Human resource management in local government

15.1 Importance of human resource management

The recruitment, development and retention of an effective and productive workforce, whether appointed officers, department heads or support personnel, is crucial to the long term success and viability of a local government organization. The size of a local government staff will vary according to the size of the community it serves, the services it delivers, and the financial capacity of the local government. 

15.2 Appointment and employment of local government officers

The Local Governance Act states that the council of every local government shall appoint a clerk, a treasurer and an auditor, and their powers and duties are prescribed in the act.  If a local government appoints a chief administrative officer, their powers and duties must be prescribed by resolution or by-law. The council may appoint other officers as necessary for the administration of the local government, such as by-law enforcement officers. Officers appointed by a local government, under Section 71 of the Local Governance Act, are entitled to hold office until retirement, death, resignation or dismissal for cause by the affirmative vote of at least two-thirds of the whole council.

15.3 Onboarding for new employees

Having an effective onboarding process for new employees can also be valuable, as it helps employees integrate into the organization. It provides an opportunity to effectively   outline expectations, human resources (HR) policies, health and safety requirements, training opportunities, and other procedures and HR information that new employees need to know. Onboarding also provides employees with an opportunity to meet colleagues and stakeholders and establish a professional network to assist them.

15.4 Job descriptions — a helpful tool for performance management

It is beneficial for the local government to have on file a well-defined job description for all employees. Job descriptions clarify roles and responsbilities for all parties and serves as a reference point for annual performance appraisals. The individual job description should clearly outline the key duties or tasks, qualifications required for the position as well as reporting relationships and the rationale for salary determination. The job description should have a balance between certainty and flexibility (e.g., performs such duties as assigned). It is a good practice to have job descriptions adopted by resolution of council. It is important to recognize that job descriptions are dynamic as positions evolve or expand over time and should be revisited and revised accordingly. 

15.5 Work plans

A useful tool is the development of a work plan for employees. The work plan should link to the job description and responsibilities, and include timeframes, details of expected tasks, and goals and measures for the year. It is a helpful reference for employees and employers and assists in the measurement of performance and the clarification of expectations. 

15.6 Performance evaluations

It is important for employees to receive timely feedback on their job performance. A performance evaluation can be helpful in measuring the expectations of employees on how they are doing. It also provides employees with the direction to improve or build on their skills. 

In both larger and smaller local government structures, the chief administrative officer (CAO) is usually responsible for the performance evaluation of senior management staff, with senior management staff responsible for the employees under their supervision. It is recommended that an administrative official or human resources committee conduct the performance evaluation of the CAO. 

A performance evaluation is not a replacement for progressive discipline. The CAO and senior management staff should not accumulate a list of employee challenges and  raise them during the annual performance evaluation. It is also important that local governments refer to appropriate collective agreements for bargaining employees.  

The performance evaluation process should be designed to achieve the following objectives: 

  • to let the employees know how they are doing and what changes in performance and/or behavior will lead to desired performance outcomes
  • to provide a means for coaching employees in reaching their full potential, established goals and performance standards

Preparation of the performance evaluation form should include consideration of the following: 

ConsistencyThe format should be consistent for all employees.
Measurable criteriaThe criteria used should be measurable, objective and be recorded on an ongoing basis, not only at performance evaluation time. Positive reinforcement and constructive feedback should be communicated to the employees on an ongoing basis.
ConfidentialityAll employee records should be kept strictly confidential and in the employee’s personnel file. The employee should be given a copy of the evaluation for their personal records.
SignatoriesThe performance evaluation should be signed by both the supervisor conducting the appraisal and the employee to indicate that both parties acknowledge the comments and ratings of the performance evaluation. At the end of the evaluation there should be space for comments for both the supervisor and the employee to provide comments.

 
There are a variety of challenges that can arise and weaken the effectiveness of performance evaluations. These include, but are not limited to, the following:

  • Failure to provide constructive feedback — Failing to address challenges with the employee will not improve the workplace situation. If the employee is unaware that a challenge exists, it will not be rectified.
  • Lack of professional training — If an employee’s ability to carry out their job is identified as a factor during the performance evaluation, the employer must ensure that the necessary training is/has been provided to ensure the employee can undertake the roles and responsibilites of their job effectively.

15.7 Other performance tools

Local governments may want to consider other human resource processes in the workplace. These could include a performance improvement process, which is a structured approach designed to help employees address weaknesses in their performance and meet the expectations of their role. This is typically used when an employee is not meeting job standards or goals. The goal of this process is to provide employees with a fair opportunity to enhace their skills and performance, while ensuring that organizational standards and expectations are met.  

Another process that should be considered is progressive discipline, which can be used by employers to address employee behavioural or performance matters. It involves a series of increasingly formal steps designed to give the employee a chance to correct their actions while ensuring fairness and consistency.  

Local governments should refer to their human resources policies, as well as any collective agreements, when considering these processes. Professional human resources providers can also offer guidance and expertise in these matters. 

15.8 Respectful Workplace and Health and Safety

All local governments must establish and maintain a work environment in which all individuals are treated with courtesy, respect and dignity. Each individual should be able to work in a professional environment where harassment and bullying are strictly prohibited.  

Every New Brunswick employer, including local governments, must also meet legally required minimum health and safety requirements. WorkSafeNB provides information on the minimum requirements based on the number of employees employed. 

