prepare you for the exam"

Joshua Davies, Thames Water

"...the trainer for this course was excellent. I would definitely recommend (and already have) this course to others."

Diane Gray, Shell

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Dealing with Difficult People CAD1395

Exceptional Customer Service Training CAD1395

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Strategic Planning Training Courses - Canada

Online or onsite, instructor-led live Strategic Planning training courses demonstrate through interactive discussion and case studies the fundamentals of Strategic Planning.

Strategic Planning training is available as "online live training" or "onsite live training". Online live training (aka "remote live training") is carried out by way of an interactive, remote desktop . Onsite live Strategic Planning trainings in Canada can be carried out locally on customer premises or in NobleProg corporate training centers.

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Strategic planning in practice, statistical thinking for decision makers, strategic development: thinking, planning, management and leadership, strategic thinking, testimonials.

The trainers learning techniques and productive materials. Also the discussion driven by the trainer to underline the purpose of this course related to mu issues and experience.

Fahad Al Saud, STC Solutions

Kahoot. -best way to get the audience involve and get the idea in general before the training start.

GAS MALAYSIA DISTRIBUTION SDN BHD

Mr Andrew easily understood and responded so well to participants' answers.

Junaidah Ahmad - GAS MALAYSIA DISTRIBUTION SDN BHD

- I finally can implement the right analysis method to what I currently work on. - Discussion on general issues (worldwide) which is related to the training topic.

Lizawati Pati - GAS MALAYSIA DISTRIBUTION SDN BHD

1.The presentation style of Mr. Andrew, engaging with the style of audience.

MUHAMMAD ZAID SALMAN - GAS MALAYSIA DISTRIBUTION SDN BHD

The references on the material, and everything else that was provided during the training. However, I would recommend advertising this training so more people can attend.

Freddie Martinez - City of Spruce Grove

Alistair did a good job to present the material in an engaging and entertaining way including anecdotes and examples.

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Certified Strategy Professional ‘CSP’

Certified Strategy Professional “CSP” is a certification for professionals who demonstrate knowledge, skills and competencies in strategy as per the requirements of the Canadian College for Leadership & Management “CCLM”.

CSP’s are game changers, they create new strategies, new products and new futures to their organizations. CSP’s deploys effectively various strategic planning tools, are business shrewd with unique skills in problems analysis and solving. They are also change agents as they disrupt the status quo with their new ideas and challenges.

Learners may earn the CSP certificate by:

Studying the textbook (i.e. Bok) and then writing the exam
Or attending the Self-Study course, which includes the exam

CSP Body of Knowledge

Should you apply.

The CSP BoK comprises of various themes of knowledge and skills which a CSP must demonstrate competency in. A CSP :

Understands the basics of strategic planning and development, crafts inspiring visions and uses various strategic tools.
Is a business shrewd with the required business and financial literacy, manages by objectives and plans with risk in mind.
Demonstrates unique skills in problem definition, analysis and solving.
Applies logical and critical thinking to complex situations and problems.
Applies best practices in project management, initiates, plans, executes, monitors and closes projects for success.
Is a change agent, crafts and deploys effective change management strategies.
Manages and influences change through the power of positive imagery and appreciation.
Is ethical, endorses and enforces ethical practices and respects people’s rights in workplaces.

This body of knowledge is explained in the Self-Study course, and also in the CSP BoK (or textbook).

If you are a strategy expert, business analyst or enterprise architect, then, CSP certification is for you. With CSP , you earn the knowledge and get the status and recognition.

Various people are pursuing CSP certification, including, but not limited to:

Strategists, Chief Strategy Officers
Enterprise Analysts, Architects
Business Analysts, Product Managers, Enterprise Analysts
Managers, Executives, Senior Managers
Project Managers, Program Managers and many more.

The certification exam tests your understanding of the certification body of knowledge. For the CSP , the exam:

Has 100 multiple-choice questions
Must be finished in 2 hours (120 minutes)
Pass mark is 60%.
The exam fees are US$350 and are paid online on our Learning Management System (LMS) .
You will get instant access to the exam after making the payment. This access is valid for 30 days
If you register for the Self-Study course, then, the exam is included in the course fees
All our fees are in US dollars!

2 hour exam

The time limit for the exam is 1 hour.

100 questions

All are multiple choice questions.

Online Exam

Scheduling your exam.

Once you pay for your exam on our Learning Management System (LMS), you will get instant access to the exam .
This access is valid for 30 days.
If a rescheduling request is required and put less than 30 days of the scheduled exam date, a fee of US $70 applies.
All rescheduling requests must be sent to [email protected]

Downloading your certificate

Once you pass your exam, your certificate will be available immediately for download under “Achievements” in our LMS.

Renewing your certificate

Your certificate must be renewed every 3 years by filling an online form and paying the renewal fee. The process is simple and straightforward. Visit ( Renewals ) on our LMS for further details.

Certified professionals must maintain an ‘ Active ’ status of their certifications by renewing it every three years. Once the certification passes its expiry date, it will show as “ Suspended ” in the Certification Registry, and this status remains for 3 months. This would be the last chance to renew the certification without writing the exam again. If the 3-month period elapses, the certification status becomes “ Expired ” and the exam must be completed again. Certified professionals cannot use their void and invalid certificate anymore.

Eligibility Requirement

All CCLM certification exams are available to all candidates. Any professional can attend the courses or register for the exams.

CSP Self-Study Training Course

Start studying for the CCLM CSP Certification anytime, anywhere with our courses, and taught by our top instructors and award winning leaders.

The course covers the whole body of knowledge of the Certified Strategy Professional CSP Certification.

This course comprises of:

11 chapters and 21 modules to prepare for the CSP
Sample Exam Questions per module
The Official CSP Exam
Must be completed in 90 days
Course fees are US$ 790

Learners who wish to study the textbook (i.e. BoK) must order it separately from Amazon.

All courses, exams and renewal prices are in US dollars.

Certified Strategy Professional CSP Body of Knowledge

This is the third edition (2023) of Certified Strategy Professional CSP Body of Knowledge and comes with sample exam questions.

Our mission is improving and promoting best practices, applied theories, and techniques in leadership & management to enhance people performance and create great organizations and sustainable growth.

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BFND655 - Strategic Planning

Course code.

A unique identifier used at NAIT for this specific course.

The location where your NAIT courses will be held.

Course Overview

If you and your colleagues don’t understand where the company is going, everyone may develop their own priorities and prevent you from getting where you need to be. An important part of getting everyone on board is working to the alignment of your business activities with your organization’s values, vision, and mission. Then, there’s the additional challenge of bringing these principles to life in a meaningful way that people can relate to. Upon completion of this course, you will be able to create a strategic plan in order to align your activities to your company’s strategic goals, and chart and channel the direction of the work of others.

View Course Outline

Upcoming Offerings

This course is part of these programs or course groups:, business fundamentals, foundations of management certificate for technology professionals, additional resources.

Funding and payment options
Corporate and group training

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If you and your colleagues don’t understand where the company is going, everyone may develop their own priorities and prevent you from getting where you need to be.

Delivery Methods

Face to Face: Where : In-person meetings.  When : Course is scheduled at a specific time for students to attend. Face-to-face instruction at all class meetings. Location may be on campus or at a worksite.
Blended: Where: Mixture of in-person & online components.  When: Course is scheduled at a specific time for students to attend. Combination of face-to-face and online components at specific times. Some online components may be accessed online anytime.
Hyflex: Where: Choice to attend in-person or online meetings.  When: Course is scheduled at a specific time for students to attend. For each class, students choose to attend in-person with the instructor or online at a specific time.
Remote Live Delivery: Where: Online with instructor.  When: Course is scheduled at a specific time for students to attend. Instruction is delivered at set times online. Students do not come to campus.
Remote On-Demand Delivery: Where: Online anytime.  When: No set class meetings. Coursework is accessed on-demand and online. While there are no set class meetings, there may be set due dates and deadlines for some activities. Students may interact with peers through virtual tools.
Remote Independent: Where: Online anytime.  When: No set class meetings. Coursework is accessed on-demand and online, with no instructor support. While students choose when to do coursework, there may be set due dates and deadlines. 
Work Placement: Where: In-person meetings.  When: Work is scheduled at a specific time for students to attend. Onsite work integrated learning. Location at a worksite.

Northern Alberta Institute of Technology

Mailing Address: 11762 - 106 Street Edmonton , AB , Canada , T5G 2R1

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At NAIT, we honour and acknowledge that the land on which we learn, work and live is Treaty Six territory. We seek to learn from history and the lessons that have come before us, and to draw on the wisdom of the First Peoples in Canada. Only through learning can we move forward in truth and reconciliation, and to a better future together. Read more

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Strategic Planning and Execution

Turn strategy into action and results.

Today’s complex and rapidly changing environments elevate the value of strategic thinking skills, inside and outside the executive suite. This course will introduce you to the main tools, principles and concepts of the strategy process. You will leave with an enhanced ability to think strategically about how you lead your organization, unit or team.

Key Benefits and Takeaways

Understand the tools of strategic analysis, as well as where and when to use them
Improve your organization’s strategic planning process through a friendly consulting exercise
Bolster your organization’s capability to deal with change
Understand how culture and politics affect the adoption of a strategic plan

This seminar is no longer offered as an open-enrollment program.

Planning to train multiple team members? We can customize this topic for your organization and deliver a tailor-made program for you and your team. Contact Us to learn more about customized training.
Looking for a course just for you? Explore our selection of programs or speak with a learning advisor to help you choose the right program for you.

Topics covered in this course

Business environment
Organizational capability
Corporate parenting
Implementation
Learning and innovation
Social responsibility
Organizational purpose

Course Leaders

Saku Mantere

Saku Mantere is a Professor of Strategy and Organization at the Desautels Faculty of Management at McGill University and Director of the Marcel Desautels Institute for Integrated Management. His research centers on strategic organizations, focusing on what makes organizations strategic and how strategic management affects organizations.

McGill Management Consulting Program

This seminar is part of the McGill Management Consulting Program: a three-part series designed for managers and individual contributors who are looking for the skills and tools to effectively define complex problems and develop innovative solutions like management consultants.

Learn more about the McGill Management Consulting Program

Online Information Session

June 9, 2021 ⁠–⁠ 12 pm ET

Join us online to learn more about the Mini-MBA Series, the curriculum, and the upcoming Online Mini-MBA programs. Advisors will be on hand to answer any live questions regarding the program.

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There are currently no upcoming sessions for this program. Contact us to be notified when this program becomes available.

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Formerly DPS 16518 Project Management VIII: Strategic Management

Strategic planning determines where an organization is going over the next year, or more, and how it is going to get there. Typically the process is organization-wide or focused on a major function such as a division, department or other major function. This course will examine the reasons and implications of the strategic planning process and how it impacts project management.

On completion of this course, students will:

Demonstrate understanding in the major issues and concepts related to strategic management
Recognize management perspectives in relation to strategy
Plan, think, and act strategically
Apply concepts related to strategic planning and implementation to the real world
Daytime offering only

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Queen's University IRC

Strategic Workforce Planning

Building a foundational blueprint for long-term growth.

LEARNING MODEL: IN-PERSON & VIRTUAL

PROGRAM OVERVIEW

An aging workforce, increased employee turnover, global workforce opportunities and a wide range of other factors are resulting in a talent shortage for many organizations. It’s clear that new approaches for recruiting, engaging and growing tomorrow’s leaders are needed for long-term growth.

Our Strategic Workforce Planning program gives you the tools to accurately assess your current situation and develop a solid succession plan that takes into account the many economic and demographic influences that can impact your workforce.

DATE, LOCATION & FEE

Who should attend.

Executives, managers, and HR professionals who will lead strategy and implementation of initiatives related to succession planning within their organizations

ORGANIZATIONAL BENEFITS

Tools for identifying the potential and goals of your team members
Succession planning frameworks to measure and enhance your plan
A greater understanding of next-generation behaviour and values
Resources for engaging talent at all levels within your organization

TAKEAWAY TOOLS

Tools for measuring current practices and enhancing the strength of your organization’s succession planning initiatives
Templates for engaging others in culture change

Download a brochure

Learning outcomes.

