Employee Skills Inventories for the Federal Public Service
(Publié aussi en français sous le titre Répertoire des compétences des employés dans la fonction publique)
Table of Contents
Executive Summary	i
Introduction	1
Purpose Of The Report	1
The Vision	1
Conceptual Basis of Employee Skills Inventories	2
Current Environmental Factors Influencing the Use of Employee Skills Inventories	4
General	4
Internal	5
How Skills Inventories Can Be Used	7
Five Examples of How Skills Inventories Are Used in the Private Sector	9
Examples of Employee Skills Inventories in the Federal Government	16
Service-Wide Examples	16
Departmental Examples	19
Products Currently Available in the Private Sector	22
Observations	23
Recommendations	24
Appendix A - Current Mobility Patterns in the Federal Public Service	25
Appendix B - Existing Products and Services for Employee Skills Inventories in Government Departments	30
Appendix C - Products Currently Available from the Private Sector	31
Appendix D - Employee Skills Inventory	56

Executive Summary
This report is intended to assist public sector managers in making decisions about developing or upgrading employee skills inventories and to reduce the cost of such initiatives by sharing information on organizations which already have experience in this area. It was prepared by the Human Resources Policy Branch of the Treasury Board Secretariat because it was apparent that, in the current environment, such an initiative could be helpful to a wide range of departmental staff.
This report also makes recommendations concerning the next steps that might be taken to support research and activities in the field of employee skills inventories.
A steering committee with expert members from the private and public sectors was formed to provide advice and feedback on the process. Consulting and Audit Canada was engaged to carry out the survey described below and to finalize the report. 
During the summer and fall of 1993, a survey questionnaire was sent to all federal departments and agencies, and to 350 private sector companies likely to have a product or to provide some services in this field. Forty-eight departments responded to the questionnaire and 11 identified themselves as currently using one or more employee skills inventories. A paragraph on each user department describes how the inventory is used, who uses it, how much it has cost, mistakes to be avoided, and positive aspects of the inventory. 
Fifty-one vendors responded to the questionnaire and 38 had a relevant product. Since just responding to the survey provided vendors wide exposure to potential federal government buyers, this is probably a good sample of what is currently available from the private sector. Appendix C describes the products, what they will do, what kind of automated environment they require, how much they can cost, whether they can be customized, and other details. Many companies sent demo tapes and printed material. The Treasury Board Secretariat has kept this material, which you can access by calling the Human Resources Policy Branch, at 952-3172.
In summary, the products available on the market and currently in use in the federal government share a certain number of characteristics. They are all relatively flexible and make good use of recent technology to ensure they are user friendly. They all cost a fair amount of money, particularly in the start-up phase. Setting up an inventory from scratch (meaning setting up a skills inventory, as well as the various tools to be used) is heavy and extensive work and involves a wide range of employees. This is particularly true for the development of the skills lexicon(s) on which the inventory is based. Clearly, using lexicons already in place will save considerable time and money. This is especially appropriate for more generic positions such as computer programmers, personnel specialists and financial officers.
The report describes in some detail skills inventories used by five private sector firms (Xerox, Shell, IBM, the Royal Bank, and the Canadian Imperial Bank of Commerce) and three federal government systems (Management Resourcing Information System, National Applicant Inventory System, and Executive Assessment).
Based on this research, the report includes the following observations:
•	there is a considerable amount of work and interest in both the private and public sectors in the area of employee skills inventories. It is apparent that this interest and need will continue to grow;
•	in the federal Public Service, there is no standardization of inventory format or use, and little exchange of skills lexicons or data between or even within departments. Few departments are linked electronically, and not many interface with the corporate systems;
•	there does not seem to be a specific body tasked with the responsibility of acting as a focus for, or coordinating information on, employee skills inventories in the federal government;
•	a significant number of known departmental users did not respond to the questionnaire; and
•	many current inventories appear to have duplicated work that had already been done in other departments. This would not seem to be an economical approach.
