Drawing upon suitable theoretical models, analyze the type of HRM system operating within Socit de transport de Montral. Employ critical evaluation to assess the overall HRM approach adopted by Socit, with the freedom to select any appropriate HRM model for examination. (Back your argument with journals and academic sources).

ijcsm HECO67 INTERNATIONAL Volume 11 JOURNAL OF CASE STUDIES Issue 4 IN MANAGEMENT December 2013 Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's Staffing and Workforce Planning Division Case, 2 prepared by Cedric LEPINE' and Professor Michel COSSETTE A New Record for Cold! Montreal, Wednesday, January 11, 2012 A new record for cold was set last night. Since there's no chance your old car will start in these temperatures, it's decided: this morning you're going to take public transit. Thanks to the new "10 Minutes Max" service offered by the Societe de transport de Montreal (STM, Montreal's transit corporation), you get to work early. The same is not true of your colleagues at K7 Consulte Inc., a consulting firm specializing in the measurement of human resources management performance indicators, who arrive several minutes late. Coincidently, your boss tells you that the STM's Staffing and Workforce Planning Division has recently entrusted the firm with a mandate for the measurement of its activities and results and that you have been appointed project head. You recall having read that the STM was named "Outstanding Public Transit System" in North America in 2010 and that it is the 14th largest company in Quebec. In 2011, the STM's ridership exceeded 400 million trips, the equivalent of 1.45 million trips each weekday, beating a record dating back to 1947! Moreover, the STM accounts for 70% of all public transit trips made across Quebec. Considered an essential service, public transit is without a doubt a key factor in Montreal's economic and social development. You read the proposal and find the mandate to be clear, at least on the surface: the goal is to develop a series of indicators that will allow the Division to follow its action plan and ensure achievement of its objectives. To carry out this mandate, you will need in-depth knowledge of the STM. The information and data presented in this case are factual and are drawn from official publications, internal employee communications and meetings between the authors and the firm's employees. While the discussions presented in the case are fictional, they are inspired by the actual topics discussed during meeting with the different actors. 2 Translation from French, by Andrea Neuhofer, of case #9 30 2013 007 "Mesurer les resultats de la fonction RH : Le cas de la Division dotation et planification de la main-d'oeuvre de la Societe de transport de Montreal." 3 Cedric Lepine is an M. Sc. student at HEC Montreal. 4 Michel Cossette is an Assistant Professor in the Department of Human Resources Management at HEC Montreal. 5 Information drawn from the STM's 2012 budget. HEC Montreal 2014 All rights reserved for all countries. Any translation or alteration in any form whatsoever is prohibited. The International Journal of Case Studies in Management is published on-line (http://www.hec.calen/case_centre/ijcsm/), ISSN 191 1-2599. This case is intended to be used as the framework for an educational discussion and does not imply any judgement on the administrative situation presented. Deposited under number 9 30 2013 007T with the HEC Montreal Case Centre, 3000, chemin de la Cote-Sainte-Catherine, Montreal (Quebec) Canada H3T 247. Distributed by The Case Centre North America Rest of the world case centre www.thecasecentre.org t +1 781 239 5884 +44 (0) 1234 750903 All rights reserved e info.usa@thecasecentre.org e info@thecasecentre.orgMeasuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Before approaching your firm for a proposal, the STM and the key stakeholders in the Division discussed the situation and their needs at length. Here is a summary of the situation that gave rise to the mandate within the STM. High-Level Meetings for the Staffing and Workforce Planning Division Management Committee Date: December 9, 2011 Persons present: Gilles Bussires, CEO, and Clmence Beauchemin, Head of the Staffing and Workforce Planning Division Mr. Bussires: Clmence: Mr. Bussires: Clmence: You and I both know, Clmence, that public transportation has the wind in its sales these days. If we are to meet the objectives of our strategic plan, we need to bolster our service offering by 32%. If the current trend continues, we will surpass the mark of 405 million rides in 2011, breaking the 64-year-old record for ridership of 398 million trips established in 1947. What an accomplishment that would be for the STM's 150" anniversary! In addition, the increase in our bus fleet and the commissioning of our new MPM-10 metro cars will put enormous pressure on our staffing service, not to mention the potentially significant impact of this service on our image. Do you think that you can