Learn how to:

Assess your organization’s talent capacity and employee engagement
Use a range of financial and economic metrics to fully evaluate the effectiveness of your plan and determine whether your current structure supports long-term growth
Recognize potential pitfalls in succession planning
Take a proactive approach to building your talent pipeline
Establish or enhance an existing framework to implement initiatives outlined in your plan

PROGRAM DETAILS

a) Understanding Succession Planning

You’ll learn about the fundamentals of strategic workforce planning and the evolution of planning in an evolving world, with exercises that integrate relevant data into a planning framework that identifies barriers and facilitators to future growth.

b) Creating a Plan

We’ll use future-based scenarios to clearly identify potential issues that may affect your organization at the systemic level. You’ll also learn how to identify and nurture high potential employees, and where to invest in training for an optimal employee and customer experience.

c) Succession Planning in Action

Successful succession planning is deeply rooted in an organization’s operational plans and goals. You’ll learn how to incorporate your plan into your overall strategic plan and how to communicate value to employees to build engagement for future growth.

FACILITATORS AND SPEAKERS

Catherine stewart, ian cullwick.

Catherine (Cathy) Stewart has extensive experience as a business leader and human resources executive with an excellent reputation for building relationships, and collaborating with senior leadership and cross functional teams in organizations to develop and implement HR strategies and best practice HR programs, systems and processes that are aligned with and support their business strategies. As a trusted HR advisor, Cathy has supported business executives and front-line managers through challenging organizational and structural changes and has launched many new initiatives and held several unique HR roles. She is recognized as someone who “gets things done” to meet the HR operational requirements of the business and drive significant change, when required.

Cathy has led the HR function for small and mid-size organizations and held HR leadership positions with large multi-national organizations in the financial services, high tech/ telecommunications, business services and national and international sport sectors. Cathy recently retired as the Executive Director, Human Resources for the Canadian Olympic Committee (COC). Following a major review of the organization in 2015 Cathy successfully led the transition of the COC and Canadian Olympic Foundation (COF) to being recognized in 2020 as one of Canada’s Best Workplaces and certified as a Great Place to Work by the Great Place to Work Institute© in 2019 and 2020. Among her many accomplishments at the COC/COF, Cathy developed and facilitated a semi-annual leadership and senior leadership team succession planning process to identify and develop high potential and emerging leaders for both organizations, and to mitigate attrition and leadership risks identified through the organization’s enterprise risk management framework. Cathy is now working as an independent HR consultant, assisting organizations across a spectrum of HR functional areas.

Cathy has a Physical Education undergrad degree and MBA with a focus on Organizational Behaviour from York University. She is a Certified Human Resources Leader (CHRL) and has facilitated programs for the Life Office Management Association (LOMA) and the Human Resources Professional Association of Ontario (HRPA).

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Strategic Planning: From Vision to Action

(64 Reviews)

Strategic planning skills to maximize your leadership contribution

Learn a comprehensive, step-by-step strategic planning approach that you can apply immediately back in the workplace. Through each step, you’ll practice a variety of strategic planning tools and work through multiple case examples. You’ll leave a more competent and confident strategic planner.

How You Will Benefit

Digital Badge image - Strategic Planning

Apply a strategic planning framework to a real-life case study
Expand your analytical skills when scanning the environment, the market, and when assessing your organization
Identify competitors and market trends impacting your organization or industry
Pin-point aspects of your products or services that provide strategic advantage for your organization.
Sharpen your skills of synthesizing information and evaluating strategic options
Communicate your plan in a way that gets people engaged and aligned to deliver on your goals
Build your confidence as a contributor in the strategic planning process
Learn analytical approaches to expand your understanding of the marketplace and your organization’s relative strengths and weaknesses
Incorporate customer needs into your strategic planning
Communicate your strategic plan more effectively to gain buy-in and execute it successfully
Differentiate yourself as a strategic leader and communicator

Course Features

Comprehensive framework to guide the strategic planning process
Case study to apply the framework before connecting it to your own real-life situation
Discussion touch-points to maximize the sharing of knowledge amongst participants
Interactive exercises to reinforce thinking and communication skills in a safe environment where feedback and coaching are provided

Who Should Attend

Business leaders who currently play a role in their organization’s strategic planning process. Professionals wishing to strengthen their skills in this competency in order to become more effective leaders or to prepare for more senior roles.

This course is part of a Learning Path for people looking to improve strategic thinking and planning capabilities. Learn more about learning paths.

Live Online classes are delivered in partnership with American Management Association.

Classroom Schedule
Online Schedule
Onsite Training
Date Location Time
Nov 16, 2023 - Nov 17, 2023 Toronto, ON 9:00 AM – 5:00 PM (ET) ADD TO CART CHECK OUT Promotion Name
Feb 22, 2024 - Feb 23, 2024 Toronto, ON 9:00 AM – 5:00 PM (ET) ADD TO CART CHECK OUT Promotion Name
Apr 25, 2024 - Apr 26, 2024 Toronto, ON 9:00 AM – 5:00 PM (ET) ADD TO CART CHECK OUT Promotion Name

Do you need a different date or location? We offer Courses On Request .

Oct 9, 2023 - Oct 10, 2023 Live Online 11:00 AM – 7:00 PM (ET) ADD TO CART CHECK OUT Promotion Name
Dec 11, 2023 - Dec 12, 2023 Live Online 10:00 AM – 6:00 PM (ET) ADD TO CART CHECK OUT Promotion Name
Feb 1, 2024 - Feb 2, 2024 Live Online 9:00AM – 5:00PM (ET) ADD TO CART CHECK OUT Promotion Name
Mar 18, 2024 - Mar 19, 2024 Live Online 11:00AM – 7:00PM (ET) ADD TO CART CHECK OUT Promotion Name
May 13, 2024 - May 14, 2024 Live Online 9:00AM – 5:00PM (ET) ADD TO CART CHECK OUT Promotion Name
Jun 20, 2024 - Jun 21, 2024 Live Online 10:00AM – 6:00PM (ET) ADD TO CART CHECK OUT Promotion Name

When colleagues learn together, everyone benefits!

Explore our onsite training options or to inquire about scheduling this course for your team, click here .

This course supports the following Organizational Impact Areas :

Strategic Alignment Impact Area - aligning priorities, decision-making and change adoption

Course Reviews

Past Participant, Program Manager Jun 23, 2023

Facilitation of content was relevant to my field of work and businessGreat lesson's & tips were shared collectively in the training sessionTrainer consistently checked-in with audience to ensure relevance of material & ensure overall engagement and understandingDefinitely will use learned information within my role/organization

Diego B., Senior Manager Jun 23, 2023

A lot of relevant content in a short amount of time but delivered with grace. Examples and concepts are well connected to reality both for profit and non-profit situations. Strategic planning makes more sense now and I feel excited to apply it in my own organization!

Past Participant, Analyst Jun 23, 2023

Instructor was great. Very polite, professional, and knowledgeable.

Scarlet S., SLSO Director Jun 23, 2023

Richard is excellent. The materials were very helpful. A fair bit of content didn't apply to my role in the non-profit sector, which was true for half of our group's participants. While Richard made extensive efforts to relate the material to profit and non-profit sectors, the course description could have been more clear in this respect.

Melissa Y., Supervisor, IT Corporate Solutions May 26, 2023

Past Participant, Executive Director May 26, 2023

Excellent facilitator who was really helpful

Past Participant, Strategic Planning Coordinator May 26, 2023

Brenda C., Director Of Business Development & Retention, PMP May 16, 2023

Past Participant, Executive Director May 16, 2023

Facilitator was great and engaging.

Claire Littleton, Kinna-aweya Legal Clinic Feb 3, 2023

The course was very well taught and very thorough. The instructor was clearly very well-informed on the topic and shared excellent examples. The group work was an effective way of engaging the class.

Jasna Drnda, Legal Aid Ontario Feb 3, 2023

Past Participant, Legal Aid Ontario Feb 3, 2023

The speaker was entertaining, receptive, worked at our pace, easy to understand.

Rolanda Manitowabi, Ngwaagan Gamig Recovery Centre Feb 3, 2023

included all very respectfully, and kept everyone engaged. very good with keeping track of where everyone was from and what role they played.good applications to nonprofits - i learned alot and have specific actions planned.

Dr. Souleymane Ndiongue, Walkerton Clean Water Centre Dec 13, 2022

Past Participant, Healthcare of Ontario Pension Plan Dec 16, 2021

Victor St Hilaire, Healthcare Informatics Product Manager, Canon Medical Systems Canada Ltd Dec 13, 2021

Instructor was positive and energized, kept us engaged.

Megan Goulais, Anishinabek Nation Feb 27, 2020

Her passion and knowledge regarding the topic made it very easy to learn and understand the concepts being presented and taught. The course is extremely useful for strategic planning and you're provided with all the tools you need to succeed.

Andrea Benson, Export Packers Feb 27, 2020

Good group of folks attending, representing a diverse set of business models and issues to discuss. printed material is useful - both books. Thank you! Sheila inspires confidence and applies real world perspective with clarity and humour.

Past Participant, TMX Group Feb 26, 2020

Sheila is experienced in the field and her experience came through as we went through the material. She used different methods to engage adult learners. I thought the course material, group discussion and case studies were relevant to my day to day role and I was happy to hear different perspectives. This course allows us to get back into the classroom and discuss ideas and theory regarding strategic planning

Brian D'Silva, Ontario Energy Board Feb 25, 2020

Good discussion with classmates and teacher who shared their experience Handled the content very wellGood course for somebody who will be working on the mission, vision and values of an organization or the department

Jason, Anishinabek Nation Feb 25, 2020

Sheila had great energy and was able to relate to everyone's experience. Well done course. Could be a 3 day course. Worth it.

Past Participant, College Of Midwives Feb 25, 2020

Had lots of fun and learned useable tools. Sheila is a great facilitator, lots of stories, used examples that were relevant to each persons needs.

Past Participant, University of Quebec Dec 13, 2019

Engaging facilitator. Shared lot of practical examples and motivated our group to engage and actively present our point of views. Useful insights from other participants. Great business experience.

Past Participant, Canadian Institute for Health Information Dec 13, 2019

Good course. Liked the same case study we could work through. Excellent presenter. Kept the participants engaged. Good knowledge of the material and fostered good discussion from the participants. Practical tools to use.

Past Participant, Mohawk Council of Kahnawake Dec 13, 2019

Really good content. Great ability to ask questions. Developing a framework for SP will be aided by this course. Good understanding of the topic and issues. Lots of practical knowledge and feedback. This type of course would provide a strong general understanding and common language

Past Participant, The Co-Operators Group Dec 13, 2019

Great energy, interesting examples, engaging, knowledgeable - maybe could be a bit more flexible in use of tools and add in importance of some of the softer skills surrounding them (communication, support, leadership, etc.). It's great if you have little to no Strategic Planning experience.

Past Participant, Federal Government Of Canada Dec 13, 2019

Instructor was knowledgeable of the subjects. Lots of case work which was interesting. good information

Past Participant, Health Standards Organization Dec 13, 2019

Kevin was a fantastic facilitator - I wouldn't change anything really about the course and I'd love to take a course with him again. I think at the end of day 1 I was surprised that we didn't cover more (i.e. it felt a bit slow) but when I reflected I realized it was because of all the group work which ultimately I felt was valuable. worthwhile. Probably more appropriate for someone who has very limited experience with strategic planning.

Past Participant, Fresenius Kabi Canada Ltd Nov 22, 2019

The materials were relevant and applicable to the course materials. Great instructor! Very thorough. Shared lots of information that was relevant. Good examples provided throughout the course.The case study makes you think outside the box and still provides a great learning experience. Provides an opportunity to meet other participants from diversified backgrounds.

Past Participant, Honda Canada Inc. Nov 21, 2019

The course was very informative. The TOWS analysis and the CADDPER Model was useful. Mikhail has a lot of experience and is very knowledgeable and this can been seen in the examples he provides. He keep the students engaged at all times. Its very informative and will help you in your day to day job.

Past Participant, Citco (Canada) Inc. Sep 3, 2019

Nelia Rizzuto, CIBC Sep 3, 2019

Really enjoyed the real life examples to clarify the use of the tools and application back on the job. The tools were fantastic and ones that could be leveraged right away when I return to work. Facilitator was skilled and knowledgeable and facilitated to the adult learner. He respected our roles and needs to still stay connected to work while being in class, he read the audience and determined and adjusted the schedule as needed. Facilitated followed adult ed principles and was skilled in facilitation to professionals. Liked his background and real world experience to link examples to theory.

