Our Work In Human Resources Development

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RMC has over 30 years of experience in a variety of settings in the HR field, including extensive knowledge of the northern environment, work with and on behalf of Native peoples, and expertise in both socio-economic aspects of resource development and HR planning and development. This exposure serves as a valuable background for the preparation of relevant, client-specific HR programs and site-specific development programs. Our background and commitment to the team approach ensures that practical operational programs will be designed for long-term use. During all phases of resource and HR planning, Client needs are fully recognized through a close working relationship.

Human Resources Development Programs

RMC has found a close inter-relationship between the two dimensions that govern the effectiveness of human resources in the organization: skill and motivation. This inter-relationship demands that human resources development programs be based on the recognition of certain phenomena: (1) a high incidence of skill obsolescence due to present rate of technological progress; (2) conflicting perceptions of social values; and (3) an advanced level of formal education in society.

We have also found the need to distinguish between education and training. Education is the acquisition of a knowledge of principles and the ability to relate such principles, while training is the acquisition of a knowledge of procedures and the ability to apply them. While educational programs do not necessarily have to be based on the particular characteristics of an organization, the training programs must be based on such characteristics.

Human resources development programs must include:

• identifying skills required;
• defining personnel selection procedures;
• defining promotion policies;
• selecting and/or developing educational and training materials;
• selecting and developing instructors;
• transferring newly gained knowledge and skills to actual work environment;
• organizing administrative procedures; and
• evaluating performance.

HR Development Plans

Governments, business and labour recognize that, even during times of high unemployment, there are critical shortages of skilled workers. Companies that do not have the benefit of HR development plans will find themselves unable to meet their project goals and will be faced with work delays and cost overruns.

Effective HR development strategies encompass the following six critical activities:

1. Assessment of HR requirements;
2. Recruitment planning;
3. Design of training programs;
4. Development of staff retention strategies;
5. Pay/benefits research; and
6. Improvement of employer/employee relations.

In order to identify the HR needs of a company RMC reviews with the client the organization’s goals, objectives and priorities. A conceptual approach is proposed which leads to the development of specific HR plans. The end result is a functional and operational plan capable of utilizing the potential labour force.

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Project Experience

• Azerbaijan 2007-2008
  
  The development of a National Health Workforce and Infrastructure Master Plan for the Ministry of Health. Important features of the master planning work is the integration of health workforce and hospital facility issues with direct links to the primary health care system, and priority setting for the assessment and planning of 5 pilot regions. The project’s emphasis is on the following areas:
  
  
  • Modeling improved delivery system: structure , inter-linkages, referral networks
  • Setting policies, targets: for resource supply, utilization , efficient service
  • Estimating facility needs: population and policy-based volumes and mix services
  • Estimating workforce needs: team composition, efficient service staffing
  • Identifying resource requirements and deployment: infrastructure and human resources
  • Specifying special arrangements: isolated areas, particular service needs
  • Determining system management structure and operations: local and regional levels
  • Identifying implementation requirements: training, policies, sequencing issues
  • Conducting consensus building workshops
  • Presenting the Master Plan to local authorities, MoF, MoH and other counterparts
  
  
• Georgia 2004-2006
  
  The development of a National Master Plan for Health Workforce and Infrastructure and to assist the Ministry of Labour, Health and Social Affairs (PHC Coordination Board) in developing and implementing a more effective system for allocation of health care resources for PHC in Georgia . Relevant to the HR Development, the project dealt with similar areas of involvement as outlined under Azerbaijan
  
  
• Indonesia 2002
  
  RMC was awarded a WB Health Workforce and Services project in Indonesia to assist MoH, Ministry of National Education and Indonesia Medical Association and the provinces in their joint effort to improve their institutional capacity for human resources policy and planning in accordance with the current and future health care needs of the population. The scope of the work included assessments of:
  
  
  • the national health workforce
  • investments in relation to the development of policy to regulate the introduction of new medical schools and production of new physicians
  • key institutional stakeholders in terms of human resource development functions
  • prevailing financial and non-financial incentive schemes applicable to physicians
  • physicians morale and motivation and their determinants
  • need and opportunities for developing health administration capacity by developing masters level health administration programs
  • recommendations for new or modified institutional set-up and structures applicable to central, provincial and district levels
  
  
• Guyana 1999-2000
  
  For the Guyana Ministry of Health developed a training strategy for the Ministry staff to more effectively respond to the new corporate structure. Prepared job descriptions for all senior level positions.
  