meet all these challenges, Clmence? Is our staffing service efficient? Absolutely! We have an excellent team of recruiters, technicians, advisors and team leaders.! May I remind you, Mr. Bussires, that the expansion of our operations is nothing new?? In fact, as you pointed out at our last meeting, we have increased our service offering to users by over 21% in five years, which has led to a nearly equivalent increase in our workforce, not to mention numerous retirements. Over 5,000 new employees have been hired, both to fill new positions and those of retiring employees, bringing our total workforce to 9,274 employees, an increase of 17% in five years. All these people have been provided with orientation and support for their integration. Moreover, thanks to the Training Division, we have dedicated over 245,100 hours to training these employees. Excellent! I can see that the issue of our future growth won't really be anything new for your team, but do we know how long it takes to fill a position currently? That's an excellent question. On the surface, it appears quite simple, but it's actually much more complicated because we have over 500 different jobs at the STM and, as I''m sure you'll understand, the staffing turnaround time is different for each. It doesn't take anywhere near as long to hire a welder as it does a 1 See the organizational chart in Appendix 1. 2 See Appendix 2. HEC Montral Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Mr. Bussires: Clmence: Mr. Bussires: Clmence: Mr. Bussires: Clmence: computer technician or an automated system electromechanic. But there's no need for concern, because this metric is also very important to me, and my team is currently working to determine the turnaround time for hiring a bus driver. I chose this position because nearly half of all the STM's employees are bus drivers, for a total of 4,088 drivers. I'1l never cease to be amazed by the sheer number of different jobs at the STM, and I can assure you that each one is as important as the next! For the staffing turnaround times, let me know when you have the figures and don't forget that the new plants, buses and metro cars will have a significant impact on internal staff turnover. Don't worry, we recently implemented an automated system called \"Appendix R\"! that assigns new and vacant positions in accordance with the provisions of the employees' collective agreement. Interesting! Does this system work well? Well, yes... it seems to. You don't sound sure. .. Actually, I don't have any official data yet proving its effectiveness. Let me check with my team and get back to you on that at our next meeting. HR Management Committee Date: December 15, 2011 Persons present: Clmence Beauchemin, Christian Eiffel, Section Head, Selection and Management Information, and Stphanie Lallier, Section Head, Staffing and Workforce Planning Christian: Clmence: Stphanie: So, Clmence, how did the management meeting go? Very well! The members of the senior management team, particularly Mr. Bussires, put a lot of emphasis on the strategic role of staffing. We were the main focus of the last meeting, which means that there are a number of points we need to clarify at the next meeting. No problem! In my opinion, it's always a good sign when upper management shows an interest in us. I Implemented in 2009, this computer system processes the turnover of unionized staff when a job becomes vacant or is newly created. The provisions governing its use are set out in Appendix R of the maintenance employees' collective agreement (see Appendix 3), after which the system is named. HEC Montral Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Clmence: You're absolutely right! And not only are they interested in us, they're counting on us! After all, the amount invested in hiring each year would be equivalent to purchasing 2,000 buses! Christian: Wow! That means that the STM invests nearly $1.5 billion in its workforce each year! I can see why they're so interested in us. On top of it, with the billions of dollars' worth of projects in the 2020 Strategic Plan, it will be quite a challenge to supply the manpower to support them all. We're going to have to work hard to make sure we have the most talented people possible at the right place and time, while also making sure that our workforce reflects Montreal's multicultural makeup. After all, we are one of the main drivers of economic development in the city. Stphanie: I imagine that upper management is concerned about whether we'll be ready to meet these challenges. Clmence: Yes, exactly, and they want proof. How is your project of measuring staffing turnaround times for bus drivers coming along? Christian: It's done,! but I can tell you that it was a very long and painful process. I hope you're not going to ask me to do the same thing for the other 499 positions! I''m afraid I wouldn't be able to finish before my retirement. Clmence: Don't worry Christian, but we do need to come up with another solution since