Iryna Rizzuto, York University Aug 28, 2019

great formatting of the materials. the content very relevant, well presented and the real life examples were fantastic to practice the new skill and apply new knowledge. overall, very satisfied with the course. Great facilitator, good knowledge of the content, good real life examples. You walk away feeling confident you can apply the new skills.

Past Participant, Honda Financial Services Aug 28, 2019

I like the strategic mindset one better I think what I've found is that the synopsis of the course, though in retrospect makes sense, kinda made me feel like it was going to be a little more open as opposed to just following a process. very articulate and speaks from real experience

Past Participant, Accessible Media Inc. Aug 27, 2019

The course is structured in such a way that makes absorbing the material easy. Relevant and relatable examples were used throughout the sessions. I can definitely see where I will use concepts learned back at work. Very engaging. Examples were very relevant. The course will help you understand the components of a strategic plan and how to pull them together in a meaningful manner.

Past Participant, Investment Planning Counsel Aug 27, 2019

More time re: budget and/or cost analysis tips and tricks

Stephane Bolduc, Honda Canada Mar 1, 2019

I will recommend this course to coworkers. Overall, the content was relevant to my role, but I would that day 1 was more valuable to me. Perhaps consider a 3 day course in which day 3 would be comprised of a practical work exercise on a case study from beginning to end. very engaging and knowledgeable. I appreciated the Facilitator's use of real work examples to add relevance to the material

Past Participant, The Beer Store Feb 27, 2019

The instructor was phenomenal and very knowledgeable about the subject matter. The class size was a bit small. A larger class size would have facilitated a more dynamic interaction and more diverse discussions. I would like to attend more courses facilitated by Lisa

Past Participant, Epson Canada Ltd Feb 26, 2019

Past participant, Royal Bank Of Canada May 29, 2018

Past Participant, Andrew Peller Limited Jun 4, 2017

The only further aspect I would have liked to have explored further with more strategic thinking of the next level down and not just focus on the company as a whole as many of us do not have this influence but still require strategic, bigger picture thinking for many aspects.

Past Participant, Mother Parkers Tea & Coffee Inc. May 30, 2017

Roxanne was an excellent facilitator. She was able to present somewhat dry material in a fun and engaging manner. There should be more variety for food. There weren't any vegetarian main course options available, which makes it difficult for those with dietary restrictions to have a full meal.

Past Participant, Walker Industries May 30, 2017

Past Participant, Canada Post Corporation May 29, 2017

Past Participant, Kahnawake Shakotiia'takehnhas Community Services Mar 1, 2017

I appreciated the trainer's approach and experience. Thanks for the new tools and perspective. I really liked the examples and stories that Candida wove throughput the training. Great facilitation! I did not like the training room that was chosen for this training. I understand that the intended CMC centre had damages. In the future I would suggest a larger room for the number of participants.

Past Participant, RGA Life Reinsurance Co. of Canada Feb 28, 2017

I didn't quite enjoy the main case study - Lululemon. I wish it were a broader case that everyone could relate to.

Past Participant, Ontario Agricorp Feb 28, 2017

Andre B. Nov 27, 2016

Although we have generated a presentation for the BOD, I was missing more definite conclusion for what the Long Term Strategic Plan would deliver. I understand the time limitation but an outline of the final measurements of the chosen direction would be a good conclusion for this exercise. I would extend the course for another half day to close all subjects Great facility for such course. Enjoyed the lunch room I would improve on the lunch menu for the second day

Past Participant, Loblaw Companies Limited Aug 30, 2016

I feel the course could have been compressed to be a 1-day course

Past Participant, Canadian Tire Corporation, Limited Aug 30, 2016

Costanzo D. May 30, 2016

the course is exactly what I expected and hoped to get..a suite of tools and how / why to use them to help you with strategy design and implementation

Sheila was the best facilitator I have had at CMC and recommend her courses to anyone.

this course was well done and two full days went by quickly, lots accomplished and learned and use of working model helped tremendously.

Dave B. Feb 13, 2016

Past Participant, Ontario Hospital Association (OHA) Feb 11, 2016

Sheila (the course instructor) was very good at keeping attendees engaged.

Past Participant Feb 11, 2016

Past Participant, Chatham-Kent Public Health Unit Feb 11, 2016

Sheila was a fantastic facilitator - loved the use of presentations, discussions, small working groups and mixing everyone up. Also loved that she had "adult learning" resources (pipe cleaners, lego and colouring) available during the workshop.

Loved her use of examples - she has a ton of experience and was able to give examples that fit everything from health care to business - not something easily done.

Shawn C. Feb 11, 2016

Past Participant, Toyota Motor Manufacturing Canada Feb 11, 2016

Content was very relevant and timely. Material was concise and easy to follow.

The facilitator helped make the course even more enjoyable. Her vast background and life experiences generated relevant discussion points.

This was my first experience at CMC, but it will not be my last.

Past Participant, SDI Marketing Feb 10, 2016

The course was well designed and laid out. Course materials provide a good reference. Some material was a bit basic and could have been moved through more swiftly (vision, mission, values), but that is very minor. I thought it was great and would reccomend to others.

Very good course with a great facilitator. I look forward to participating in future courses. She was great. I wouldn't change a thing. She did well to keep the group engaged and seemed to make the subject matter relevant for a very diverse group of professionals.

Alan C. Feb 10, 2016

Very engaging. Great group and Facilitator

Very helpful, enlightening, inclusive, knowledgeable, friendly and engaging.

Past Participant, National Research Council (NRC) Nov 26, 2015

Past Participant, Ontario Lottery and Gaming (OLG) Nov 26, 2015

Past Participant, Horizon Utilities May 12, 2015

The course gave me a good starting point in learning the basics of Strategic Planning and provided me with framework that can be applied in the planning process

Sonia T. May 12, 2015

I found the information really insightful and relevant to my current position. It's definitely curriculum I can apply to what I'm currently doing.

Past ParticipantPast Participant, Danielle D May 11, 2015

The course leader was great and engaging. The content was helpful. However, I find the general level of courses is not as senior as I had hoped.

Related Courses

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Communicating Your Strategy

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Implementing a Local Content Matrix to Achieve SDGs, ESG and In-Country Value Retention

Leading through VUCA (Volatility, Uncertainty, Complexity & Ambiguity)

Professional Certificate in Leading through VUCA (Volatility, Uncertainty, Complexity & Ambiguity)

The Complete Strategic & Leadership Insights

Business Improvement & Quality Techniques

HR as a Strategic Partner

Due Diligence in Petroleum Business Development

Leadership & Strategic Thinking in the Oil, Gas & Petrochemicals Industry

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Strategy & Strategic Planning

Professional Certificate in Strategy & Strategic Planning

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Certificate in Strategic Management in the Oil and Gas Business

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Shipping Management, Leadership & Strategy

Professional Certificate in Strategic Management in the Oil and Gas Business

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Strategy & Strategic Planning Training Course

GLOMACS Strategy & Strategic Planning training courses will enable you to master documenting and establishing your organisation's or business's direction. Our highly skilled and experienced instructors will help you obtain the knowledge and skills you need in the strategy and strategic planning process and help foster increased productivity — contributing to the organisation's success.

There needs to be more than setting goals and objectives to ensure that the organisation will progress towards its goals. This is achieved by adopting and implementing long-term strategies that the organisation's personnel must do to achieve the needed progress. A strategy is a plan of action to achieve a major, comprehensive, and long-term objective. A well-written strategic plan can be pivotal to your business's growth and success.

Our Strategy training courses include Strategy & Strategic Planning , Advanced Strategy for Directors, Strategic Thinking, Analysis & Business Planning , Certificate in Strategy , etc.

Useful Links: Strategy and strategic planning training courses in Dubai , Strategy and strategic planning training courses in London

Strategic Planning Facilitators

Develop your strategy, improve performance & grow your organization with an experienced AMC Strategic Planning Facilitator.

WHY CHOOSE AMC AS YOUR STRATEGIC PLANNING FACILITATOR?

Strategic planning is the first and most vital step to achieving your organization’s goals. A thoroughly developed plan helps steer the remaining actions of your organization, from daily objectives to effective performance monitoring. The strategic plan is the foundation your organization needs.

Strategic Planning sessions with AMC are guided conversations that take you through the necessary steps to develop a strategic plan for your organization. Through unique and deliberate discussions, we will help you and your team analyze and conceptualize the goals, opportunities, and priorities that will move your organization into the future.

Develop an effective strategy that you can use to improve operations and performance and grow your organization on every level.

TRUSTED ACROSS INDUSTRIES
HIGHLY QUALIFIED FACILITATORS
GOVERNANCE SPECIALISTS
PROVEN METHODOLOGY
EXPERIENCED FACILITATORS ACROSS CANADA

Disorganized, unproductive & boring planning sessions never produce the transformation you need.

Discover a better way to plan. create a brighter future with the amc advantage & take your organization to the next level..

AMC’s strategic planning approach leads your board and leadership through a series of comprehensive brainstorming sessions that help inspire generative conversations, alongside supporting you to identify and prioritize critical opportunities to establish your vision for a better community.

Once we’ve gathered your organizations perspective, goals and priorities, we design and facilitate a strategic planning session focused on aligning your organization’s purpose with directives that will guide your operation over the next few years. Organizations can expect both staff and board to be involved, with participants leaving feeling re-affirmed, possessing a high-level direction and renewed commitment to your mission and vision.

As a starting point, we review the key elements of creating a strategy that identifies and targets your organization’s goals.

Throughout the session, we focus on the key elements of strategic planning. Your board of directors will:

Identify and develop your organization’s mission, vision, and values
Connect your team to the mission and vision of your organization
Discover the value of your unique leadership skills
Determine your organization’s definition of growth and achievement
Establish major goals and priorities

After your strategic planning session, your organization will gain powerful tools for preparing and directing your session, how to include your Board and staff in the planning process, and what to do with your plan once it is has been confirmed.

Contact us today to learn how AMC’s Strategic Planning facilitators can help your organization develop, improve, and grow.

Results You Can Expect

Organizational & Team Alignment

Empowered & Motivated Leadership

A Clear, Actionable Roadmap to Success

“[The facilitator was] a natural catalyst with a strong desire for consensus building, [they] helped us organize our discussions so we can move our organization’s mission and vision forward.”

Luciana N. Executive Director – Canadian Association for Interventional Radiology

What Unplanned & Unproductive Planning Sessions Really Cost

Money .

Even the best strategic plans can quickly go over budget. Without a good plan in place, this is a certainty.

Revenue .

Due to a poorly-built plan that doesn’t optimize future reinvestments.

Support

If stakeholders have no faith in what you’re trying to accomplish (including how much it will cost and the benchmarks), they won’t support you.

Valuable Resources

Are wasted on underdeveloped strategies and initiatives that fail to give meaningful results.

Sometimes a whole quarter or even a year because you didn’t progress key initiatives due to lack of direction.

Synergy & Collective Passion

When teams are not motivated, they produce a low-performance level and aren’t accountable for their goals.

Strategic Planning Facilitators across Canada

AMC proudly serves the Canadian community with consultants across Canada in all major cities like Toronto, Montreal, Vancouver, Calgary, Edmonton as well as small towns in all provinces. Our strategic planning facilitators range in expertise from indigenous council to charities and associations and we have facilitators that speak English and French. Our experienced facilitators are here to support and empower organizations with the knowledge, expertise, and resources necessary to elevate them to the next level.

Discover a better way to plan for a brighter future.

Hire AMC’s strategic planning facilitators to unleash the full potential of your team in the format that benefits you most. Discover several types of strategic planning sessions AMC can provide:

Strategic Planning Sessions

Virtual Planning Sessions

Learn More

Annual Planning Sessions

Quarterly Planning Sessions

Custom Planning Sessions

Set the course for success. Develop an actionable annual plan with a skilled AMC Strategic Planning Facilitator.

If your organization loses focus only a few months into the year, your annual plan might be unrealistic. Set the course for success. Engage AMC to facilitate your annual planning session and give participants a concrete statement on what the organization needs to achieve and how and when.

Achieve the mission with an innovative annual plan. AMC will help you:

Review last year to identify any successful patterns and lessons you can learn
Facilitate extensive brainstorming to reaffirm the vision and mission of the organization
Establish strategic goals that are consistent with the vision and mission
Identify major objectives that support the strategic goals
Identify who is responsible for the completion of those strategic goals and objectives
Establish timelines for the accomplishment of the strategic goals and objectives
Establish a monitoring system for overseeing the work on the strategic goals
Develop a final 2-page document which captures the essence of the 7 elements of the strategic plan
Create an inspiring theme to keep your team motivated and focused

Propel your mission. Review short-term goals and stay on track with quarterly strategic planning sessions.