  
• Bahamas 1988-1990
  
  Advisory services in the design of a multi-year management development program for the Ministry of Health, Government of the Bahamas.
  
  
• Consulted in the design and introduction of management development programs for the Ontario Provincial Police, for the Edmonton Police Department and for a number of private sector firms across Canada.
  
  
• Designed a methodology for a labour market and occupation information system for Canada Employment and Immigration.
  
  
• Developed a para-professional health care training program.
  
  
• Analyzed the impact of Free Trade on managerial skills in business organizations for the Federal Advisory Council on Adjustment, and developed recommendations for enhanced effectiveness of management training.
  
  
• Evaluated local employment and training practices related to a heavy oil project in northern Alberta for Gulf Canada.
  
  
• Assembled and analyzed available information on pre-employment training programs offered by Alberta’s post-secondary institutions for the Government of Alberta.
  
  
• Developed an HR plan for a proposed gold mine in a remote area of British Columbia.
  
  
• Defined the need for woodlands training in Alberta, particularly in the Grande Prairie area, and the role that the regional college should play (including the required infrastructure) in providing training programs for the industry.
  
  
• Developed models for adult education and training strategies reflecting current and future needs of northern Alberta for the Government of Alberta.
  
  
• Developed a training program for northern guides for the Government of the Northwest Territories.
  
  
• Prepared a comprehensive human resources development strategic plan, including related on- the-job training programs and implementation/monitoring, for the Dene Tha’ Tribal Administration.
  
  
• Developed a northern training and HR delivery system action plan in connection with the construction of the Norman Wells oil pipeline.
  
  
• Studied industrial training in the province of Ontario and wrote a report, Skill Acceleration, for the Ontario Economic Council.
  
  
• Reviewed the Keep Pace Program of the mechanical contracting industry for the Government of Ontario.
  
  
• Developed a tourism guide training program, including needs identification, skills profile and performance objectives, curriculum design, and an estimate of capital and O & M costs for the Government of the Northwest Territories.
  
  
• Initiated HR training and development programs for several firms in connection with RMC’s work in productivity improvement.
  
  
• Assessed HR needs generated by major resource development projects in the Mackenzie Valley during the 1980s and provided advisory services to a joint government/native associations committee to facilitate maximum northern participation.
  
  
• Performed HR and labour surveys for a number of Native Bands, effectively demon- strating the need for HR training and upgrading.
  
  
• Monitored effect of the Mackenzie Valley Gas Pipeline and related hydrocarbon developments on employment in Alberta, including labour supply and demand forecasts for specific trades.
  
  
• Designed an educational program for a Native organization (a Cree/Ojibwa School of Business) based on the concept of knowledge transfer through the sharing of experiences.
  
  
• Developed a strategic plan for the delivery of education for a Native Band in Ontario.
  
  
• Designed a band managers’ administration manual for Indian and Northern Affairs, Canada.
  
  
• Designed a management development program and prepared a funding proposal for the Government of the Northwest Territories and DIAND on behalf of Arctic Cooperatives.
  
  
• Designed modern decision making tools and administrative management for American Management Association.
  
  
• Assisted with upgrading managerial personnel for the Dominica and St. Lucia Banana Growers Associations.
  
  
• Prepared a supervisory development program for the Canadian Association of Municipal Administrators.
  
  
  Courses and seminars prepared and presented for both private and public sectors:
  
  
• Effective administration management seminar for Society of Industrial Accountants.
  
  
• Productivity management courses for a number of community colleges.
  
  
• Researched, designed and supervised production of workshop materials for use by the government of the Northwest Territories, Department of Local Government personnel during seminars aimed at aiding elected and administrative officials in dealing with the local effects of resource development.
  
  
• Dynamics of modern management and executive leadership seminars for Humber College.
  
  
• For the Ontario Department of Education and the Canada Department of manpower, prepared and presented courses covering the following topics: effective supervision; work study; general management; production management; purchasing management; and work simplification.
  
  
• For the construction industry, course topics included: management controls; decision making; bidding and strategy; financial management for mechanical contractors; and methods manual for the mechanical contractors.