Mr. Bussires is very serious about us establishing performance indicators. What about you Stphanie, how are things going with the Appendix R automated system? Stphanie: Well, naturally there was a period of adaptation, and I won't deny that we had a few problems with the first batches,? even though we had run tests before the launch. Let's just say that I received several negative comments at the beginning, but we've ironed out some of the kinks and things are going much better. Clmence: Mr. Bussires is very interested in this new automated system, particularly with respect to the hiring process for maintenance staff. Do you think that the Appendix R system is really effective? Stphanie: I'm sure of it, but it's difficult to prove because I only have a vague idea of the current turnaround times. Clmence: We're going to need help. .. Christian and Stphanie: That's for sure! ! See Appendix 4. 2 Appendix R processes multiple personnel requisitions, which the STM calls \"batches,\" in order to reduce internal staff turnover. HEC Montral 4 Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [...] Christian: I know a consulting firm that specializes in performance measurement. I'll call them right away. That's how Christian came to contact your firm, which led to the agreement with your boss on the nature of the mandate. Your boss hands you a file containing a wealth of information on the STM, which was forwarded by Christian Eiffel. History of the STM' September 24, 2011 marked the 150 anniversary of the STM, Montreal's first public transit company, founded in 1861. Established by the administrators of the Montreal and Champlain Railroad Company and known by its English name, the Montreal City Passenger Railway Company, it emerged during a period of expansion driven by the opening of the Lachine Canal in 1825. In 1886, it became the Montreal Street Railway and, in 1911, a new company, the Montreal Tramways Company, secured a monopoly on public transportation in the city. In 1951, under then mayor Camillien Houde, who was affectionately known as "Mr. Montreal," public transit was municipalized, leading to the creation of the Montreal Transportation Commission (MTC). In 1970, the MTC was replaced by the Commission de transport de la Communaute urbaine de Montreal (CTCUM), which became the Societe de transport de la Communaute urbaine de Montreal (STCUM) in 1985. Finally, in 2002, the company simplified its name, becoming the Societe de transport de Montreal (STM). 1861 Montreal City Passenger Railway 1970 Commission de transport de la Communaute urbaine de Montreal (CTCUM) C.T.C.U.M. 1886 Montreal Street Railway 1985 Societe de transport de la Communaute urbaine de Montreal (STCUM) STCUM 1911 Montreal Tramways Company 2002 Societe de transport de Montreal (STM) &STM 1951 Montreal Transportation Commission 2010 Launch of the STM's new visual identity (MTC) stm For a video on the history of the STM, go to www.150stm.info/accueil.html. HEC Montreal 5Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] On May 3, 2010, the STM unveiled a new corporate visual identity featuring a logo symbolizing the company's aims of moving forward, getting closer to its customers and playing a leadership role in the fight against climate change in Quebec. The rounded, dynamic design represents the company in blue and the population in yellow, with the two overlapping to form a green line that symbolizes their shared commitment to the environment. The use of chevrons, quotation marks (the French symbol) or arrows suggests both dialogue and openness toward others, but also the direction the STM is taking to position public transit as the best solution for the future. ! Supported by developments in the environmental, political, social, economic, technological and legal context, as well as by the increased recognition of the role of public transit in community development, this repositioning provoked a series of unprecedented changes at the STM. Under the leadership of its new chief executive officer, Gilles Bussieres, and guided by a mobilizing business plan,? everything became possible. The STM's objectives for the future as laid out in its new strategic plan proved equally ambitious.? Fairly confident that you know enough about the STM to make your first contact, you decide to call Christian Eiffel to get a better sense of why the Staffing and Workforce Planning Division decided to contact your firm. Christian, an industrial psychologist by training, has previously used the services of K7 Consulte Inc., a consulting firm known for its expertise in human resources measurement. In a brief telephone conversation, Christian gives you a summary of the team meetings that led to the STM's decision to contact your firm (see above). He explains that the STM frequently holds such team meetings, also called management meetings, at all levels of the organization. Their aim is both to prioritize and reiterate target objectives, align the different stakeholders (for example, the different divisions) on shared objectives, motivate and mobilize the troops, or simply encourage discussion. Christian suggests meeting with you next Monday to get the mandate started. The STM: A Key Public Corporation in Montreal During your discussion with Christian, you learn a lot more about the STM. After several hours of conversation, you write up your notes. The following information emerges: Internal environment Budget of over $1.2 billion;* Several major projects (see the 2020 strategic plan); 9,274 employees in 2011;> Very low voluntary employee turnover rate; ! Drawn from the presentation for the administrative launch (2011). 