Fine-tune your performance. Hone in on quarterly goals and targets to stay on track with your annual goals. Have AMC’s expert facilitators review your quarterly strategic plan and support you in making adjustments. That way, your team will never wander from your long-term plans and will always be highly accountable. Contact us today to conduct a quarterly strategic planning session to drive your strategy forward.

Resolve significant issues. Get expert support with customized strategic planning sessions.

Let AMC’s skilled strategic planning facilitators help you navigate complex issues and build the transformative plan you need for success. Whether you have a specific goal, troublesome problem or a new exciting opportunity you need assistance navigating, AMC’s customized strategic planning sessions will help.

In-Person Strategic Planning Sessions

Our experienced trainers are available for engaging in-person strategic planning training for organizations across Canada in all major cities like Toronto, Montreal, Vancouver, Calgary, Edmonton as well as small towns in all provinces.

Live Virtual Startegic Planning Sessions

Save time and costs by choosing virtual training. We’ve delivered many strategic planning sessions using video conferencing software with a very positive response. Reach out to us, and we’ll be happy to go over the different options available when looking to implement strategic planning training virtually for your organisation.

OUR CLIENTS

WHY ORGANIZATIONS HIRE AMC

Highly engaging sessions that gets all participants involved
Qualified AMC facilitators with extensive experience
A complete system that incorporates pre and post support to maximise implementation
A Strategic Planning Guide included for all participants
Founded in 1987, AMC has assisted over 450 local, provincial, national and international organizations

Achieve your mission Take your strategic plan to the next level with our expert facilitation.

Choose the right type of strategic planning session for your needs:.

Vision and Mission

Facilitated brainstorming to re-affirm the vision and mission of the organization.
A final 1/2 page document which captures the essence of the 2 elements of the strategic plan.

Intermediate

Vision, Mission, Goals and Objectives

Facilitated brainstorming to re-affirm the vision and mission of the organization, establish strategic goals that are consistent with the vision and mission, and identify major objectives that support the strategic goals.
A final one-page document which captures the essence of the 4 elements of the strategic plan.

Comprehensive

Vision, Mission, Goals, Objectives, Responsibility, Timelines and Monitoring

Facilitated brainstorming to re-affirm the vision and mission of the organization, establish strategic goals that are consistent with the vision and mission, identify major objectives that support the strategic goals, identify who is responsible for the completion of those strategic goals and objectives, establish timelines for the accomplishment of the strategic goals and objectives, and establish a monitoring system for overseeing the work on the strategic goals.
A final 2-page document which captures the essence of the 7 elements of the strategic plan.

Strategic Planning FAQs

Many organizations recognize the need to find a suitably skilled strategic planning facilitator. They will engage the services of an experienced external facilitator to coordinate the process and mediate the planning session.

While you may have an internal alternative nominated employee, you need someone who is non-biased and holds an independent perspective, especially where confidential subject matter and challenging questions are of concern.

More so, your strategic planning sessions should be a chance to stimulate creative thinking and provide strong outputs. Something that your attendees can’t do as they need to participate in the session fully.

As the AMC Governance Solutions strategic planning facilitator takes on the coordinating role, this frees all of your participants (including the board chair and the CEO) to actively participate in the discussions.

As well as benefiting the entire process by bringing an independent viewpoint to discussions while recommending similar group experiences and solutions that have been successful in other organizations.

AMC’s strategic planning facilitators serve as your organization’s neutral agent to positively guide and manage your strategic planning sessions in a way that ensures your collective objectives are met and sessions stay on track. Alongside encouraging clear thinking, motivating good participation and ensuring full buy-in from every member involved in the process.

During a sample 1-day Strategic Planning Session we start by welcoming your organization to work with AMC Governance Solutions with icebreakers and friendly energizer sessions. Once complete, we will discuss your organization’s mission and vision statement. Then explore the guiding principles of strategic planning, who needs to be involved, and any feedback or questions you may have for our facilitators.

During AMC’s customisable strategic planning sessions, we use these tools to help you level up your plan:

Project Management Tools
Strategic Planning Models (Logic Model, SWOT analysis, RACI Model, Business Model Canvas, Value Proposition Canvas, Balanced Scorecards, PESTLE analysis)
OKRs (Objectives & Key Results)
SMART Goals
Vision Boards
Scenario Planning

CREATE A BRIGHTER FUTURE FOR YOUR ORGANIZATION

Get a quote or learn more about our approach to strategic planning , create a brighter future for your organization.

Get a quote or learn more about our approach to strategic planning.

QUICK LINKS

Strategic planning facilitation, governance academy, directory of npos, board governance training, vancouver office.

604-669-5344
[email protected]
170-422 Richards St Vancouver BC V6B 2Z4 Canada

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Integrated planning guide

Archived information.

Archived information is provided for reference, research or recordkeeping purposes. It is not subject à to the Government of Canada Web Standards and has not been altered or updated since it was archived. Please contact us to request a format other than those available.

This page has been archived on the Web.

Note : The integrated planning guidebook is an evergreen document.

Introduction.

Integrated planning environment
Integrated planning in a delegated environment chart
Management accountability framework

People component of the management accountability framework

Integrated planning calendar.

Line manager’s guide to integrating HR and business planning
Integrated human resources and business planning checklist
Supplement to the integrated HR and planning checklist
Access to public service demographic information
Training in integrated planning
Links to planning-related publications and web sites of interest
Frequently asked questions
Succession planning and management tool for senior managers
Succession planning and management tool for senior managers checklist
Succession planning and management tool for managers
Succession planning and management tool
Annex 1-Integrated planning: working through the five-step approach

Integrated planning is the foundation for assessing and understanding the current and future needs of departments, agencies and the Public Service as a whole.

Integrated planning is central to the successful implementation of the Public Service Modernization Act and to the promotion of healthy organizations that retain competent, committed and engaged employees across the Public Service.

Integrated planning is an important building block in continuously improving and building the human capacity of the Public Service to deliver services to Canadians (Results for Canadians). Integrated, rigorous planning can mitigate risks associated with aging workforces, tight labour markets, technological change, and so on. Integrated planning can help identify optimal strategies and activities for such important HR management components as recruitment, retention, learning, development, employee engagement, promotion, succession, employment equity and official languages.

Some departments and agencies are recognized as having taken innovative approaches to planning. Overall, however, there is widespread recognition at all levels of government that over the last ten years, the HR planning capacity across the Public Service of Canada has diminished. The time is right to rigorously rebuild capacity in HR planning. The need for sound integrated planning with business planning, has never been more important.

Why integrated planning?

It aligns an organization’s workforce with the government’s priorities, and the organization’s mission, strategic plan and budgetary resources;
It is central to the successful implementation of modern HR management as referenced in the Public Service Employment Act;
It supports HR strategies (e.g. training, career development, organization design and classification) that are tailored to meet the current and future needs of the organization;
It supports the achievement of business excellence by promoting initiatives to attract and retain an engaged, sustainable, competent and diverse workforce;
It leads to a supportive workplace and continuous learning culture through planning efforts associated with both employee and organizational learning;
It informs the development of business cases to justify resources identified through current and future HR needs analysis;
It assists managers in realigning their workforce (e.g. reduction, expansion, change in business lines);
It ultimately helps managers meet their responsibilities and accountabilities;
It helps develop and ensure sustained, strong leadership across the Public Service; and
It facilitates performance improvement and reporting through the development of performance measures, which is an important aspect of any planning-related

Defining HR planning

HR planning is defined as follows:

Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization.

Integrated planning principles

Some key principles of integrated planning are as follows:

Planning takes place at all levels : Reflecting business needs and strong people management practices, rigorous, integrated HR and business planning takes place in all organizations and at all levels across the Public Service.
Planning is information driven : Planning processes and decisions are based on factual and timely information on current and future needs (demographic data, environmental scans, employee feedback, labour market information, etc.).
Planning identifies risks and challenges : Planning processes identify challenges and key risks in delivering on priorities, and outlines options to mitigate critical issues.
Planning is transparent, values-based and well communicated : Plans are communicated to employees and stakeholders.
Regular reporting on integrated planning takes place : Planning efforts and results are reported on annually by all organizations.
Planning efforts are monitored, measured and evaluated : Processes are established in all organizations to monitor performance and progress in achieving HR objectives outlined in the integrated plan.

The integrated planning environment chart has been created to illustrate the links between the drivers, processes and tools that contribute to the development and implementation of integrated planning within the Public Service.

Section 1: Legislative base and other drivers of integrated planning

Legislative base.

The coming into force of the Accountability Act established a broad legislative context for Deputy Head accountabilities with regard to the performance of any assigned duties in relation to the administration of departments/agencies. Departmental administration includes the management of the organization’s human resources and part of that function involves integrated planning.

The legislative base for HR planning is the Financial Administration Act and the Public Service Employment Act contained in the Public Service Modernization Act . Other related Acts include the Employment Equity Act and Official Languages Act .

The Public Service Modernization Act (through the Financial Administration Act and the Public Service Employment Act ), clearly establishes the Employer’s responsibility to identify the current and future needs of the Public Service; to determine the human resource requirements of the Public Service; and to provide for the allocation and effective utilization of human resources within the Public Service – all of which are key to the integrated planning process.

For additional information visit the Public Service Modernizations Act on the Agency website.

Other drivers

Guidance for Deputy Ministers , an important document issued by the Clerk of the Privy Council, is intended to clarify how Deputy Ministers fulfill their role in the Government of Canada. The document sets out the key elements of responsible government as a backdrop for understanding the individual and collective responsibility and accountability of Ministers. It further sets out the responsibilities of Deputy Ministers and their accountabilities, including the management of human and financial resources.

Guidance for Deputy Ministers signals that, “Effective departmental management requires careful integration of human resources management planning with the planning of departmental activities.”

For additional information visit this guidance for deputy ministers link.

The Clerk’s Corporate Priorities reinforced the concept of integrated human resources and business planning, with one of the priorities relating to the implementation of the Public Service Modernization Act , including the strengthening of human resources planning.

For additional information visit this clerk’s priorities link.

The Auditor General’s Findings related to Human Resources Planning (1999 to Today) are also a driver that strongly identifies planning as a central function to the healthy management of an organization. It speaks to the lack of human resources planning in the entirety of the Public Service and more specifically, of the lack of efficiencies and effectiveness incurred by the lack of integrated planning.

The Management Accountability Framework flows from Results for Canadians and the Comptrollership Modernization initiative. It establishes the framework of accountability for Deputy Heads - also establishing a close link to the responsibilities and accountabilities of Deputy Ministers as defined in Guidance for Deputy Ministers - to ensure that the conditions for good management are set in place in order to achieve Results for Canadians. It includes performance measures and indicators for ten identified outcomes. One of the outcomes is the People Component which relates to the management of people, and aims at measuring an organization’s human resources capacity including having a workforce that is renewable and affordable over time - again emphasizing the need for good integrated planning and effective management of resources.

For additional information on the Management Accountability Framework, visit the Treasury Board Secretariat Web site: http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp

The Staffing Management Accountability Framework comprises part of this accountability suite. It establishes the Deputy Minister’s accountabilities to the Public Service Commission with regard to staffing systems and delegated staffing authorities.

For additional information on the Staffing Management Accountability Framework, visit the Public Service Commission Web site: http://www.psc-cfp.gc.ca/plcy-pltq/frame-cadre/acco-resp/smaf-crgd-eng.htm

Together, the legislation and drivers described above set the direction for Deputy Heads and senior managers to inculcate good management practices through integrated planning in order to meet their corporate objectives.

Section 2: integrated planning principles and process

Six principles of integrated planning.

At the heart of integrated planning are the six guiding principles. These principles form the basis on which planning activities and processes are to be developed and implemented.

Based on the Six Principles of Integrated Planning, the Public Service Human Resources Management Agency of Canada has developed an integrated planning calendar . The Calendar illustrates a four-phase approach to aligning human resources and business lines to achieve integrated planning. It also provides approximate timeframes for each of the four phases.

