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Learning & Organizational Development Policy (HRDEV - POL - 0001)
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THE CORPORATION OF THE CITY OF WINDSOR
POLICY
Service Area: Office of the City Clerk
Policy No.:
HRDEV - POL - 0001
Department:
Human Resources
Approval Date: March 23, 2015
Division:
Organizational Development
Approved By:
City Council CR61/2015
Effective Date:
March 23, 2015
Subject:
LEARNING &
ORGANIZATIONAL
DEVELOPMENT POLICY
Procedure Ref.:
Review Date: One year after implementation and every
five years thereafter or as required.
Pages:
Replaces: Learning & Development Policy
And the Performance Appraisal &
Development Policy and the Report on
Succession Planning - A Practical Approach
Prepared By:
Mary Nouvion, Renee Ruccolo
Date: (Dated prior to March 23, 2015)
1.
POLICY
1.1
The Corporation of the City of Windsor (Corporation) recognizes the benefits of
Organizational Development as a method to increase an organization's
effectiveness and efficiencies. There is a belief that proactive performance
management; workforce and succession planning; and learning and development
strategies are critical to ensure the Corporation maintains a highly skilled
workforce, thus enhancing the delivery of services and programs to our community.
2.
PURPOSE
2.1
To establish key principles, goals and objectives related to organizational
development, learning and development, performance management, and workforce
and succession planning which meets legislative requirements and is aligned with
both Windsor's Community Strategic Plan and the Corporate Strategic Plan.
3.
SCOPE
3.1
This policy applies to City of Windsor employees, regardless of employment status.
3.2
This policy applies to individuals inclusive of but not limited to City Council, non-
paid placements and volunteers, unless otherwise noted.
4.
RESPONSIBILITY
4.1
The Mayor and City Council are responsible to Support the Learning and
Organizational Development Policy in principle and through the approval of budget
dollars allocated towards the implementation of this Policy.
4.2
The Chief Administrative Officer (CAO) is responsible to support the Learning
& Organizational Development Policy including: recommending to City Council
the necessary budget dollars to carry out the intent of this policy and its
Learning & Organizational Development Policy (HRDEV - POL - 0001)
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procedures; and resolving/arbitrating issues that may arise from the implementation
of this policy and related procedures, as required.
4.3
Corporate Leadership Team (CLT), Executive Directors, Managers and
Supervisors are responsible to support the Learning and Organizational
Development Policy adhering to all goals, objectives, principles and statements as
indicated in this document and applicable procedures including: the communication
of this policy to staff; facilitating compliance and consistency in its application; and
appropriate allocation of budget dollars.
4.4
Project Managers are responsible to advise Human Resources of any new
corporate systems being implemented that require future training sessions as
governed by this policy so as to facilitate consistency in training and the
maintenance of records across the Corporation.
4.5
The Executive Director of Human Resources is responsible to assess, develop,
review, audit, budget, administer, inform and direct matters related to this policy.
4.6
Employees and other Individuals as identified in Section 3 are responsible to
comply with this policy and applicable procedures including demonstrating an
active commitment to continuous learning; managing their own career; and
participating in the performance management process.
5.
GOVERNING RULES AND REGULATIONS
5.1
DEFINITIONS
5.1.1
Learning and Development Opportunities shall include, but is not
limited to, on-the-job training/experience such as coaching, special
projects, acting assignments, mentoring, job-shadowing, and external
secondments. It also may include more formal learning opportunities such
as conferences, e-learning, webinars, formal classroom training,
educational assistance, license designation, membership fees,
apprenticeship programs, foreign credential assessment, prior learning
assessment, and programs specifically designated to target various
employee groups such as a management certificate program.
5.1.2
Corporate Training/Learning & Development Opportunities refers to
development activities and training that is linked to the Corporate
Strategic Plan. It is applicable or made available to the majority of
individuals throughout the Corporation. Examples of such training
include employee orientation, or equity and inclusion training.