2 http://www.bv.transports.gouv.qc.ca/per/1001040/01_2007_2011.pdf 3 http://www.stm.info/sites/default/files/pdf/en/a-plan_strategique2020.pdf 4 Idem. 3 Idem. HEC Montral 6 Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] Mass retirements; Over 500 different positions divided into 10 job families (see Appendix 5); . . High rate of unionization (nearly 90% of the workforce); Several hiring processes, Computerized management of employee turnover for maintenance staff (Appendix R). External environment Political and legal . Recent implementation of the Quebec Public Transit Policy (QPTP) by the Quebec government . Creation of the City of Montreal's Transportation Plan and the Metropolitan Land Use and Development Plan. Economic Increase in the price of fuel; . Rising operating costs of transit companies; Creation of new clusters of workplaces in peripheral areas. Social The territory of the Montreal Metropolitan Community (MMC) comprises 82 municipalities, with a population of 3.7 million inhabitants, nearly half the total population of Quebec. It is expected that the MMC will welcome 320,000 new households by 2031, bringing its population to 4.3 million inhabitants; . Aging of the population. Technological . Diversification and electrification of transport. Environmental Target to reduce green-house gases emissions below 1990 levels (Kyoto Protocol); . Urgent need to improve Quebec's environmental performance. Mission and values The STM is a key driver of economic development in the Montreal area, and contributes to sustainable development and overall quality of life. The STM is tasked with developing and operating an integrated metro and bus system, as well as a paratransit network, to enable the public to get around reliably, quickly, safely and comfortably. The STM's riders and employees, not to mention its institutional and business partners, are all proud to be associated with the organization, which is well known for its ability to provide high-quality service at a fair price. The STM has the following values: Teamwork Thoroughness Final report produced in 2012 by AECOM, entitled "Impact du Plan metropolitain d'amenagement et de developpement sur le Portrait des emissions de gaz a effet de serre sur le territoire de la Communaute metropolitaine de Montreal," available in French at: http://pmad.ca/fileadmin/user_upload/pmad2012/documentation/20120131_PMAD_rapportGES.pdf. 2 Excerpt from the STM's 2012 budget, available at: http://www.stm.info/sites/default/files/a-budget2012.pdf. HEC Montreal 7Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] e Respect e Empowerment e Transparency Strategic Plan 2020 The Strategic Plan 2020 was developed in the wake of the STM's 2007-2011 business plan and is in many ways an extension of it. It is based on the same priorities, while calling for an accelerated pace of implementation, given the excellent results yielded by the first four years of the business plan as well as the promising current environment. The Strategic Plan 2020 was developed in accordance with the Act Respecting Public Transit Authorities (R.S.Q. chapter S-30.01) and was filed with the City of Montreal, the Montreal Metropolitan Community (MMC) and the Quebec Ministere des Transports. The document lays out the proposed means and objectives for ensuring the economic development of Montreal and Quebec and achieving the targets set for the reduction of greenhouse gas (GHG) emissions. In this regard, it presents a 10-year perspective on the development of all public transit modes, equipment, and infrastructure. Vision Fulfil the public's mobility needs by operating North America's top public transit system and, in so doing, contribute to the Montral Urban Agglomeration's renown as a prosperous and environmentally friendly hub of economic development. This performance is the result of an enhanced customer experience in terms of frequency, speed, punctuality and comfort. It is supported by major spending on equipment maintenance and strategic expenditures, both of which are linked to growth of over 32% in overall service and to the diversification and electrification of transit modes. Combined with a set of measures aimed at reducing single-occupant car use, which will be implemented with help from the city of Montral, this strategy will increase ridership by 40% to reach 540 million