Five-step approach to determining and building for current and future needs

A five-step approach to determining and building for current and future needs was also developed to guide organizations in their efforts to implement integrated planning. The Integrated Human Resources and Business Planning Checklist is a “how to” model, and provides some important questions for managers to consider as they develop their plans. More specifically, the five steps include:

Step 1 determining your business goals;
Step 2 analyzing your environment to see if you have the right mix and complement to meet your current and future needs;
Step 3 assessing the gaps in your workforce - what are you missing from a human resources perspective in order for you to achieve your goals;
Step 4 taking action and initiating strategies to close the gap and help obtain the required resources; and
Step 5 reviewing, monitoring and measuring whether efforts were successful.

Together, the six principles, the planning calendar, and the five-step approach outlined above form the basis from which planning activities, tool and instruments should be derived.

Section 3: integrated planning tools

Having set in place the main elements of the integrated planning process, departments and agencies can then use a variety of instruments or tools to help them fulfill their operational requirements. The last section of the Integrated Planning Environment Chart outlines a number of tools that have been developed by the Public Service Human Resources Management Agency of Canada to assist departments with procedures leading to the formulation of integrated plans.

These tools are evergreen and complement the original Integrated Human Resources and Business Planning Tool Kit that was issued in November 2004. These tools are available for use by Deputy Ministers and Senior Managers, Managers and Human Resources professionals either as is, or for tailoring to specific departmental/agency needs.

Specifically, the tools include Integrated Planning – A Handbook for Deputy Ministers and Senior Managers, the Succession Planning and Management Tool, the Succession Planning and Management Tool for Senior Managers, and the Succession Planning and Management Tool for Managers. Also under development are Integrated Planning Templates ( refer to Annex 1 ), which will provide departments and agencies with easy to follow instructions in applying the five-step approach in their organizations. The tools noted above are available on the Public Service Human Resources Management Agency of Canada Web site.

Text Version

Integrated planning guidebook: integrated planning in a delegated environment chart

Overview of human resources planning process and the planning cycle.

See graphic version for the following content

Integrated Planning Calendar

Discussing strategic direction: April - June
Getting the priorities right: July - September
Detailed work planning: October - December
Reporting and readiness: January - March

Fiscal year 2 , implement steps 1 to 4 and begin new planning cycle

Fiscal year 3 , report on previous fiscal year, implement year 2 plan, and begin new planning cycle

Responsibilities of key partners in effective planning

Align priorities
Share information
Proactively inform HR of risks
Plan resource allocation ($ and people)
Integrate HR into business planning

Human resources

Proactively advise management on HR issues, risks, decisions and policies
Provide HR tools to managers
Support efforts to mitigate risks

Corporate planners

Guide/facilitate planning process (RPP/DPR)
Communicate approaches to planning
Include HR requirements in relevant call letters to branches/regions

Integrated Human Resources and Business Planning Checklist

A five-step approach to determining and building for current and future needs

The following steps are widely recognized as key to integrating HR and business planning. They reflect national and international research into the practices of leading public and private sector employers.

Moreover, they have been validated in the PS by way of extensive consultation across the country with stakeholders. Line managers, HR professionals, bargaining agent representatives, as well as functional community representatives and other stakeholders all contributed to this model.

STEP ONE: Determine your business goals

A solid understanding of your business goals is critical for integrated planning. Ask the following questions:

What are your key goals and deliverables for the next fiscal year?
Do you foresee any changes in direction that might have an impact on your business goals or HR requirements?
Who are the strategic partners you need to work with to achieve your goals?

For additional information on step one, have a look at the document entitled “ Supplement to the Integrated Human Resources and Business Planning Checklist ”.

STEP TWO: Scan the environment

A) workforce analysis.

A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets. By way of example, has the following workforce information been analyzed for various occupational categories in your team?

Demographics and employment characteristics (eligibility for retirement, vacancy rates, turnover rates, internal staff mobility such as deployments, promotions, secondments)
Skills/competencies (e.g. training/learning data, performance management data, language competencies?)

B) Internal Scan

It is important for line managers to identify factors internal to the organization that may affect the HR capacity of their teams with regard to meeting projected goals.

Have you considered, for example…
Potential changes in program and/or service delivery
Management-union relations that might affect your team
Anticipated changes to funding levels
Changes in leadership & priorities
Client satisfaction

C) External Scan

Are external environmental factors expected to affect workforce capacity, given known operational and HR priorities and emerging issues.

Have you considered, for example

Demand and supply of employees with the skills you need
Sources of recruitment

STEP THREE: Conduct a gap analysis

Based on an analysis of your business goals, as well as your understanding of environmental issues and your workforce, what do you see as your key current and future HR needs?

Examples of Considerations:

Do you have any immediate hiring needs?
Based on projections, do you foresee a skills shortage in specific occupational groups on your team?
Will changes in program delivery require the acquisition of new skills on your team?
Do you have enough qualified people on your team ready to fill key vacancies in the event of unexpected departures? If not, are you aware of where you can go to attract the right people?
Have official language and employment equity obligations been met?
Have you conducted a risk assessment on HR issues critical to your team's success?

STEP FOUR: Set HR priorities to help achieve goals

Based on the organization's goals, environmental scan and gap analysis: 1) What are the major HR priorities; and 2) What strategies will achieve the desired outcomes? Work plans may include strategies on:

Recruitment/ Staffing, Mobility/Redeployment, Employment Equity, Official Languages training, Training and Development, Corporate knowledge Retention and sharing and Workplace well-being

STEP FIVE: Measure, Monitor and Report on Progress

Measuring, monitoring and reporting is key to assessing progress.

Does your team have clear and measurable HR-related goals?
Are the HR performance measures aligned with indicators in the TBS Management Accountability Framework?
Do you have a mechanism to track performance outcomes?

Determine your business goals

A solid understanding of organizational priorities and the business planning cycle is critical for effective alignment of human resources (HR) and business goals. As you begin your integrated HR and business planning, ask the following questions:

What are the government's key priorities (e.g. Clerk's priorities, Speech from the Throne)?
What are your organization's ongoing HR and business priorities?
Have you reviewed the call letter on the Report on Plans and Priorities and the Departmental Performance Report?
What emerging directions and changes will have an impact on HR issues?
What legislative reforms relevant to your mandate need to be considered (e.g. HR modernization)?
Have all necessary strategic partnerships been established to facilitate your integrated HR and business planning efforts (e.g. corporate or program sector)?
Are you developing your plan in consideration of accountability requirements and HR supporting material (e.g. TBS Management Accountability Framework, People Component of the Management Accountability Framework, the Integrated HR and Business Planning Calendar)?

Scan the environment

Workforce analysis.

A key component of integrated planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skills sets.

Has the following employment information been analyzed for various occupational categories or functional communities?

Demographics and employment characteristics (e.g. employment equity (EE) designated groups, official languages (OL), age profile, average age of retirement, and years of service, employment type, leave usage, reasons for leaving, absenteeism, grievances, use of Employee Assistance Program)
Skills/competencies (e.g. training/learning data, performance management data, language competencies)?
Internal workforce trends (e.g. eligibility for retirement, vacancy rates, turnover rates, internal staff mobility such as deployments, promotions, secondments)

Internal Scan

Identify factors internal to the organization that may affect HR capacity to meet organizational goals. Have you considered…?

Changes in legislation, policy platform, program delivery
Labour management relations
Changes to collective agreements
Employee engagement
HR Initiatives (e.g. EE)
Organizational re-structuring
Corporate culture change
Capacity and quality of information systems
Health and Safety

External Scan

Determine the most important environmental factors expected to affect workforce capacity, given known operational and HR priorities and emerging issues. Have you considered…?

Current workforce trends (e.g. retirement patterns, growing occupations)
Demand and supply of employees in growing occupations
Current and projected economic conditions
Technological advancements which may make certain occupational positions obsolete or create new employment
International policies that may affect your workforce capacity
Immigration and/or regional migration patterns that may affect your workforce capacity
Federal, provincial, regional realities

Examples of Considerations

Have you considered your contingent workforce in your workforce analysis (e.g. casuals, students)?
Have you consulted documents such as audit reports, employee survey findings, HR annual reports (e.g. OL, EE, staffing), Departmental Performance Report, Report on Plans and Priorities, etc?
Have you checked with functional community secretariats for information relevant to your department/agency?

Conduct a gap analysis

Based on an analysis of the environmental scan and business goals, what are the organization's current and future HR needs?

Based on projections, do you foresee a skills shortage in specific occupational groups?
Will changes in program delivery require the acquisition of new skills?
Do you have enough qualified middle managers to feed into the EX group?
Have OL and EE obligations been met?
Have you conducted a risk assessment on elements of the scan critical to your organization's success (i.e. probability of occurrence and their projected impact)?

Set HR priorities to help achieve business goals

Recruitment/Staffing
Mobility/Redeployment
Classification/Organizational Design
Change Management
Systems Capacity
Leadership Development
Learning, Training and Development
Performance Management
Competency/Skills Development
Succession Planning and Management and Contingency Plans
Corporate Knowledge Retention
HR Planning
Employee Engagement
Reward and Recognition
Workplace Well-being
Workplace Accommodation
Labour Management Relations
Values and Ethics
Organizational Development
Disability Management
Are the HR priorities and key planning issues included as part of the Report on Plans & Priorities?
Are budgetary considerations factored into the work plan/strategy?
Is it possible to leverage expertise through partnerships with other organizations (e.g. Federal Regional Councils, Functional Community Secretariats)?
Are you incorporating the research from “promising practices” into your work plan/strategy?
Are you taking advantage of your departmental/agency staffing program and tools?
Is the work plan/strategy being cascaded to organizational units?
Are strategies effective and efficient in achieving objectives?

Measure, monitor and report on progress

Measuring, monitoring and reporting HR performance outcomes is key to assessing progress in target areas, organizational learning and improvement and determining future priorities.

Does the organization have clear and measurable HR-related goals?
Are the HR performance measures aligned with indicators in the TBS Management Accountability Framework and the People Component of the Management Accountability Framework?
Are systems in place to track performance indicators and analyze cost benefit?
Do results from your performance indicators inform your priority setting for the next fiscal year?
Does your Departmental Performance Report include a section on the degree of success of your integrated planning and management-related efforts?
Have you analyzed data elements that are included under formal reporting requirements (e.g. EE, OL)?

STEP 1 - determine your business goals

A solid understanding of organizational priorities and the business planning cycle is critical for effective alignment of human resources and business goals. As you begin your integrated HR and business planning, ask the following questions:

What are the government’s key priorities (e.g. Clerk’s priorities, Speech from the Throne)?
What are your organization’s ongoing HR and business priorities?
Are you developing your plan taking into consideration the accountability requirements and HR supporting material (e.g. Treasury Board Secretariat Management Accountability Framework, People Component of the Management Accountability Framework, the Integrated HR and Business Planning Calendar)?

In this step, managers review business objectives in light of any issues likely to impact the business (e.g. government priorities, legislative reform, etc). As key input to the process, HR provides information regarding legislative and/or labour market data affecting the workforce.

In order to assess whether there is sufficient capacity (including skills, competencies and resources) to deliver on the business, it is first necessary to have a clear understanding of where the organization/region/branch is headed. In addition to knowing the strategic priorities at both the organization and branch/regional level, it is important to take into consideration government-wide priorities (e.g. Speech from the Throne, Clerk’s priorities) since they may well have an influence on the business priorities.

Supporting points to consider in determining your business goals

What are your vision and goals for your branch/region/directorate/unit?
Clerk’s priorities;
Speech from the Throne;
Department/Agency’s priorities;
Your mandate;
The performance agreement of your manager?
What emerging directions and/or changes to your business will have an impact on HR issues?
What impact will your vision and goals have on your finance, HR and information technology needs?

Additional information:

The organization’s strategic direction, mission and objectives are typically found on the organization’s intranet site.
The Clerk’s priorities
The Speech from the Throne
The Treasury Board Secretariat Management Accountability Framework

STEP 2 - scan the environment

Workforce analysis.

A key component of planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets. Workforce analysis is an important element in the planning process. This section of the kit discusses nine areas that managers may consider in an effort to better understand their workforce.

Skills and competencies
Learning, training and development
Employment type and resourcing
Organization structure
Employment equity
Official languages
Workplace well-being
Values and ethics

Analysis in these areas can include both quantitative and qualitative data.

A discussion of each of these areas follows.

A) Skills and competencies

The skills and competencies of the workforce (or team) are important contributing factors to organizational capacity. Key terms used to define an organization's capability are “competencies” and “skills”.

