Office of the Superintendent of Financial Institutions
www.osfi-bsif.gc.ca
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Corporate
Services
Senior Manager,
HR Client Service (Ottawa),
Human Resources and Administration,
Corporate Services Sector
Joseph Kramar
Project Manager,
Application Management,
Corporate Services Sector
Improving Internal Communication
In 2012-2013, OSFI refocused its internal communication strategy to follow up on the findings of the 2012 Employee Survey. As a result, vodcasts (short interview-format video segments) with employees from various areas within OSFI were introduced to supplement @OSFI, the daily online internal newsletter, and regular town hall meetings that keep employees abreast of changes within OSFI and in the external environment. To further improve cross-sector and inter-office communications, in-house presentations by subject-matter experts helped employees learn more about ongoing initiatives in all areas of the Office.
Renewing Technology and Systems
OSFI has passed the half-way point in a five-year information technology renewal program. In 2012-2013, a new system to manage the Private Pension Plans Division’s supervision activities was successfully implemented. Several multi-year projects proceeded on schedule to update the systems required for the following: document and records management; OSFI’s external website; and, business intelligence analysis and reporting. In partnership with the Bank of Canada and the Canada Deposit Insurance Corporation, OSFI also continued to work on a project to replace the aging Tri-Agency Database System that is used to collect, validate, manage and maintain financial data collected from federally regulated deposit-taking institutions. Other new projects were launched to update systems used for human resources and finance operations, and management of correspondence and enquiries.
Managing Risks to the Working Environment
OSFI completed a review of the Human Resources and Administration Division to ensure adequate resources are in place to support the HR program and to implement a new business model to enhance delivery of HR programs and services.
Managing Human Resource Challenges
To achieve its strategic outcomes, OSFI’s priority is to have a high-performing and effective workforce. This is facilitated by reviewing and updating its HR Strategy and HR Plan on an annual basis.
In 2012-2013, ongoing risks posed by the current environment, both at the level of the economy and within the financial sector, as well as internal factors, continued to have an impact on how we do our work. To mitigate these risks, a number of priorities were identified through the HR planning process and actions taken to address gaps:
- Staffing levels were increased in specific areas, based on needs identified in HR plans, including a new unit to supervise the Canada Mortgage and Housing Corporation (CMHC).
- A fit-gap analysis was conducted to identify the extent to which the present HR system fit OSFI’s requirements. As part of the analysis, workflows and data were reviewed in preparation for migration to a new system and HR processes and procedures were aligned accordingly.
- The Training and Development framework was revised to ensure the right processes, policies and controls are in place to train and develop employees adequately to deal with the changing financial sector landscape, and to identify and raise significant risks.
- As potential employee departures due to retirement remain a concern, succession plans for critical positions were completed, and required actions taken to address gaps.
Learning & Development Partner,
Learning & Development,
Corporate Services Sector
Calvin Johansson
Director,
Supervisory Practices Division,
Supervision Sector