trips in 2020, while significantly reducing the public's reliance on cars. Priorities of the Strategic Plan 2020 Priority 1: Expand services e Renovate and expand the metro network while increasing overall service; Improve overall service while diversifying the bus network; Roll out the first tram route (Phase 1); Bolster overall paratransit service; Help implement all public transit initiatives on the island of Montreal. Priority 2: Improve the customer experience and marketing efforts e Enhance the \"Breathe Easier\" brand image; e Improve service reliability and punctuality; HEC Montral 8 Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Improve the quality of passenger information; Provide a safe, user-friendly and pleasant atmosphere; Improve universal accessibility; Diversify fare products. Priority 3: Attract, develop and mobilize talent e Deploy ways of recruiting employees and developing their skills; e Continue with the current employee mobilization effort; e Continue fostering collaborative work relations; e Help create a healthy, safe and inclusive work environment. Priority 4: Optimize investment management o Generate added value when assets are replaced; e Optimize project portfolio management and improve project execution. Priority 5: Further improve performance e Increase and diversify revenue sources; e Tightly control expenditures. Priority 6: Place sustainable development at the centre of all our decisions e Take part in the government's efforts to electrify public transit; e Lessen the STM's ecological footprint; e Promote sustainable development. Staffing and Workforce Planning Division The STM's Staffing and Workforce Planning Division (see Appendix 1) comprises a team of nearly fifty unionized professionals (secretaries, agents, technicians) and non-unionized professionals (advisors, section heads, division heads) whose mission is to develop a strategic recruitment plan, to attract the best resources and to foster a collaborative, stimulating, safe and motivating work environment. Vision Demonstrate the value added of the Division in achieving the STM's mission by: e developing a reputation for its strategic, concrete, adapted and measurable solutions; e contributing to the implementation of an interactive and participative management style; e helping to improve the performance of employees. Priorities of the Staffing and Workforce Planning Division Priority 1: Attract the best candidates to the STM o Establish a visibility plan positioning the STM as an employer of choice; e Foster a climate conducive to mobilization from the first contact with candidates. HEC Montral 9 Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Priority 2: Optimize HR performance e Analyze and optimize processes; e Emphasize internal networking and the proactive identification of needs. Staffing process The staffing process can vary significantly from one position to another, but there are three main processes that reflect the reality quite closely: one process for bus drivers, one for white collar employees and one for maintenance personnel. The latter group, which comprises over 2,195 employees who are responsible for the maintenance and repair of buses and metros, is that for which the \"Appendix R\" automated processing system is used. This process will be addressed in greater detail, given Mr. Bussires' specific interest in it. The maintenance employee staffing process can be divided into three main components: pre- staffing, staffing and post-staffing (see Appendix 6). 1. Pre-staffing The pre-staffing stage involves the steps for preparing and receiving personnel requisitions.! Upon receiving a request, it is important to make sure that the managers have provided all the information needed to process the request in order to avoid unnecessary delays. 2. Staffing The collective agreement governing maintenance employees has a major impact on the staffing process (see Appendix 3), in that it largely determines the order in which a position must be staffed. Priority is given, first, to employees who already perform the type of work associated with the position (called the classification), before being offered to employees who do not perform this type of work (outside of the classification). For example, a vacant position in the classification of plumber is first offered to other plumbers who may be interested in working in a centre closer to their home or on a schedule better suited to their needs. If no other plumber applies, the position is then offered to all other STM employees having the necessary qualifications but who are currently working in another job field (outside of the classification). The external staffing process is only used if no employee from outside of the classification is selected. 