Title: Executive Compensation Review
1National Gallery Musée des beaux-arts of
Canada du Canada
NATIONAL GALLERY OF CANADA Human Resources
Management Strategic Framework Prepared by
Human Resources Services Assisted by Deloitte
Consulting June 2005
2General Overview
- Spectrum of HR Service Delivery Models Deloitte
Human Capital Model
Strategic Transition
Human Resource Management Analysis Model
Analytical Transition
Extent of Service,Support and Control
Participating Support Transition
Personnel Management Coordination Model
Clerical/Reactive Transaction Model
Time
3General Overview
- Future Model of HR
- HR function is becoming a strategic member of the
organization, on par with Finance, ITS and
Operations. - HR is taking on the role of coach to the
organization and facilitate the administration of
the programs and processes as well as their
deployment.
Traditional Model
Future Model
Strategy, Planning Deployment
Strategy, Planning Deployment
20
60
Administration Transaction Processing
40
Administration Transaction Processing
80
4HR Strategy Framework
- The various components of the following framework
were examined in order to support the achievement
of an HR vision for people effectiveness at the
Gallery.
Vision for people effectiveness at the Gallery
and for the HR Function
5- Vision Statement of the National Gallery of
Canada - The National Gallery of Canada strives to
provide Canadians with a sense of identity and
pride in Canadas rich visual arts heritage and
to make art accessible, meaningful and vital to
diverse audiences of all ages. - Values of the National Gallery of Canada
- Accessibility
- Excellence and Scholarship
- Corporate Citizenship
- Leadership
- Collaboration
- The Workforce (new 2005) The Gallery values its
workforce and creates a work environment in which
people can maximize their potential and
contribute fully to the success of the
organization. - Source Corporate Plan 2005-2010
6HR Vision
Organization-wide
- The NGC prides itself on its creative and
committed workforce, supported by excellence in
leadership, demonstrated values, and HR practices
aligned to the achievement of the Gallerys
Corporate Plan and Mandate - This organization-wide HR vision statement has
five components that can be broken down and
measured - Pride
- Creative and committed workforce
- Leadership
- Values
- Corporate-aligned
7HR Vision
HR Functional Vision Statement
- Within the NGCs mandate and vision, HR
Services are committed to enhancing the artistic
and creative culture of the Gallery partnering
with employees to develop corporate and people
strategies that maintain and promote excellence
in the arts as well as facilitate the
accomplishment of corporate goals worthy of an
eminent visitor centric national public
institution.
8Key Success Factors for HR Management
- Key Success Factors can be defined as
- What must happen to be successful over the longer
term - Criteria against which to assess priorities and
performance.
In order to make these key success factors
tangible and meaningful, enabling performance
measures will need to be applied for each and
every key success factor.
9HR Strategic Priorities
- The following table provides a best practice
example of four HR business model categories and
specifically-related priorities. This framework
was used to guide the Gallerys strategic HR
planning process.
10Priorities for HR Management
11HR Strategic Framework Next Steps?
- Approach
- Participative feedback and validation from
stakeholders - Accountability and measurement-driven
- Further assessment of priorities
- Priority allocation to designated resources
- Completion of work plans and,
- Approval and implementation of priorities and
work plans.
12HR Strategic Framework Next Steps
- The following next steps were identified by the
HR Management Team