Competence is a combination of knowledge, skill, understanding, ability, application, behaviour, aptitude, attitude and performance. Skill is the practised application of a topic, technique or concept.

Information on skills and competencies could include the education profile of employees (e.g. major field of study, degree attained) and the skills, competency levels and learning/development required.

Questions to consider:

Have you developed a profile of the knowledge, skills and competencies that you will need to achieve your business objectives, now and in the future?
Based on the skill requirements of your key positions, do you have/foresee any gaps and if so, is there an appropriate course of action from a readiness perspective?
Do you know what the skills and competencies are of key feeder groups?
Do the employees have the tools to self-assess against the competencies of their positions?
Do the members of your team meet the language requirements? Are the results accurate and are any changes foreseen?
Am I using performance management and employee learning plans to the greatest extent possible in support of skills and competencies development?

Additional sources of information:

To obtain additional sources of information for the following documents, visit the Canada Public Service Agency Web site:

Training, Learning and Development
Key Leadership Competencies

The Public Service Commission Web site has several articles and publications on skills and competencies. Use the search engine and type in competencies for a full listing: http://www.psc-cfp.gc.ca .

Your departmental/agency staffing program and supporting tools.

B) Training, learning and development

Training, learning and development can be important tools in ensuring effective integration of HR and business planning.

The Government established a Policy on Learning, Training and Development (which, on January 1, 2006, replaced the Policy for Continuous Learning in the Public Service). The objective of the policy is stated as follows: “…to help build a skilled, well-trained and professional workforce; to strengthen organizational leadership; and to adopt leading-edge management practices to encourage innovation and continuous improvements in performance.”

The Public Service Learning Policy Centre has identified core learning needs and requirements through the establishment of a Library of Common Knowledge for managers of the Public Service. It covers the ten key elements of the Management Accountability Framework and supports the objectives of ensuring a highly competent, bilingual, and representative Public Service. The Library has served as a solid foundation for the curriculum review undertaken by the Canada School of Public Service.

As part of the integrated planning process, and based on the priorities/business objectives, what are the training, learning and development requirements of your team?
Are employees’ training, learning and development requirements taken into account in light of anticipated changes to programs and/or services?
Do members of your team have up-to-date learning plans that identify current and future training, learning and development needs and are they reviewed regularly?
Are employees’ training, learning and development requirements discussed during employee performance reviews?
What are the planned efforts towards fostering a continuous learning culture?
How are you supporting the career goals of your team members?
Have you made budget provisions to meet the training, learning and development needs of employees as well as their career goals?
What are the completion rates of the team learning plans?
What is the impact of the training, development and learning on performance and results?

Consult your internal learning specialist for information on training, learning and development options (e.g. employee orientation, courses).

Policy on learning, training, and development
Campus direct

C) Employment type and resourcing

Employment type distribution (e.g. term, indeterminate, casual, etc.) gives you important information on the stability and sustainability of your workforce and can help inform short and long-term staffing decisions and actions that may be required.

Examples of employment type:

Term employment (less than and greater than three months); indeterminate employment (full time and part time); sunset; casual; seasonal; assignment; interchange; secondment; development programs (e.g. Career Assignment Program, Management Trainee Program); other (students, co-ops, Financial Officer Recruitment Development Program, etc.)

How stable and sustainable is your workforce? What is the split between term and indeterminate employees?
How many acting assignments do you have in place and what are the lengths of those assignments?
How many term employees will soon be eligible for conversion to indeterminate status?
Are the term employees clustered in a particular occupational group?
What are the staffing practices with respect to term employment?
What impact do the staffing practices have on organizational health and employee morale?
Is there an equal dispersion of ages at the various employment levels?
What are your current and projected (mid- and long-term) vacancies (e.g. retirements, maternity/parental leave, disability leave, language training)?
What recruitment sources and staffing processes are you using to hire new employees (e.g. pre-qualified pools, apprenticeship programs)? Are there other avenues for you to explore?
Is there/will there be a sufficient pool of candidates, including bilingual candidates, from within to fill these vacancies? If not, how do you anticipate filling the vacancies? Is there a sufficient pool of potential candidates external to your organization? Do you need a succession plan?
What resourcing strategies will best meet your current and future needs?

D) Separation

The literature suggests some organizations have used an annual attrition assumption of 4.5% as normal. Of course, this varies depending on the size and nature of your organization, hiring freezes, downsizing, restructuring and economic and political changes.

Attrition that exceeds normal patterns can result in unnecessary costs to the employer from lost productivity, workload related to staffing positions, training for new employees, etc. Answering some of the questions outlined below should help you develop plans for stabilizing and sustaining staffing levels, inform succession plans, and focus your training, learning and development.

Are there certain occupational groups with increasing employee attrition?
Which occupational groups have high levels of attrition?
Do you know why employees are leaving (e.g. results from exit interviews)?
Can the factors influencing attrition be identified? Alternatively, is there anything you can do to influence the attrition rate?
Has attrition reduced capacity in a certain occupational group?
Will your organizational structure require changes to recruit qualified replacements?

Federal Public Service Employment Statistics

E) organizational structure.

The Deputy Head or Chief Executive Officer is responsible for ensuring that the organizational structure in their department or agency is appropriate for the delivery of the departmental or agency program. The structure is formed by organizing work into functionally related units, such as branches, sectors, and divisions.

Within these branches, sectors, divisions and so on, managers design their own organizational structures, and organize and assign the work to the positions in the structure. The manager describes the work of each position in a work description, which is allocated to an occupational group and evaluated, using the appropriate classification standard, to determine its classification level.

Appropriate decisions on organization design and the assignment of work are all part of sound HR management. These decisions affect the long-term ability of departments and agencies to deliver programs and services, and to compete for resources and retain competent staff.

Managers are accountable for assigning or reassigning work in a timely and systematic manner and for analyzing the short- and long-term consequences of their decisions, within the context of effective integrated planning; otherwise, these decisions could inadvertently change the level of positions, impact on career mobility and employee productivity and/or increase the cost of the Public Service. In addition, being unaware of the impacts or waiting too long to take action could result in considerable salary liability for the department, and in some cases, the entire Public Service.

Does the organizational structure meet your operational needs now and in the foreseeable future? Is there a need for a change?
Can your current organizational structure support anticipated changes in program delivery?
Is all the work performed in your unit clearly and explicitly identified?
Does all the work performed in your unit facilitate the achievement of your business objectives?
Are the functions of each unit within the organizational structure clearly established? Are they evenly distributed?
Are the lines of authority and accountabilities clearly indicated so that overlap and duplication of effort are avoided?
Is each manager’s span of control reasonable?
Does your resource allocation and your organizational design mesh effectively and efficiently? Is a more efficient and effective organizational design possible?
Does the number of levels in your unit permit you to manage effectively?
Is the allocation of work effective and balanced? Is the workload evenly distributed?
Are services provided to your unit at the appropriate level in your organizational structure (e.g. administrative services)?
Are existing work descriptions and organizational charts accurate, up-to-date?
Are work descriptions free of gender bias?
Do all titles designate the work performed by that job clearly, and explicitly?
Does your organization allow you to recruit and train new employees as needed (levels, work descriptions, institutional linguistic capacity)?
Does your organizational structure allow for career progression?
Organizational Authority and Classification of Executive Group Positions
Management Category – Position Description Writing Manual
Executive Group Position Evaluation Plan
Classification System and Delegation of Authority Policy
Classification System and Delegation of Authority Policy Guidelines

During your re-organization efforts, involve classification advisors at the front end so they can highlight organizational impacts.

F) Employment equity

The purpose of the Employment Equity Act is to correct conditions of disadvantage in employment faced by Aboriginal persons, members of visible minorities, persons with disabilities and women by removing barriers to employment and using positive measures. Departments and agencies are required by the Employment Equity Act to conduct a workforce analysis and develop an Employment Equity plan to address under-representation of designated group members. It is recommended that you review the departmental Employment Equity plan. Your own plan should in turn reflect the department’s or agency’s Employment Equity goals as highlighted in the departmental Employment Equity plan.

The data you receive on Aboriginal persons, visible minorities and persons with disabilities are based on those employees who have self-identified. Information on women is retrieved from the pay system. Employment Equity data covers all indeterminate employees, employees with terms of three months or more and seasonal employees.

As a manager, you will want to use this information to assess designated group representation in different employment categories and levels, set goals and monitor progress in reaching those goals.

Are designated group members well represented at senior levels and at all levels in all employment categories? (Note: Representation should be measured against workforce availability and should be compared to the department’s national targets.)
How stable is the representation? For example, what percentage of designated group members are term employees?
What percentage of designated group members are eligible to retire over the next five years?
What are the separation rates of designated group members versus the recruitment rate?
Does your plan address corporate priorities for building a representative and inclusive institution, such as implementation of the Embracing Change Action Plan?
Does your plan address the results of the departmental Employment Equity audit conducted by the Canadian Human Rights Commission?
The workforce analysis under the Employment Equity Act is designed to identify areas of under-representation of designated group members in the department’s or agency’s workforce (gaps). Does your plan incorporate Employment Equity considerations/requirements and identify ways to address gaps in participation?
Is Employment Equity a factor in any proposed recruitment or development programs? For example, what selection/advertising/recruitment and development processes (e.g. pre-qualified pools) will be used to increase representation of designated group members?
Are there plans for outreach activities to reach designated groups and achieve Employment Equity goals?
Does your plan include measures and costs to accommodate employees in accordance with the Canadian Human Rights Act and the policy on the Duty to Accommodate?

Check your departmental/agency Employment Equity plan for additional information, your branch Employment Equity workforce analysis as well as the Canada Public Service Agency Web site:

Canada Public Service Agency Employment Equity site
Public Service Commission Statistical Information site
Canadian Human Rights Act
Duty to accommodate
Frequently asked questions and answers - Duty to accomodate

If there is an under-representation, you may want to include in the plan the measures you will take to close the representation gap.

G) Official languages

Equal opportunities: Members of both official language groups have equal opportunities to obtain employment and advancement in federal institutions.

Workforce composition: The composition of the workforce of federal institutions tends to reflect the presence of both the official language communities of Canada.

Language skills: English and French are the official languages of federal institutions. Members of the public have the right to communicate with federal institutions and receive services from them in their preferred official language at designated offices. In regions designated as bilingual for language-of-work purposes, both official languages are the languages of work. In other regions, the language of work is generally the one that predominates in the province or territory.

As a manager in a designated bilingual office for service to the public, it is important that you identify and maintain the necessary language capacity to provide quality services in both official languages.

As a manager in bilingual regions for language-of-work purposes, it is important that you create and maintain a work environment conducive to the use of both official languages, and ensure that employees can exercise their right to choose either language as it pertains to supervision, training, tools, meetings, documents, or personal and central services.

Do English-speaking and French-speaking Canadians have equal opportunities to obtain employment and promotion within the institution?
Are English- and French-speaking Canadians well represented at senior levels and at all levels in all employment categories? How stable is the representation?
What percentage of members of each official language group are eligible to retire over the next five years?
Are there enough bilingual positions with the right language requirements to provide good service to the public in both official languages, and to respect language-of-work rights?
Do the employees meet the language requirements of their positions?
Have you made budget provisions to meet the language training needs of employees?
Do the personal language training plans of employees address current and future language skill requirements and career aspirations?
What is the impact on organizational performance?

Canada Public Service Agency's Official Languages site

H) Workplace well-being

Organizations that create an “HR dashboard” to monitor key indicators of workplace well-being and employee engagement are better equipped to develop integrated HR and business plans that contain meaningful actions aimed at specific areas of improvement. Employee engagement lies at the heart of both performance and retention; it is based on job satisfaction and rational and emotional commitment to the workplace. It is therefore important to develop both objective (quantitative) and subjective (qualitative) indicators to allow organizations to have a full picture of how “well” they are doing.

Workplace well-being is a holistic approach to creating high performance organizations through establishing the right workplace conditions to generate high levels of employee engagement. It assumes that achieving high levels of organizational performance depends on employees who are strongly committed to achieving the goals of the organization and who show this through their actions. This behavioural objective is influenced in turn by levels of employee satisfaction and by supportive, respectful and healthy work environments. Workplace Well-Being is connected to physical health and wellness but primarily emphasizes the social and psychological dimensions of three inter-related elements: the workplace, the workforce, and the work people do.

