Employee Engagement Survey Launch

• 285 employees attending the external Business Writing training.
• 178 employees attending the external Report Writing training.
• This training totalled 1389 live training hours with 38 sessions being delivered.
• 308 employees attending virtual external led Conflict Resolution and Simulation training.
• Monthly Health and Wellness lunch and learns which have carried over into 2022 with over 123 participants in 2021. These sessions were also recorded and posted to the Staff Hub for consumption of all employees were unable to attend the sessions.

• A centralized robust course catalogue for equitable learning opportunities for employees
• A mechanism to track training, certifications, progress, and performance
• A clear mechanism for training eligibility and approval tied to the L&D policy for course requests

• 9 Mandatory trainings, e.g., Workplace Violence, Harassment and Discrimination Prevention, Diversity, Equity and Inclusion, mandatory health and safety training
• 10 health and wellness trainings
• 7 soft skills programs
• 61 technical trainings
• 3 Leadership development trainings

• The HR team developed e-learning content to support employees interested in career development into a people leader role and was rolled out with the launch of TRCA’s LMS in February 2021.
• In addition to the Supervisor Development Program, in August 2020, the HR team launched a mandatory Manager Fundamentals Program for all people leaders. Training for Manager Fundamentals completed in January 2021.
• HR launched a two-part e-learning training series in support of supervisory development via TRCA’s LMS.

• As part of TRCA’s Performance Development Program that launched in Q1 2020, the year-end process includes a critical component of the program which is Career and Developmental Planning.

• The HR team launched our new LMS using the Ceridian Dayforce platform. The LMS houses a number of learning opportunities, including an expanded breadth of e-learning and instructor facilitated courses, and continues to expand post launch.

• TRCA has leveraged our partnership with McLean and Company to bring a fulsome learning program to all TRCA staff. The e-learning focuses on Foundations of Diversity, Equity, and Inclusion. This program launched via TRCA’s new LMS in February 2021 and will be mandatory for all existing staff to complete, as well as all future hires of TRCA.
• The DEI working group is developing TRCA’s DEI strategy, which will be inclusive of DEI training. Training is to launch in alignment with the strategy.
• Mandatory DEI training launched in August 2021 for all TRCA employees. In addition, future training will be forthcoming on DEI and Indigenous Awareness.

• The HR team developed a new Recruitment, Selection and Onboarding policy that launched in February 2021.
• The Policy supports talent management at TRCA and will set out updated guidelines and principles for the fair recruitment, selection, and onboarding of qualified talent across the organization. The Policy outlines fair, transparent, and consistent hiring practices while ensuring principles of merit, inclusion and accessibility are applied.
• The Recruitment, Selection and Onboarding Policy was released March 2021.

• The Scientific Knowledge Sharing platform is dedicated to sharing the latest scientific knowledge generated by TRCA and our partners and is a place where staff can learn about, and engage in, the scientific work TRCA is undertaking.
• There are several TRCA teams engaged (across all divisions) in generating new scientific knowledge. Although currently the content on the platform is specific to the Watershed Planning and Ecosystem Science business, this is an inter-divisional initiative and additional content from other TRCA teams will be added as the platform develops.
• The establishment of a platform to share corporate knowledge was initiated through discussions between Watershed Planning and Ecosystem Science and Marketing and Communications staff with the intent of focusing initially on the TRCA’s science knowledge and information. This process was also discussed and endorsed through the Research and Science working committee.
• Content has been added to the platform including scientific papers, presentations, lunch and learns, videos, and white papers. The platform launched in June 2021.

• To increase transparency and communication across the organization, TRCA developed an internal employee communication strategy to support employee engagement through ongoing updates and communications from SLT and SMT.
• Some examples include CEO Blog Posts on the Staff Hub, division wide meetings held to present 2021 divisional priorities, site meetings with staff, supervisor and employee meetings and virtual town halls to present engagement information, on-going manager tactical calls on various matters including management of COVID-19, manager tactical calls dedicated to policy updates, annual divisional health and safety meetings, recognition posts, quarterly SMT update meetings, staff hub posts of all new hires to TRCA.

• TRCA’s refreshed Code of Conduct was unveiled in January 2021 with 100% of staff completing the review process in January/February.
• Policy Manager Tactical Emails and Calls commenced in January 2021 to further assist managers in supporting their employees in interpreting and engaging with corporate policies.
• A section on TRCA’s policy program has been incorporated into the Manager’s Fundamentals training.
• The Policy Committee continues to work on updating policies and procedures that reduce risk/improve efficiencies and support employee understanding of existing corporate processes.