5.1.3
Site/Department Specific Training/Learning & Development
Opportunities refers to training, learning and developmental
opportunities that are specific to one or a few departments, not the entire
Corporation. It is training that is not regulated in legislation, standards or
guidelines from a Corporate perspective. Examples include: waste water
treatment programs at the Pollution Control Plant or training on lifts at
Huron Lodge.
Learning & Organizational Development Policy (HRDEV - POL - 0001)
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5.1.4
Legislated Training/Learning & Development Opportunities refers to
required legislated training for individuals in the workplace. Examples
include health & safety and accessibility standards training.
5.1.5
Individual Training/Learning & Development Opportunities refers to
enhancing individual capabilities, skills and competencies to improve on-
the-job-performance and for career development. Examples include lunch
& learn sessions and acting assignments.
5.1.6
Workforce Planning is a systematic process of analysing an
organization's human resource needs under changing conditions and
developing the activities necessary to satisfy these needs. It encompasses
a process to develop talent, is flexible, of a long term nature and involves
all positions within an organization. It's a process of ensuring that the
"right people are in the right place at the right time" to accomplish the
mission and achieve the goals of the organization. It however does not
involve cloning or replacement planning.
5.1.7
Succession Planning is a strategy within workforce planning that focuses
on the development of current employees to assume positions required to
support the future continuation and growth of the organization.
5.1.8
Performance Management is a system by which an organization
evaluates and develops its people's skills, behaviours and individual
performance in order to improve organizational performance. It is an
ongoing process where the Manager/Supervisor and the employee work
together to plan, monitor and review an employee's work objectives, goals
and overall contribution to the organization.
5.1.9
Individual Development Plan is a personal career plan for each
employee. It is prepared by the employee in partnership with his/her
supervisor. It outlines what competencies and skills require improvement
or further development for either the employee's current position or
possible future jobs; what actions need to be taken; and target completion
dates. The plan should be achievable, practical and realistic. It is
implemented with the approval of the employee's supervisor and
accompanies the employee as they transfer from one position to another.
5.2
ORGANIZATIONAL DEVELOPMENT
5.2.1
The Corporation recognizes the objective of organizational development is
to improve the Corporation's ability to handle internal and external
functioning and relationships such as: interpersonal and group processes;
improving communication; more effective decision making processes;
improved skill in dealing with destructive conflict; more efficient and
effective operational processes; and cooperation amongst employees. All
staff shall implement organizational development strategies that make the
Corporation more effective.
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5.2.2
The Corporation shall establish values that it wants every member of the
Corporation to have. Such values, as outlined in the Corporate Strategic
Action Plan focus on:
5.2.2.1
Being professional
5.2.2.2
Being approachable
5.2.2.3
Being effective
5.2.3
The Corporation will continue to take into account the accessibility needs
of employees with disabilities, as well as individual accommodation plans,
when conducting performance management, and providing career and
personal development opportunities to employees.
5.3
LEARNING AND DEVELOPMENT PROGRAM
5.3.1
The Corporation embraces the ideals that learning and development make
a significant contribution to the Corporation and each employee. It
enhances the quality and effectiveness of the organization; provides
support, encouragement and motivation to employees; and contributes to
the retention of staff.
5.3.2
It is recognized that employee training is the responsibility of the
Corporation and its management staff while employee development is a
shared responsibility of management and the individual employee.
5.3.3
Management shall provide the right resources and an environment that
supports the growth and development needs of the individual employee
commencing at the time of hire with orientation training/on boarding until
the employee leaves the Corporation.
5.3.4
Learning and development needs shall be addressed by a combination of:
5.3.4.1
Centrally coordinated programmes managed by the Human
Resources Department and intended to develop core values and
competencies; support organizational reform; meet legislative
requirements; and build and maintain a well rounded dynamic
workforce.
5.3.4.2
Decentralized programmes that are managed by the respective
department and are aimed at addressing specific substantive and
technical needs specific to departments.
5.3.5
The objectives of the learning and development program are to:
5.3.5.1
Enable the Corporation to attract, retain, motivate and develop
its staff thereby creating a positive work environment and
greater staff satisfaction and commitment.
5.3.5.2
Offer quality workplace education programs.