What is the state of employee engagement and how willing are employees to strive to achieve the results at which the organization aims?
What drives employees' decisions to volunteer extra effort on the job?
How committed are employees to their job, team, manager and organization?
What is the level of job satisfaction and how does it influence employee commitment?
Are managers evaluated for how well they lead their team?
Does your organization have a way to set targets for employee engagement and workplace well-being, track improvements and hold managers accountable?
What is done to facilitate employee career development and a meaningful work/job fit?
How well is workload managed?
Number and nature of conflicts, time resolved and trends?
What are the unscheduled absenteeism and long-term disability rates and trends?
What are the leave and Employee Assistance Program utilization rates and trends?
What are the number of Workplace Safety and Insurance Board (WSIB) claims filed and WSIB premiums paid/trends?
What is the return to work success rate/trend?
What workplace arrangements are in place (e.g. part time, compressed, telework, accommodation of Employment Equity designated group members) and how successful are they?
Is the workplace (in bilingual regions) conducive to the use of both official languages?
Is there sufficient infrastructure in place (e.g. equipment, office space, technical aids, employees returning from long-term disability leave) to accommodate all employees in your unit?
Departmental public service employee survey results (1999, 2002 and 2005)
Leave - policies and publications
Report of the survey follow-up action advisory committee: maintaining momentum
A managers guide to workplace well-being
Treasury Board of Canada Secretariat workplace well-being policies and publications

I) Values and Ethics

Enhancing and maintaining public trust in the institutions of government is a fundamental element of the work of the Public Service of Canada. Managers have a key role in ensuring that all their responsibilities – whether for people, money or programs – are carried out in such a way that the values of the Public Service are upheld, and that all employees maintain high ethical standards in their actions and decisions.

To guide public servants in upholding the organization’s values and to foster public confidence, the Treasury Board adopted the Values and Ethics Code for the Public Service (the Code) in September 2003. It is a condition of employment in the Public Service. It contains a statement of Public Service values and ethics, developed following extensive consultation with public servants, which highlights four fundamental families of values: democratic, professional, ethical and people values. The Code also contains conflict of interest and post-employment measures, and provides avenues of resolution if there are perceived breaches to the Code or in cases of disagreement about its interpretation. Deputy heads are accountable for ensuring the Code is implemented in their organizations, and for decisions made under the Code. Managers will need to familiarize themselves with this and other related, important policies such as the Policy on the Internal Disclosure of Information Concerning Wrongdoing in the Workplace (IDP) and the Policy on the Prevention and Resolution of Harassment in the Workplace, as part of their own responsibilities to provide sound ethical advice and guidance to employees.

Managers, whose responsibility it is to exemplify Public Service values, must strive to create and maintain a work environment that encourages dialogue on organizational values and on the ethical dilemmas unique to their operations. As part of their planning, managers are encouraged to assess employees’ level of awareness and understanding of the Code and related policies, as well as the extent to which staff feel the Code is upheld and their degree of comfort in raising concerns or ethical dilemmas within the organization. Managers should also contact the senior official responsible for the Code within their department or agency to familiarize themselves with the organizational plan of action on values and ethics or for help determining appropriate initiatives for their own work units.

Are all employees aware of the existence of the Code and other related policies? Do they know that the Code is a condition of employment? How do you know whether they know? What assessment instruments or procedures are in place?
What do you or your organization have in place to ensure new employees are aware of the Code and its significance to them as public servants? Is the Code integrated into all orientation materials, procedures and events for new employees?
Do employees perceive that the organization’s values are practiced and standards are applied fairly to everyone? How do you know? Do you have mechanisms or procedures to obtain staff feedback on organizational performance against Public Service values and ethics?
Do you have sound advisory and recourse mechanisms in place, where employees can receive advice on ethical dilemmas or where they can make disclosures about such things as wrongdoing or harassment in the workplace?
Are employees comfortable raising ethical dilemmas or making disclosures within your organization? Do they know what mechanisms exist and whom to approach within the organization when they are faced with an ethical dilemma? Are they comfortable coming to you? How do you know? What measures are in place to assess staff awareness and comfort?
What initiatives could be undertaken within your branch and/or the organization to assess awareness of Public Service values and ethics and perceptions of values and ethics in the workplace?
Does your organization supplement the Values and Ethics Code for the Public Service with its own customized code or guidelines, reflecting the specific challenges and dilemmas of your workplace? If not, why not?
What measures could be taken to increase familiarity and understanding of the Code and related policies among employees? What orientation, learning and other tools are in place?
What do you personally do as a manager to strengthen Public Service values and ethics as a reality of practice and behaviour in your organization? How do you measure progress?
Does your organization set targets and measure progress for workplace well-being, including such things as employee satisfaction and commitment?
As a manager, are you familiar with the Code, including its objectives, and are you ready to help others better understand and apply its principles in their daily work? Are you confident that your behaviour and conduct would be seen by your colleagues and employees as embodying Public Service values and ethics? How do you know? What assessment procedures or techniques do you use?
Are you aware of the information sources and tools that exist to help you in these responsibilities?
Do you have a branch action plan that fits in with the organizational plan? Does your plan include a series of goal levels, planned follow-up and mechanisms to measure actual results in values and ethics, including from the point of view of stakeholders and employees?
Office of Public Service Values and Ethics
Values and Ethics Code for the Public Service
Interpretation Guide to the Values and Ethics Code for the Public Service
Senior officials for public service values and ethics
Policy on the Internal Disclosure of information concerning wrongdoing in the workplace
Departmental / agency senior officer for internal disclosure
Public Sector Integrity Canada
Policy on the prevention and resolution of harassment in the workplace
Harassment prevention tool: people to people communication
Departmental / agency anti-harassment policy coordinator
Integrated Risk Management Framework

Work with the senior official for the Code in your department or agency to further integration initiatives, including employee surveys, branch meetings, retreats, etc.

Undertake dialogue with management and other colleagues to compare experiences and brainstorm ideas for initiatives with potential long-term positive effects.

Review and become familiar with the departmental/agency values and ethics integration plan

STEP 3 – conduct a gap analysis

Based on an analysis of the environmental scan and business goals, what are the organization’s current and future HR needs?

Examples of considerations:

Have Official Languages and Employment Equity obligations been met?
Have you conducted a risk assessment on elements of the scan critical to your organization’s success (i.e. probability of occurrence and their projected impact)?

Supporting points to consider in the gap analysis

At this point, you will have completed Step 2 and have an analysis of those areas that are having an impact on the HR capacity to deliver on your business objectives. This may include how your branch/region/directorate/unit is designed, the people you have to do the work, the necessary skills and competencies, the workplace (equipment, tools, etc.) to get the job done and the cost implications.
At this stage in the planning process, you will want to conduct a gap analysis of the shortages and surpluses, identify the gap(s) and determine the extent of the impact/risk. You may want to review your department’s or agency’s corporate risk profile for additional information on key risk areas, risk tolerance of stakeholders, etc.
You can use the worksheet below to assist in this exercise or use any other process to support you.

STEP 4 – set HR priorities to help achieve business goals

Based on the organization’s goals, environmental scan and gap analysis:

What are the major HR priorities?
What strategies will achieve the desired outcomes?

Work plans may include strategies on:

Recruitment/Staffing, Retention, Mobility/Redeployment, Employment Equity, Official Languages, Classification/Organizational Design, Change Management, Systems Capacity, Leadership Development, Learning, Training and Development, Performance Management, Competency/Skills Development, Succession and Contingency Planning, Corporate Knowledge Retention, Health and Safety, HR Planning, Employee Engagement, Reward and Recognition, Workplace Well-being, Workplace Accommodation, Labour Management Relations, Values and Ethics, Organizational Development, Disability Management

Are you incorporating the research from “promising practices” into your work plan/strategy?

Supporting points to consider in priority setting and strategy development

It is now time to prioritize the gaps based on the relative importance of carrying out your programs/activities and/or business objectives.

As part of integrating human resources with business planning, when describing the business objectives, you may want to include the HR strategies and explain how their implementation will be funded and how they will achieve the results.
consulting with HR, business planners, unions, clients, and employees;
capitalizing on knowledge gained in “best practice” research, as well as exemplary practices used in other departments and agencies. You can find out what other departments and agencies are doing to improve HR management by reviewing the most recent publication of Promising Human Resources Practices in Times of Change – 5th edition . There may be strategies that can be easily adapted to meet your needs;
working horizontally and developing partnerships with other branches/regions, councils, networks;
“right sizing” the plan and covering only those areas where it can have a significant impact (Keep it Simple!); and
consulting your department’s or agency’s staffing program and supporting tools.

N.B. When setting HR priorities and strategies, it is important to introduce an integrated risk management approach to the process. For more information, please visit the Treasury Board Secretariat Web site:

Federal Regional Councils have good examples of carrying out horizontal initiatives. For example, under the mandate of the Quebec Regional Council, the Quebec Region Interdepartmental Committee of HR Directors has developed a horizontal approach to developing HR initiatives. For additional information, please visit the Federal Regional Council site at http://www.tbs-sct.gc.ca/fcer-cfre/index-eng.asp

STEP 5 – measure, monitor and report on progress

Are the HR performance measures aligned with indicators in the Treasury Board Secretariat Management Accountability Framework and the People Component of the Management Accountability Framework?
Have you analyzed data elements that are included under formal reporting requirements (e.g. Employment Equity, Official Languages)?

Supporting points to consider for measuring, monitoring and reporting

The ability to measure progress on priority areas is critical to continuous organizational improvement.
Results from program performance-related data can assist in the determination of future priorities and inform decisions on the allocation of resources, as well as decisions regarding the continuation of programs and activities. Performance-related data can be at the Public Service-wide, departmental and/or local level.
The plan should be considered a "living document" and be subject to review. If an organization/region/branch/unit does not regularly review its planning efforts, it runs the risk of failing to respond to unanticipated changes or changing circumstances.

Consequently, you may wish to establish a process that allows for a regular review of planning efforts in order to:

review performance measurement information;
assess what is working and what is not working;
adjust the plan as necessary and advise your senior managers accordingly; and
address new HR issues that occur.

The following considerations support the questions outlined above in the Checklist and may help determine whether or not your plan needs revisions (Note: Most of these questions will become relevant after you are fairly far along in implementing your strategies.)

Is the plan accomplishing what is needed? For example, are the people, skills and jobs appropriate to ensure that your objectives can be achieved in the short-term, medium-term and long-term?
How are you evaluating your progress against your timelines and milestones?
Have conditions changed such that strategies need to be revisited?
Are the assumptions used in both the current and future needs analysis still valid?
What is working well? What is not?
What adjustments to the plan will be made, and how will you communicate any changes to your stakeholders (where required), or alternatively, how will you involve them in the process?
Are you gathering the information you need to determine priorities and meet formal reporting requirements?

In deciding on what to measure, it is important to consider:

the effectiveness of HR activities in supporting the achievement of key business objectives;
indicators in the Management Accountability Framework and the People Component of the Management Accountability Framework;
formal reporting requirements (Employment Equity, Official Languages);
published research on HR metrics.

Demographic information is a key component in the integrated planning process. The links provided below on demographics are intended to serve as a support to your department’s or agency’s planning efforts. It is recognized that many organizations already have procedures in place to capture demographic information.

The following information can be found on-line on the Canada Public Service Agency website

The Public Service Human Resources Management Agency of Canada provides on-line access to a range of information on employment in the Public Service. The site contains aggregate, statistical data relating to departments and agencies.

This Canada Public Service Agency site provides a repository of information devoted to demographic analysis.
The Public Service Commission annual reports provide information on the health of the PS staffing system and provide assessments of the staffing performance of departments and agencies that are governed by the current Public Service Employment Act.
The Employment Equity annual reports provide statistical highlights on Employment Equity designated group members across the Public Service.
The Census of Population provides information on population and dwelling counts not only for Canada, as a whole, but also for each province and territory, and for smaller geographic units such as cities or districts within cities. The census also provides information about Canada’s demographic, social and economic characteristics.
This site provides facts and figures about the labour market.
The PSC Statistical Information Site is called the statistical “Cube” because of its ability to drill down and sideways simultaneously, allowing for more precise data analysis. The “Cube” will help departments and agencies in preparing various types of reports, such as departmental trends in hiring and staffing activities and in making comparisons between HR activities in departments and agencies.

Public Service Commission role:

Official reporter of hiring and staffing activities data and Employment Equity data related to staffing activities (recruitment, promotions, lateral and downward movements, etc.).

Target audience:

Departments and agencies that staff under the Public Service Employment Act.

