CRA HR Modernization Journey University of Ottawa October

CRA HR Modernization Journey University of Ottawa October 10, 2018

The Canada Revenue Agency (CRA) at a glance 2

HR Modernization Vision 3

Objectifs de la Modernisation des RH Consolider Rationaliser Simplifier Mettre advantage l’accent sur le client 4

Consolidate CONSOLIDATE TO … integrate the HR Function model • Strategic, Tactical, Front -line service strengthen the HR Function model • Regions to report through headquarters 5

Streamline STREAMLINE TO … centralize information • One-stop shop for HR information & services reduce the amount of information • Tools and web content eliminate unnecessary rules and unique steps • Corporate policy instruments rationalize processes • Executive Performance Management process 6

Simplify SIMPLIFY … through automation • Integrated Staffing System • New pay system: Phoenix • Business processes 7

Simplify SIMPLIFY … to make it easier for clients and new employees • Pre-populated forms • New onboarding solution 8

Increase client-centric focus INCREASE CLIENT-CENTRIC FOCUS THROUGH … easy access to HR services • • HR Service Centre Provides business intelligence for continuous improvements standards in service delivery • • New 24 h contact standard through our HR Service Centre Service standards to be implemented across HR business lines 9

Increase client-centric focus INCREASE CLIENTCENTRIC FOCUS THROUGH … clear “How to” instructions and information on “hot topics” • Know. How solutions developed based on client needs 10

Staffing at the CRA • HR plays a key role in ensuring the CRA delivers on its core mandate and remains a leader in tax and benefit administration. • HR is transforming its staffing program to make it faster and simpler for applicants, employees and management by: • taking a client centric approach. • exploring and experimenting with new ideas. • speaking with industry leaders. 11

Leadership at the CRA • We are embracing the character-based leadership approach • We need to move beyond just competencies (skills) to character (virtues, values, traits) CBL is about leading from your disposition, rather than your position We need to hire for the Agency, less focus on the position, we need to hire the right people. CBL complements our current leadership doctrine, and extends to excellence and commitment 12

The leader character – enabling excellence Crossan, M. ; Byrne, A. ; Seijts, G. Reno, M. ; Monzani, L. , Gandz, J. : “Toward a Framework of Leader Character in Organizations” Journal of Management Studies, 2017 13 These are the values, traits, and virtues we want in future leaders in the CRA.

Vision à long terme pour les RH • Même si nous continuons à planifier pour l’effectif de l’Agence et pour les affaires de la DGRH sur un horizon de 1 à 3 ans, il y a un certain nombre de moteurs de changements globaux qui auront une incidence significative sur l’effectif et le milieu de travail dans les prochains 10 à 15 ans; • Nous avons l’occasion de commencer à planifier pour le changement de manière délibérée dès maintenant, en parallèle avec nos activités de planification régulières, en déterminant comment les RH doivent se transformer et en établissant les fondements afin de s’assurer que les RH soient en mesure de répondre aux besoins futurs. 14

Change driver: Economic malaise 15

Change driver: Aging society 16

Moteur de changements : Changements structurels dans le marché du travail 17

The case for transforming HR • HR in world-leading organizations is undergoing a fundamental transformation to ensure the business thrives in the new world; • HR needs to transform to continue to support the business in this new world; • HR must also transform to support the Agency’s World Class Tax and Benefits Administration objective, and to ensure that current – and future – corporate HR risks are addressed. 18

The future of work will completely challenge our paradigms - How do we prepare for that? 19