2.1 Internal staffing process within the classification The internal process within the classification usually begins with the creation of a publication for each personnel request received. A preliminary step is, however, necessary when the personnel request requires the creation of a new job. The next step is the preparation for processing in the Appendix R system, the processing itself and the nomination of employees via the STM's Intranet or email. ! Personnel requisition: The foreman and department heads are responsible for evaluating their personnel requirements and informing the staffing department by completing and forwarding a \"Personnel Requisition Form,\" providing a brief summary of the reason for the vacancy and details of the position. 2 Publication: An internal posting of vacant positions including a job description, work conditions, the schedule, remuneration and the application deadline. HEC Montral 10 Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] 2.2 Internal staffing process outside the classification If there are vacant positions remaining after this step in the process, the advisors send a table listing the positions to be filled to the managers concerned. For each vacant position, these managers submit a new personnel requisition which is immediately converted into a posting published simultaneously on the Intranet and on the bulletin boards of the transportation and repair centres. The next step is the normal pre-selection process based on the requirements of the job and the administration of the applicable exams for each classification. The last step is the nomination and forwarding to managers of the notices of vacancies referred to external hiring. 2.3 External staffing process Although more detailed, the external staffing process is similar to that for filling vacancies from outside the classification. The staffing personnel is responsible for posting the positions to be filled (technician and agent), for pre-selecting candidates (advisor), for administering the exams (test administrator), for conducting interviews (advisor, recruiter and interviewer) and for checking references (technician and agent). The candidates are then referred to the medical department. If the candidate successfully passes these steps, the advisors proceed with an offer of employment. 3. Post-staffing Although not completely overseen by the Staffing and Workforce Planning Division, the post- staffing process is an important element in the adequate preparation of new employees. Staffing personnel see to the preparation of hiring kits and invite the new employees to an orientation presentation on the history of the STM and the pension plan. The managers then take over and proceed with the integration of the new hires in their workplace. After writing out your notes, you take a deep breath and ponder the next steps you need to take to establish indicators that will allow the Staffing and Workforce Planning Division to follow its action plan and achieve its objectives. 2015-01-22 HEC Montral 11 Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] Appendix 1 Simplified Organizational Chart: Staffing and Workforce Planning Division Division Head Clemence Beauchemin Manager, Selection Strategy and Manager, Staffing and Management Workforce Planning Information Stephanie Lallier Christian Eiffel Advisor Corporate Advisor Recruiter Agent Technician Interview Administrator Test Administrator 1 Internal document produced by the STM's Staffing and Workforce Planning Division (2011). HEC Montreal 12Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] Appendix 2 Number of Employees Hired from 2001 to 20101 Hiring between 2001 and 2010 1200 1078 1100 1044 1000 900 822 892 800 Number of employees hired 700 677 600 646 646 633 500 400 411 422 300 200 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Year Internal document produced by the STM's Staffing and Workforce Planning Division (2011). HEC Montreal 13Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Appendix 3 Excerpts from the Collective Agreement Governing Maintenance Employees! Article 34 Seniority Section 2 Posting 34.14.01 Posting and mechanisms for granting vacant positions for a period of sixty (60) business days or more that the Company judges fit to fill. General provisions A) The awarding of a position pursuant to the following provisions may, depending on the case, constitute a transfer, a transfer outside the classification, a promotion or a demotion. B) For the purpose of the application of these provisions, a transfer shall mean the movement of an employee from one position to another position within his classification. A transfer outside the classification shall mean the movement of an employee from a position in one classification to a position in another classification with the same salary. A promotion shall mean the movement of an employee from a position in one classification to a position in another classification with a higher salary. A demotion shall mean the movement of an employee from a position in one classification to a position in another classification with a lower salary. C) Any position that is vacant for a period of less than sixty (60) business days, including any position awaiting posting, shall be filled by employees already at work, in accordance with the mechanisms provided for in the collective agreement to this effect. 