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5.3.5.3
Promote a balanced approach to training and development that
will meet the corporate, professional, personal goals and
development aspirations of our workforce.
5.3.5.4
Facilitate staff awareness of learning and development
opportunities.
5.3.5.5
Offer all employees access to learning and development
opportunities in accordance with participation criteria as
outlined in applicable procedures. Management shall encourage
and provide for the ability of staff to participate as part of the
employee's career plan, at both the personal and professional
level and related to both the employee's current position and
possible future Corporate positions.
5.3.5.6
Deliver learning and development opportunities in a fiscally
responsible and timely manner.
5.3.6
Individual Development Plans shall be created by the employee and their
supervisor to assist employees with their education, training and
development. Plans shall be customized based on the attributes, career
aspirations, and performance assessment of the individual employee.
5.3.7
Educational assistance and tuition reimbursement will provide financial
assistance to eligible employees as outlined in applicable procedures.
5.3.8
Learning and development initiatives shall be organized both corporately
and departmentally in order to meet the following needs:
5.3.8.1
Orientation (Corporate and Departmental)
To introduce all new and rehire employees to the City of
Windsor, including its strategic plan, structure, work
environment and terms and conditions of employment.
5.3.8.2
Job-Related Training
To enable employees to maintain their effectiveness and optimal
performance in their present position. This includes
job/department specific training and corporate training
providing core competencies to all staff.
5.3.8.3
Occupational Health & Safety/Wellness Training
To ensure employees are aware of and capable of meeting
safety standards established in the workplace, and to encourage
employees to maintain a healthy lifestyle, inclusive of a
respectful workplace.
5.3.8.4
Developmental Training/Continuous Education
To improve employee skills, knowledge and core competencies
for current and future positions.
Learning & Organizational Development Policy (HRDEV - POL - 0001)
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5.3.8.5
Legislative Training
To sure employees are provided with the training as required by
legislation such as AODA (Accessibility for Ontarians
Disability Act).
5.3.9
Procedures related to the learning and development program shall be
established at both the Corporate and Departmental level that reinforce the
principles, statements and objectives of this policy. Procedures shall
speak to budget planning and allocation, the registration process,
distribution of training, meeting workforce and succession planning
initiatives, training methods, and the types of training/development
programs offered.
5.4
WORKFORCE PLANNING PROGRAM
5.4.1
The Corporation recognizes the importance of aligning the needs and
priorities of the organization with those of its workforce to ensure
legislative, regulatory, service, and organizational strategies are met.
5.4.2
An effective, cost efficient workforce plan shall be developed enabling the
Corporation to:
5.4.2.1
Align workforce requirements directly to the Corporation's
Community Strategic Plan.
5.4.2.2
Capture a comprehensive picture of where gaps and issues
exist between the current workforce profile and future
workforce requirements.
5.4.2.3
Identify and implement gap reduction strategies.
5.4.2.4
Make decisions pertaining to organizational structure and
deployment of the workforce.
5.4.2.5
Identify and overcome internal and external barriers to
accomplishing strategic workforce goals.
5.4.2.6
Facilitate succession planning and staff retention strategies.
5.4.2.7
Utilize sufficient budget dollars to fund workforce planning
initiatives.
5.4.3
It is recognized that workforce planning is a collaborative effort between
Departments and Human Resources. Departments are primarily
responsible for identifying and forecasting workforce needs based on their
business processes and Human Resources is responsible for providing
various tools to facilitate workforce planning initiatives. Such tools may
include but are not limited to, organizational charts, staff establishment,
Learning & Organizational Development Policy (HRDEV - POL - 0001)
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job profiles, recruiting, succession planning, retention strategies and
learning and development opportunities.
5.5
SUCCESSION PLANNING PROGRAM
5.5.1
The Corporation recognizes the value of succession planning in order to
prevent:
5.5.1.1 A loss of knowledge
5.5.1.2 Interruption of customer service and business continuity
5.5.1.3 Risk of critical error due to lack of experience
5.5.1.4 Adverse staff morale
5.5.2
The Corporation shall maintain a succession planning program that:
5.5.2.1 Uses a simple, practical, expeditious and effective approach that
avoids huge costs, excessive analysis and a time-consuming
complicated process.