Contents of the statistical tool:

Data : Hiring and staffing activities - Hiring of casuals - Hiring of students
Definition and notes : Glossary – Department and agency acronyms and description - Occupational groups and description
Variable list : List of variables available in the tools.
Related links
Tutorial : The “Tutorial” located on the side bar, will provide you with sufficient information to use this tool with ease and to start creating your own reports.

The Canada School of the Public Service offers key courses to departments, agencies and central agencies on integrated planning.

P100 Integrated Planning and HR Management is currently being revised. This course takes the “essentials” of PSMA one step further by helping managers and HR professionals learn how to integrate HR and business planning, the Management Accountability Framework and Modern Comptrollership.

The CSPS also offers a dedicated four-day course: P702 Human Resources Planning . The course provides participants with the fundamentals of this important discipline within the federal Public Service context. Participants have the opportunity to learn and practice using the basic tools needed to provide advice and service in this field.

Content : Human Resources Planning (P702)

vision of HR management in the federal Public Service
the Management Accountability Framework and planning cycle of the Treasury Board Secretariat
analysis of the environment, the organization and the workforce
techniques for data collection and analysis
gap analysis
development of HR planning proposals and recommendations

Location : HR planning courses are offered in regions and in the National Capital Region.

Typical participants : HR professionals new to HR planning and those who may be asked to provide advice and guidance to managers on this topic.

Access the course description and register for the HR planning course via the Canada School of the Public Service Web site.

Canada School of Public Service : www.myschool- monecole .gc.ca

These publications can be found on-line on the Government of Canada Web site: http://canada.gc.ca/home.html

Government of Canada:

Treasury Board Secretariat Management Accountability Framework
Guidance for deputy ministers
Annual reports of the Auditor General of Canada
Public Service Commission 2006-2007 annual report
Human Resources Management: overview of HR planning – all employers
General information about the Public Service Commission Statistical Information site
HR observatoire
Functional Communities of the Government of Canada
Public Service Employee survey results
Communities of small organizations
Towards an exemplary workplace - our obligation to promote and ensure work / life balance in the Federal Public Service - May 2001
Human Resource practices in times of change - an inventory of initiatives, 5th Edition (PDF Version 720 kb)
Annotated bibliography on workplace well-being - May 2002
Employment Statistics for the Federal Public Service

Other sites of interest:

The Institute of Public Administration of Canada: www.ipac.ca
Office of Personnel Management – The United States Government’s Human Resources Agency (available in English only): www.opm.gov

1) What is integrated HR and business planning?

Integrated HR and business planning is the process of:

determining your business goals;
analyzing your environment to see if you have the appropriate complement to meet your current and future needs;
assessing the gaps in your workforce-what are you missing from an HR perspective in order for you to achieve your goals;
setting priorities, taking action, and initiating strategies to close the gap and help get the HR you need (your HR advisors can help you here); and
reviewing your efforts and assessing if you were successful in integrating HR and business planning.

2) We already do some HR planning. Is it mandatory for us to use the tools in this kit?

Departments and agencies are free to adopt the processes in this kit, or to use them as a complement to existing planning practices should they wish to do so.

Even if departments and agencies are well along the road in integrating HR and business planning, the information in this kit can provide useful benchmarks and checklists that can augment existing practices across departments and agencies.

3) I'm a line manager and I am very busy. I already know my team well. Will this work really help me?

Most good managers address HR planning intuitively, and we know that some organizations are already quite advanced in this area. However, we also know that improvement is needed, Public Service-wide, and it is considered a priority among senior decision makers across government.

The tools in the Integrated Planning Guidebook are generic enough that managers in any organization can use them to help them think through how they can best integrate HR and business planning.

4) From a line manager's perspective, what is the most important document in the Integrated Planning Guidebook for me to work with?

The document entitled Integrated HR and Business Planning Checklist outlines for you the steps that are commonly accepted as central to integrating HR and business planning. Organizations noted for good HR planning typically follow these steps or a slight variation thereof.

If you work through these steps and ask yourself the questions that fall under each heading you may well get some ideas on how you can better integrate HR and business planning and improve your team's capacity to deliver.

It is possible that after you work through this methodology you may only focus on two or three HR strategies. That is fine.

5) What do I need to know before I start the integrated planning process?

Understanding your business goals and deliverables is central to integrating HR and business planning. Although it is recognized that in government, as elsewhere, priorities change, most line managers, after receiving strategic direction, can determine with some accuracy a reasonable course of action for consideration and approval by more senior levels.

6) How can I do an integrated plan in instances where it is unclear what my final budget will be?

It is recognized that sometimes managers do not have all the details at their fingertips that they would like as they work through the planning process. There is always an aspect of risk and uncertainty in any environment.

However, line managers are in the position where they must:

look at the direction they are receiving from their manager(s);
think through where they are in terms of ongoing priorities;
look at the budget they had the previous year, and incorporate any information they might have on the coming year's budget for their team;
outline what they believe to be the key emerging issues; and
come up with proposals on both ongoing work and other potential business deliverables and take into consideration their HR capacity to achieve results.

Talk to your immediate manager and get as clear an idea as possible of what the business priorities are for the coming year.

7) How do I integrate HR planning with staffing?

Integrated HR and business planning is fundamental to taking advantage of the opportunities available to you under the Public Service Employment Act. Integrated HR and business plans can provide you with the solid foundation you need in order to make staffing decisions. Here are some examples of new staffing possibilities:

you will be able to make projections of, and base staffing decisions on, current and future needs to meet business goals;
the definition of merit allows the flexibility to more closely align HR with business needs. For example, you are no longer required to “rank order” candidates. You will, however, need to justify your decision and demonstrate that the person you choose for a job meets all the qualifications of the job. You should base your staffing decisions on your integrated HR and business plan, thereby achieving fairness and transparency; and
problems could be solved informally during a staffing process, avoiding the need for more formal recourse process.

8) How are the reporting requirements, such as the Report on Plans and Priorities, Departmental Performance Report and annual reports, linked to integrated HR and business planning process?

All departments and agencies are subject to traditional reporting requirements such as the Report on Plans and Priorities and the Departmental Performance Report. Line managers at various levels typically contribute to the process of preparing these documents.

Integrated HR and business planning in the context of preparing these reports is important. For example, the Report on Plans and Priorities outlines what organizations plan to do, so it is important to ensure you have the human capacity to achieve your goals.

However, integrated HR and business planning should not be considered as an exercise exclusively designed to meet reporting requirements. Integrated HR and business planning should be an ongoing process whereby managers are regularly thinking about their work in the context of the people, learning and human development needed to meet their goals.

9) What support is available to help departments, agencies and line managers integrate HR with business planning?

The information in the Integrated Planning Guidebook is designed to transcend the planning-related specifics of any particular department or manager, and provides a model and checklists that can either be adopted outright or adapted to complement existing planning practices.

The Public Service Human Resources Management Agency of Canada also offers help and support to departments and agencies. The Planning Directorate can be contacted by calling (613) 946-9303.

HR advisors, HR planning specialists and corporate planners in departments and agencies can provide support to managers. The HR Planning Interdepartmental Network (HRPIN) meets regularly to discuss HR planning issues. This is an open forum where those interested in HR planning issues can attend and participate.

10) How is Public Service-wide Renewal linked to Integrated Planning?

One of the biggest challenges the government is currently facing deals with attracting, recruiting, training and retaining talents in a highly competitive national and international context for this vital resource. Renewal is about ensuring excellence in all that Public Service does in the future. Renewal encompasses both how business is done and the people who do it . This means that every manager in the Public Service must plan for his/her business and for the associated people requirements, know existing and forecasted talent strengths and gaps, effectively align resources (including people) to deliver results and use planning to engage employees and achieve traction.

Integrated planning Guidebook: Annex 1

Integrated planning: working through the five-step approach.

The planning templates contained in this document were developed based on numerous requests from a variety of departments and agencies in the Public Service for more information on the integrated planning process.

In a recent address to Deputy Ministers, the President of CPSA stated that:

“…Planning, and more specifically Integrated Planning – that is the integration of human resources and business planning - has been identified as one of the key pillars of Public Service Renewal by both the Prime Minister’s Advisory Committee on the Public Service and the Deputy Minister’s Sub-Committee on Public Service Renewal.”

The Clerk of the Privy Council has identified planning, recruitment, development and enabling infrastructure to be the 4 pillars of Renewal, and as such, Public Service Renewal has become one of our top priorities at the Canada Public Service Agency.

Integrated planning is the primary basis for assessing and understanding the current and future human resources needs of departments and agencies.
Integrated planning forms the framework which enables recruitment and retention of people needed to meet business requirements and also from which employee development and succession plans are established; and
Integrated planning is one of the key drivers of an enabling infrastructure in that we need to have processes and systems in place to support effective integrated planning.

From “Determining your Business Goals” to “Measuring, Monitoring and Reporting on your Progress”, these templates were developed to help you in your ongoing efforts to implement and improve integrated planning, and they can be used in whole or in part to supplement your organization’s existing planning processes.

We hope these tools are useful and we welcome your feedback on them.

We would like to thank the organizations below who contributed to the development of these templates: Agriculture and Agri-food Canada, Citizenship and Immigration, Industry Canada, Public Works and Government Services Canada, Transport Canada, Service Canada, The Small Agency Transition Support Team (CPSA), Natural Resources Canada

How to use this tool

Templates and/or worksheets have been created to follow the Five-Step Approach of the integrated human resources and business planning checklist . The Five-Step Approach is a guide to integrating human resources and business planning. As you proceed through the process you may find that some steps can be worked concurrently or in a different order than what is indicated. All templates and worksheets are supported by a list of suggested Considerations, Documents to Consult and Roles and Responsibilities. Templates and worksheets were developed in Excel 9.0.

Step 1: Determine your business goals

Two spreadsheets have been provided for your use.

The Worksheet may be used for regional-, sector-, or branch-level organizations. In keeping with the Program Activity Architecture policy, we have allowed space to include sub-activities and activities.

The Template may be used at the higher Branch or Department/Agency level to allow for roll-up of the regional worksheets. Space is also provided at this level to include Branch activities.

Step 2: scan the environment

Three worksheets; one for Key Positions, one for determining Employment Equity and one for Training and Development supports the Current Workforce Analysis template.

As well, templates are available for Internal and External Analysis and provide space for Risk Analysis, Mitigation Strategies and could assist you in the beginning of a human resources plan.

Two additional, separate templates are available for forecasting Future Workforce Needs (short term and long term), which summarizes the current Workforce Analysis, and Internal and External Analysis templates.

Step 3: conduct a gap analysis

One template is provided to help summarize the gap analysis between your current workforce, future workforce and your business goals. This template provides space to indicate some strategies to meet the gap and gives you an opportunity to conduct a risk assessment.

Step 4: set HR priorities to help achieve business goals

Taking into consideration the gap analysis of Step 3, Step 4 provides a template to summarize your strategies linked to the gap analysis and business goals. This template could be considered as an action plan as you move forward to developing the Staffing Plan. An additional template is provided to help draft the Staffing Plan.

Step 5: measure, monitor and report on progress

Step 5 provides both a worksheet for Regional, Sector or Branch level organizations and a template for roll-up to a higher level to assist in measuring the progress against your priorities. The worksheet provides for an at-a-glance view of the status of activities in the organization.

Please note that these templates and worksheets may contain sensitive information once completed, and should therefore be marked PROTECTED

STEP 1: DETERMINE BUSINESS GOALS

Template - Step 1: Determine your business goals
Worksheet of branch / region / sector business goals

STEP 2: SCAN THE ENVIRONMENT

Worksheet of key positions analysis
Worksheet on long-term training
Worksheet of employment equity
Template – Step 2B: internal analysis
Template – Step 2C: external analysis
Template – Step 2D-1: future workforce analysis: short term (1 year)
Template – Step 2D-2: future workforce analysis: long term (2 to 5 years)

STEP 3: CONDUCT GAP ANALYSIS

Template - Summary of gap analysis

STEP 4: SET HR PRIORITIES TO HELP ACHIEVE BUSINESS GOALS

Template - Integrated strategic HR plan
Template - Staffing plan

STEP 5: MEASURE, MONITOR AND REPORT ON PROGRESS

Template - Step 5: measure, monitor and report on progress
Worksheet for performance report and performance management agreement

ANNEX: TIPS FOR SUCCESSFUL INTEGRATED PLANNING

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