34.14.02 Posting Within ten (10) business days of a job vacancy, a bulletin describing the position as well as the normal requirements of the job shall be posted in a location that is accessible to all interested employees. In the case of a temporary job posting, the bulletin shall also mention, for informational purposes only, the reason for the vacancy and the approximate duration of the position. The bulletin shall remain posted for five (5) business days within the same week, from Monday to Friday; interested candidates may apply during this period. 34.14.03 Awarding of a position A) The posted position shall be awarded first to the employee with the greatest seniority who meets the normal requirements of the job among the employees for whom such a movement constitutes a transfer. B) If the position is not filled through the procedure provided for in paragraph A), it shall be awarded to the employee with the greatest seniority who meets the normal requirements of the job among the employees in another classification for whom such a movement constitutes a transfer outside of the classification, a promotion or a demotion. I Collective agreement between the Socit de transport de Montral and the Syndicat du transport de Montral (maintenance employees). HEC Montral 14 Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] D) A position that is not filled through the above procedure shall be filled by means of the hiring process. If the position cannot be filled through hiring, the Company may temporarily assign the least senior employee in the classification who meets the normal requirements of the job. HEC Montreal 15Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] Appendix 3 (cont'd) Excerpts from the Collective Agreement Governing Maintenance Employees' Appendix R Agreement respecting the administrative process for staffing positions 1. The parties agree to study various options aimed at simplifying and accelerating the administrative process for the staffing of positions (postings, subsequent positions, etc.), particularly through the use of new automated tools. 2. For the implementation of each phase of the introduction of a new staffing system (computerized or other), emphasis shall be given to the creation of pilot projects and the terms and conditions shall be agreed to by the parties. 3. Before extending the application of a phase or before implementing a new phase, the parties must first have validated the previous phase. 1 Collective agreement between the Societe de transport de Montreal and the Syndicat du transport de Montreal (maintenance employees). Montreal 16Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] Appendix 4 Staffing Turnaround Time for Bus Driver Positions Recruiting process for drivers, by group of 12 drivers requested by the bus network Business days Duties Notes Identification of hiring requirements Day 1 Pre-selection Normally in groups of 12 Generation and mailing of drivers letters inviting candidates to take exams A minimum of 2 weeks is Day 2 to day 10 Waiting period needed to obtain the requested documents Day 11 Exam and exam correction Day 12 Invitation to interviews Waiting period Shared processes Day 13 to 17 Preparation of interview files 6 weeks Day 18 Interviews (2 committees) + request for references 10 candidates Day 1 Interviews (2 committees) + 10 candidates should be doubled with each additional group of The number of days required for these steps request for references Day 20 Interviews (1 committee) 3 candidates request for references Review of references and Day 25 analysis Invitation for medical exam 12 drivers. Day 29 Medical exams candidates Day 30 Medical exams 7 candidates Holder of a Class 2F licence Holder of a Class 5 licence medical certificate medical certificate Day 3 Medical verdict received Medical verdict received Job offer Letter sent proposing For holders of a Class 2F medical Day 43 2 wks Hiring external training certificate: Hiring possible after 8 to 10 weeks, Day 44 Start of training Minimum waiting period depending on the waiting period at temporary Class 2F licence) each step in the process. Day 66 4 wks Qualified driver Day 67 Regular Class 2F licence For holders of a Class 5 medical obtained certificate: 2 wks Day 6 ob offer Hiring possible after 12 to 14 weeks Day 78 Hiring depending on the waiting period at Day 7 Start of training each step in the process. Day 101 4 wks Qualified driver Can be longer depending on when the regular Class 2F permit was obtained. Planning for the number of applications to consider to meet hiring objectives (based on the success rate for each test) Applications received: 57 Pre-selected candidates 44 Invitations to take exam 44 Invitations for an interview 23 Invitations for references 14 Invitations for medical exam 13 Hired 12 Internal document produced