4. SR division undertake an analysis of the reliability of the data contained in PeopleSoft, and take measures to ensure that the system is kept up-to-date, and communicate the importance of data quality, reliability and consistency to all SRAs and HRAs, and to any support staff who enter the data in the system.

See Annex A
Section #4 – Data Management

We have been working since late 2003 at enhancing the reliability of the PeopleSoft Data concerning grievances. Regions have been provided with periodic reports for correction, which served in the production of the Spring 2004 Labour Relations report. Significant improvement to the data has been made and although this work is considered completed, there is a need for ongoing effort to maintain quality data.

Completed

5. SR management and the PeopleSoft Division provide PeopleSoft training and access to more staff. This will ensure that there are sufficient numbers of people available to generate both canned and ad-hoc reports not only on a regular basis, but also at any time upon request from SR management or clients.

See Annex A
Section #2 – Learning Organization (Training)

PeopleSoft has been advised that Labour Relations wish to be included in the preparation of the training package as it pertains to the Labour Relations module.

Completed

6. SR division seek information from their clients regarding what types of data or trend analysis would be useful for them. SR division begin regular data tracking and trend analysis. This type of tracking can be promoted to senior management and clients as a valuable management tool to guide decision-making and SR strategies and to demonstrate the effectiveness of the SR function.

See Annex A
Section #2 – Learning Organization (Training)

This has been addressed through the production of the bi-annual Labour Relations reports. A copy of the most recent report was provided in the previous update. Labour relations data will be incorporated in the proposed Health of HR Report to be produced by the HRSP Branch.

Completed

UNION MANAGEMENT RELATIONS

7. SR division be accountable for the filing of the core documentation on the grievance files such as; the original grievance, the grievance presentation form, transmittal forms for each level and decision document\letter for each level, and that the importance of thorough grievance documentation be highlighted and communicated to all SRAs ,HRAs and management.

See Annex A
Section #3 – Staff Relations Process Improvements

March 2006

8. SR division begin tracking the progress in grievance files more closely, and produce narrative reports on issues, trends and possible action plans to increase the efficiency of the grievance process.

See Annex A
Section #3 – Staff Relations Process Improvements

This is work that will form a part of the responsibility of the Team Leader, Labour Relations Strategy and will be undertaken in consultation with regional Team Leaders.

March 2006

9. That management establish standards for its practices regarding UMCCs, and monitor its adherence to those standards.

See Annex A
Section #3 – Staff Relations Process Improvements

This work was completed since the last report in that union and management representatives formed a working group to develop recommendat-ions for improving the DFO UMCC process.  These recommendations were reviewed and for the most part, approved for implementation at the NUMCC meeting of June 14, 2005. 

Completed

10. That management, SR division and unions discuss together possible ways to improve the efficiency of the grievance process, and draft an action plan.

See Annex A
Section #3 – Staff Relations Process Improvements

This is work that will form a part of the responsibility of the Team Leader, Labour Relations Strategy to be undertaken in consultation with regional Team Leaders.

March 2006

11. RDGs consider sub-delegating authority to hear grievances and render decisions, keeping in mind the conditions unions would expect of the delegate, so that grievance timelines can be shortened and the process can become more efficient.

See Annex A
Section #3 – Staff Relations Process Improvements

Same response as # 10 above.

March 2006

MANAGEMENT CONTROL FRAMEWORK

12. DFO’s SR division put in place its own management and control frameworks to govern SR-related areas covered by TBS policies, and that these guidelines be communicated clearly throughout the organization.

See Annex A
Section #1 – Service Delivery

Same response as # 10 above.

13. SR increase its visibility among clients by offering to meet with management teams to present its role and responsibilities, as well as the types of services and guidance it can provide to management teams. SR can follow the example of the ECR office, as its strategy to make presentations to various management teams has resulted in many managers and SRAs recommending ECR as a first step in conflict situations.

See Annex A
Section #1 – Service Delivery

This has been undertaken through the establishment of the DFO Labour Relations Symposium. The second symposium was held in March 2005. Also presentations have increased to DMC and to various other Departmental management teams.

Completed

14. SR division develop plans to offer SR training to client managers. SR should consider joint training with unions – i.e., SR courses or information sessions could be developed in conjunction with union representatives.

See Annex A
Section #2 – Learning Organization (Training)

Training was provided to managers in the Management Training Program developed with Learning and Recognition. Work is also underway to train/inform managers on HR Modernization in labour relations through training coordinated by Learning and Recognition.

September 2005 to March 2006.