6. Staffing, Human Resources, and Compensation Strategy
The Human Resources Strategic Plan for 2020 - 2023 has been developed and is expected to be delivered in 2021. Based on the extensive consultations and external research, the following four key themes have been developed to align with the AGCO’s People First Strategic Goal:
Employee Experience
Review the employee experience throughout their employment with the AGCO. Selected key elements include onboarding, employee value proposition, Human Resources (HR) programs and policies, organizational culture, and leadership. The review will include an analysis of HR’s service delivery model to ensure it is "client-centric", responsive and supportive. The pandemic has also impacted the employee experience resulting in a changing workplace and workforce of the future.
Talent Acquisition & Development
Design and enhance talent acquisition strategies to attract top talent with diverse backgrounds. Develop and promote leadership, coaching, career management and succession planning programs to enable and support professional growth.
Diversity, Inclusion & Accessibility (DI&A)
The AGCO will be engaging in an assessment of the organization aimed at fostering a more inclusive workplace culture that is free from discrimination and harassment. The outcome of the assessment will be a DI&A Strategy/road map for the organization to address any gaps in AGCO’s policies, processes, practices or behaviours. The CEO has committed to and signed the BlackNorth Initiative Pledge.
HR Analytics
Leverage HR data to measure the success of the HR strategic plan and measure results. Use metrics and data to plan for the workforce of the future and make people-related decisions.
AGCO’S Compensation Strategy
The AGCO’s compensation strategy, including employee benefits, is targeted to the market median of the Broader Public Sector market (comparator group). In the past, the AGCO has participated in annual market surveys to confirm its compensation competitiveness. More recently, due to some limitations on compensation adjustments, the AGCO has been following the spirit of the government’s direction on compensation and has only provided the modest increases that were negotiated in the current Collective Bargaining Agreement. Therefore, fulsome market surveys have not been conducted but market conditions are followed in order to determine if any significant changes have occurred in our comparator group (e.g. Morneau Shepell’s 2021 Salary Projections Report).
The AGCO has established a compensation structure for our bargaining unit members that is fixed in the Collective Bargaining Agreement. According to the government direction, the salary ranges for management have not changed since 2017. The AGCO is compliant with the Broader Public Sector Executive Compensation Framework. The information about the process and its outcomes is posted on the AGCO website.
The AGCO provides a comprehensive benefits package including the following:
- 100% Employer-Paid Insured Health Benefits
- Defined Benefits Pension Plan administered by Ontario Pension Board or the Ontario Public Service Employees Union (OPSEU) Pension Trust
- Short Term Income Protection to a maximum of six months (130 working days) in the calendar year Bargaining Agent The bargaining unit for the AGCO is OPSEU Local 565, which represents 75% of the AGCO’s workforce.
Bargaining Agent
The bargaining unit for the AGCO is OPSEU Local 565, which represents 75% of the AGCO’s workforce.
AGCO Headcount
|
|
Management |
Union |
Non-Union |
TOTAL |
|
AGCO |
|
|
|
|
|
Permanent |
91 |
330 |
26 |
447 |
|
Part-time Permanent |
0 |
13 |
0 |
13 |
|
Contract |
3 |
29 |
10 |
42 |
|
Temporary |
0 |
0 |
0 |
0 |
|
Seconded from other Agencies/Ministries |
0 |
1 |
1 |
2 |
|
AGCO TOTAL |
94 |
373 |
36 |
504 |
|
Ontario Provincial Police |
0 |
0 |
0 |
112 |
|
Order in Council (OIC) (Board of Directors) |
0 |
0 |
0 |
5 |
|
HRAP Members |
0 |
0 |
0 |
7 |
As of September 30, 2020