by the STM's Staffing and Workforce Planning Division (2010). HEC Montreal 17Measuring the Results of the HR Function: The Case of the Societe de transport de Montreal's [ ...] Appendix 5 Workforce Distribution 36 2010 ACTIVITIES REPORT Workforce distribution (Permanent staff at December 31, 2010) 25 4,088 Drivers and support services employees bus drivers, Metro drivers and support services employees (CUPE - local 1983) (CSN - maintenance employees) 825 Unionized office employees Unen Sessional public trare it employees (CUPE-2850-FTC 363 Operations managers 315 Unionized professionals 292 Managers 201 Division clerks Union representing STM workers (C SN) 173 Foremen and forewomen 129 Constables and peace officers (inspectors) 99 Non-unionized professionals and office employees" 8,680 permanent employees Representation of women: 23.9% > Representation of visible and ethnic minorities: 18.8% Average age: 44.6 years Average years of service: 11.1 Eligible for retirement: 1, 054 employees Retiring: 31 6 employees 1 http://www.stm.info/sites/default/files/pdf/en/a-ra2010.pdf. HEC Montreal 18A wWN R 8. 9, Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Appendix 6 Staffing Process for Maintenance Personnel' PERSONNEL REQUISITION (PR) RECEPTION OF THE PR 5. Staffing receives the PR and notes the date 6. Authorization levels of the PR checked 7. Steps taken to obtain information that is missing on the PR Manager completes the form Request for authorization from a mid-level manager Authorization from a director (if needed) PR sent to Staffing by fax, email or internal mail INTERNAL STAFFING PROCESS WITHIN THE CLASSIFICATION CREATION OF NEW GROUPS OF POSITIONS* PREPARATION OF APPENDIX R PROCESSING Creation of new groups of positions and of links in the 10. Creation of publications automated system 11. List of positions to be processed sent to managers for Preparation and mailing of a letter announcing the new confirmation groups of positions* 12. Completion of publications in Appendix R *If the groups of positions do not already exist. 13; 14. 15. 16. PROCESSING IN APPENDIX R NOMINATION Initiation of the simulation 17. Distribution of the nomination notices on the Intranet and Analysis and adjustment of the report by email Re-initiation of the simulation if needed 18. Responses to questions from employees and managers Closing of the batch 19. Input of personnel movements in the system 20. Details of the budgeted positions filled, by cost centre, sent to the foremen and superintendents INTERNAL STAFFING PROCESS OUTSIDE THE CLASSIFICATION POSTING PRE-SELECTION 21. Table of positions to be filled sent to managers and new 24. Receipt of applications personnel requisitions received 25. Creation of a table of positions to be processed and 22. Creation of postings outside the classification nominations 23. Posting on the bulletin boards and transmission by email 26. Validation of requirements EXAM NOMINATION 27. Invitation to take exams 31. Creation of nomination notices and forwarding to the 28. Supervision of exams managers concerned 29. Correction of exams 32. Forwarding to the two managers concerned 30. Rejection letters sent 33. Forwarding to the agent for posting on the bulletin board 34. Notice of positions referred to hiring and input of personnel movements in the automated system ! Internal document produced by the STM's Staffing and Workforce Planning Division (2011). HEC Montral 19 35. 36. 37. 38. Measuring the Results of the HR Function: The Case of the Socit de transport de Montral's [ ...] Appendix 6 (Cont'd) Staffing Process for Maintenance Personnel' POSTING Preparation of external posting Posting put up on STM career site Announcement of the posting on specialized sites Transmission of institutional postings 47. 48. 49. 50. 54. 55; 56. INTERVIEW Preparation of schedules and reservation of interview rooms Invitation to candidates Administration of interviews Input of results in the automated system and sending of letters 53, of failure MEDICAL Invitation to take medical exam Receipt of results Letters of refusal sent, if applicable 60. 61. 62. 63. 64. ! Internal document produced by the STM's Staffing and Workforce Planning Division (2011). HEC Montral EXTERNAL STAFFING PROCESS PRE-SELECTION 39. Analysis of applications a1. 42. 43. 40. Pre-selection 45. 46. 51 52. Receipt of documents EXAM Preparation of the exam lists, schedules and rooms Invitation of candidates Preparation of the exam, tool and room Administration of tests Correction of tests Input of results in the automated system and sending of letters of failure REFERENCES Documents sent to external firm for pre-hiring investigation (validation and processing of candidates) Letters of refusal sent, if applicable HIRING 57. Wage offer 58. Preparation of the letter of employment 59. Creation of a computer file for the new employee POST-STAFFING WELCOME Preparation of hiring kits Invitation STM uptake Photo and issuing of OPUS card Welcome by the manager in the workplace 20