• 2022 Complement review completed and approved at SLT. This work will continue to be ongoing through each operational division.
• This work will now shift to be operationalized with HRBP’s working with each division on resource planning and optimization of contract and complement opportunities.

Supplementary Compensation Review:

• The HR team collaborated with relevant management staff to complete a comprehensive review to streamline the supplementary job descriptions.
• This allowed TRCA to shift from approximately 70 unique supplementary positions to approximately 25 cross-functional and collaborative roles.
• The supplementary review, grid changes, and individual compensation changes were completed and implemented in September 2021.

Full Compensation Review:

• TRCA commenced a full comprehensive compensation review with the support of LifeWorks, TRCA’s compensation consultant in Q4 2021.
• The compensation review includes the review of TRCA’s existing compensation structure, job evaluation tools, job descriptions, and market comparable which includes cross-functional job descriptions and flexible and innovative compensation structure that aligns with TRCA’s partner organizations.
• Anticipated completion date of the compensation review is early 2023.

• A key element of the Employee Engagement Action Plan is developing and supporting improved recognition of the great work that TRCA employees undertake on a daily basis. While recognition can take many forms, the intent of this area is to develop a broader suite of mechanisms to recognize employees, while also supporting a more organic approach to recognition that is both intentional and meaningful.
• There are many platforms and approaches being utilized for both peer to peer and team-based employee recognition, including, but not limited to:
• Teams (Praise Function, Team Channels)
• TRCA Staff Hub
• KudoBoard (Development and Engineering/Policy and Planning)
• Divisional/Organizational Emails
• Verbal/In-Person
• Board of Directors recognition
• Others
• As part of Employee Recognition Expansion, SLT and SMT will be working collaboratively to seek and source best practices and opportunities to continue to embed increased recognition into daily activities.
• Continued promotion of the Staff Feature on the Staff Hub for stories to profile good work of TRCA staff and teams is ongoing.
• A facilitated session on Best-Practice Sharing related to Recognition was held at the February SMT Meeting.
• The Best-Practice Session focused on three questions to help drive improved recognition by SMT/SLT. The three questions were:
• What does recognition mean to me: How do I want to be recognized?
• Your recognition best practices: How do my staff want to be recognized?
• What does successful recognition look like: How do I ensure staff feel that their accomplishments are recognized at TRCA?

• TRCA has introduced a six-session mental health and wellness lunch and learn series via monthly virtual Lunch and Learn webinars in partnership with ComPsych, our Employee Assistance Program provider.

• This initiative helps to communicate with TRCA staff about the alignment of TRCA’S revenues and expenditures through the budgeting process, while providing planning tools, and tracking hours worked to support a practical work life balance for our employees.
• The complement review was completed in 2021, and this work will now shift to be operationalized with Human Resources Business Partners working with each division on resource planning and optimization of contract and complement opportunities.
• Recent discussions with our partners, along with the review of our complement, have assisted in identifying several new full-time positions for 2022. We are continuing to work with our partners to identify longer term multi-year commitments.

• TRCA developed a Flexible Work Arrangements Policy to meet the needs of external partners and customers, while balancing TRCA’s support for work life balance.
• TRCA’s Flexible Work Arrangements Policy was finalized and approved by SLT in November 2021.
• The Policy was released to staff in December 2021, with an effective date of a return-to-office for spring 2022.

• HR Memorandum sent to SLT, SMT, Managers, and Supervisors on 2021 Vacation Scheduling.
• Reiterating to staff the importance of taking lunch breaks and vacation.
• Limiting, where feasible, the distribution of emails outside of regular work hours.
• Encouraging staff to apply proper Out-Of-Office email and voicemail notifications including listing an alternate contact, to ensure staff are provided an opportunity to disconnect when not working.
• Reminder communication to people leaders.
• Reminder communication for tips and tools and resources that are available for staff on the Staff Hub.

• Following the work completed in 2020, to complete an environmental scan and develop program options, we are pleased to share that recommendations on TRCA’s first ever pregnancy and parental leave supplemental top-up program was approved by the Board of Directors on March 25, 2022.
• The costing of the program’s implementation is included in TRCA’s 2022 budget, which will be reviewed by the Board of Directors on May 20, 2022, making the effective date of the pregnancy and parental leave supplemental top-up benefit implementation June 6, 2022.

• TRCA assessed its current benefits program and conducted an environmental scan to identify areas of opportunities, benefit plan improvements, and options to provide greater flexibility for employees.
• Benefit recommendations were approved, and benefit enhancements commenced effective January 1, 2021, with a memorandum to staff being made available on the Staff Hub outlining the updates.