All provincially regulated workplaces in New Brunswick, including local governments, are legislatively required to have a written Code of Practice in relation to workplace harassment to ensure the health and safety of employees.  

The local government must provide its employees with training with respect to the Code of Practice and it must keep records of the training that has been provided.  

In addition to having a Code of Practice in relation to workplace harassment, all local governments are required to conduct a risk assessment to assess the risk of violence in the workplace. If a local government has more than 20 employees regularly employed, or if a risk of violence is identified during the risk assessment, the local government is legislatively required to implement a Code of Practice in relation to workplace violence.  

An overview of employer responsibilities can also be found on the WorkSafeNB website.  

15.9 Professional development

Professional development is the means by which employees  in a local government set, maintain, improve and broaden their knowledge and skills and develop the personal qualities required in this professional field.

There are a variety of professional development opportunities for local government employees in New Brunswick including:

  1. Université de Moncton — Continuing Education — The University of Moncton offers a bilingual program in Municipal Management. This program is co-managed by the AMANB-AAMNB and l’Université de Moncton and is designed for New Brunswick municipal administrators and any management staff within local governments.
  2. The Municipal Management Training Program is the result of collaboration between the Association of Municipal Administrators of New Brunswick and the Université de Moncton, offers municipal managers and employees aspiring to management positions a course of study in municipal management.
  3. Canadian Association of Municipal Administrators (CAMA)
  4. CAMA Executive Leadership Program — This program is designed for Chief Administrative Officers and senior managers working in local government in Canada to provide a professional development and networking opportunities for CAMA members across the country to collaborate and learn from experienced CAOs and their peers.

Numerous programs exist in other jurisdictions, such as the following:

  1. Masters Certificate in Municipal Leadership — York University
  2. Canadian Municipal Leadership Program — The Ivey Academy

15.10 Succession Planning

Succession planning is the process of identifying and preparing qualified  employees, through mentoring, training and job rotation, to replace key employees (such as the CAO) within a local government organization. It is a process which can provide a framework for anticipating future staffing needs in the short, mid and long term, and provides the methodology for meeting those staffing needs. 

Succession planning is a critical element to an organization’s success. Leading organizations understand its importance and are adept at anticipating the future leadership and the personnel they will require. 

Undertaking a succession planning program can offer a number of benefits to local governments.  

  • In addition to the development of a pool of skilled workers, it can also provide a strategy for identifying key personnel whose potential can be maximized by means of a well thought out career planning process.
  • The introduction of such an initiative can have the added benefit of keeping valuable, skilled and career-oriented individuals in a local government setting by providing opportunities for growth and developement.
  • It provides an opportunity for empowering current employees by offering a venue for them to develop the skills and qualifications they might need to develop which may allow them to move into more senior administrative positions.

15.11 Pay Equity in the Workplace

Pay equity is equal pay for work of equal value, and it is an important tool to help attract and retain employees. It ensures all employees, regardless of gender, are paid fairly according to the responsibilities, skills, efforts, and working conditions required for the job.In other words, pay equity ensures that employees receive equal pay for work of equal value. 

Historically, jobs mostly performed by women have tended to be undervalued compared to jobs mostly performed by men. As a result, all employees —both men and women—working in this job category  may be paid less, even when the overall value of their work is comparable to other jobs. In other words, the jobs  may be equal in value but unequal in pay. To correct this gap, pay equity exercises aim to ensure that when jobs have the same value, the pay is the same.  For example, in a local government setting, the role of an administrative assistant may be comparable in value to that of a mechanic when factors such as skill, responsibility, effort, and working conditions are assessed, even though the work performed is different. 

The goal of pay equity is to reduce pay disparities based on gender. By establishing a fair and transparent compensation structure, local governments can recruit and retain the best employees, modernize their human resource practices, and promote a positive and equitable wokplace structure. 

New Brunswickers already benefit from pay equity legislation in the public sector. The Pay Equity Act, 2009 applies to government departments, schools, hospitals and Crown corporations. It’s a proactive law, which means that it is the employer’s responsibility to prove that their wages are equitable, whether or not they receive a complaint from their employees.  

However, the Act does not apply to local governments, the caregiving sector, universities and the entire private sector. 

More information on pay equity can be found online at the following sites: 

Pay equity overview: Pay equity — gnb.ca
Pay Equity Bureau: The Pay Equity Bureau — gnb.ca

15.12 Wage gap

Wage gap is the difference between the average wages earned by men and the average wages earned by women. 

The Department of Environment and Local Government acts as a liaison between the three municipal associations, the Union of Municipalities of New Brunswick (UMNB) the Association francophone des municipalités du Nouveau-Brunswick (AFMNB), and the Association of Municipal Administrators of New Brunswick (AMANB), in the promotion of the wage gap issue and to encourage the municipal associations if they wish to champion this issue.  

As employers, local governments have much to gain from implementing a wage gap reduction plan. 

Workplace wage gap strategies can: 

  • increase retention and reduce turnover of staff 
  • strengthen recruitment efforts 
  • lower absenteeism 
  • decrease workplace stress 
  • improve workplace morale 
  • secure a stable workforce 
  • address workplace skill needs and shortages 

These benefits can lead to increased workplace productivity. 

More information for employers on how to adopt wage gap strategies can be found on the Wage Gap Reduction Initiative website. The site contains useful information including an employer toolkit, fact sheets, and other documents.