5.5.2.2 Recognizes the value of looking from within the Corporation to
develop staff for succession planning purposes.
5.5.2.3 Recognizes that succession planning is for all employees,
regardless of status or position.
5.5.2.4 Looks at the gaps in knowledge and skill set of employees and
identifies if providing training will close the gap in order for
employees to move to different positions.
5.5.2.5 Holds Departments responsible for identifying and planning for
staffing needs including succession planning requirements.
5.5.2.6 Holds the employee responsible for identifying, preparing and
pursuing career aspirations and personal and professional
development.
5.5.2.7 Provides departments and employees with tools to assist in their
responsibilities for meeting staffing needs and career aspirations.
5.5.2.8 Utilizes the job evaluation and job posting process to identify
competencies and skills required for positions.
5.5.2.9 Provides a full range of staff training and development
opportunities.
5.5.2.10 Integrates the Performance Appraisal and Development Plan
system as a method to initiate dialogue with employees; capture
employees' career goals and aspirations (inclusive of their
intention to retire); and identify succession planning initiatives.
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5.5.2.11 Uses a longstanding fair, equitable and consistent recruitment
process across the organization to fill vacant positions and
identify employees who have the potential to advance within the
Corporation.
5.5.2.12 Utilizes a mechanism or a method to transfer and retain critical
knowledge from predecessor to successor.
5.5.2.13 Uses sufficient budget dollars to fund succession planning
initiatives.
5.6
PERFORMANCE MANAGEMENT PROGRAM
5.6.1
The Corporation recognizes performance management as an integral part
of overall organization management and a vital component of the
managerial role.
5.6.2
The key objectives of Performance Management is to:
5.6.2.1 Support the achievements of Windsor's community, corporate,
departmental, and divisional strategic goals and priorities.
5.6.2.2 Promote a collaborative effort amongst an employee and their
manager/supervisor to establish and communicate clear goals and
individual performance expectations.
5.6.2.3 Ensure employees have the on-going feedback they need to
improve their job performance and progress in their careers.
5.6.2.4 Measure actual behaviour and results against expectations.
5.6.2.5 Implement best performance management practices by focusing
on on-going employee performance improvement, professional
and personal development.
5.6.2.6 Recognize that performance appraisal and development planning
are important components of employee growth, retention and
career planning.
5.6.2.7 Serve as tools for ensuring the Corporation plans its workforce;
initiates succession initiatives; and prepares employees for
increased responsibility and job satisfaction.
5.6.3
In meeting the objectives of this policy the Corporation shall implement
and maintain a well-designed, documented performance management
process and procedures that incorporates the following:
5.6.3.1 Ensures and demonstrates objective and fair decision-making
regarding compensation (where applicable), advancement, areas
for improvement and discussion points.
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5.6.3.2 Holds Management staff responsible to provide the necessary
information, feedback, encouragement and support to staff
throughout the year by promoting participation in the performance
management process, including providing on-going guidance,
monitoring, recognition, coaching, and maintenance of relevant
documentation concerning staff performance management, career
and educational goals.
5.6.3.3 All individuals under Section 3.1 shall participate in the
Corporation's Performance Management process by having a
meaningful, detailed meeting with their direct supervisor at least
once a year, preferably on the anniversary date of the employee in
the position (unless otherwise specified), to discuss the employee's
current job position and job objectives, performance and
improving performance, goals and objectives for the upcoming
year, and career development. The meeting will be documented
using the approved Performance Appraisal and Development Plan
form and the documentation will form part of the employee's
personnel docket.
6.
RECORDS, FORMS AND ATTACHMENTS
6.1
All documentation related to matters under this policy shall be retained and filed in
the Human Resources Department.
6.2. Records will be retained in accordance with the record retention requirements of
the Municipal Freedom of Information and Protection of Privacy Act and The City
of Windsor's Records Retention Disposal By-Law 21-2013.