Therefore, the steering committee submits the following recommendations:
•	that an interdepartmental committee on employee skills inventories (ESI) be formed, with a mandate to review current activities, exchange information, and act as a focal point for ESI information and activities;
•	that this committee undertake follow-up work to this report, consisting of a more detailed analysis of some specific vendor and departmental information, and develop more elaborate criteria for assessing existing products;
•	that some minimum standards with respect to compatibility of systems be set. For example, while it may not be possible to identify any one system suitable for all departments, some minimum capability of common data capture and dissemination should be established; 
•	that this report be submitted to the Human Resources Development Council. If the Council concurs, the report then be distributed to all deputies, ADMs and DGs of Personnel, the Career Management Steering Committee, and the unions; and
•	that a symposium for users, interested parties, and vendors be planned, to display available products and share information among private and public sector users. This could be hosted by a consortium of interested parties, such as the Treasury Board Secretariat, the Canadian Centre for Management Development (CCMD), Consulting and Audit Canada (CAC), and several user departments.

Introduction
Purpose Of The Report
This report is intended to assist public sector managers in making decisions about developing or upgrading employee skills inventories and to reduce the cost of such initiatives by sharing information on organizations that already have experience in this area. Given today's volatile business climate, employers that have skills information on employees and jobs have an advantage in choosing, developing and utilizing human resources effectively and efficiently. This report provides information on service-wide and departmental skills inventories currently in use in the Canadian federal Public Service. It also provides the results of a survey of a sample of Canadian and American private sector companies with experience in developing and using skills inventories.
During the summer and fall of 1993, survey questionnaires were sent to approximately 350 private sector companies in Canada and the United States and all federal departments and agencies. Respondents were asked to provide information on their experience in skill profiling and developing employee skills inventories, and on related products or services they offer.
The Vision
Imagine yourself as Terry Black, the new Chief Executive Officer of the Industrial Technology Development Agency (ITDA), a government organization of 7000 employees. A letter has just come in from Denmark, asking for five Canadian participants for a working group developing strategies in international industrial technology. The working group participants must have expertise in corporate government affairs, productivity analysis, and grants programs, and be able to work in English and Japanese. They must also offer «representative participation» to ensure that regional points of view and the impact on the female portion of the labour force are not ignored.
How do you select the five nominees? You may ask your senior staff, but that simply transfers the monkey from your back to theirs. Will  they have a base of information on employees and their skills any better than yours? If a list of skilled personnel were available as a start, it would be easier to resolve the matter by narrowing the list through discussion with your senior advisors. But how to get started?
Fortunately, you're working in ITDA. Your visionary predecessor had gotten an employee skills database installed, and you begin a search on your microcomputer, using key words. You raise the query function and type in «industrial technology, management, grants, productivity analysis, sex, regional location, EX, and linguistic abilities.» A screen begins to knit the data together, showing you the candidates who meet each criterion.
Seeing there are a number of candidates who meet all criteria, you review the files, bringing individual resumes to the screen. Joan Abernathy is the first, and her impressive credentials make your jaw drop. Who is she? You bring her photo up on your screen, and remember her instantly. On you go, toggling back and forth between criteria and individuals, asking for more skills, until a list of 15 superbly qualified candidates is complete. Great. Now, call together your senior ADMs, and review anecdotal information (such as current workload) relevant to this list, to reduce it to the five you need. Speak to the individuals, prepare the response to Denmark, and move on to something else.
This description may seem futuristic, but it is in fact a real possibility in some private and public sector organizations today. Why are these organizations investing the significant time and money required to develop and run employee skills inventories?
Conceptual Basis of Employee Skills Inventories
The Conference Board of Canada defines skills as «a shorthand term for the whole set of characteristics that make a person employable.» At its most complete, a skills inventory is a listing of the skills, knowledge, experience, qualifications and attributes of both people and jobs. An employer having such information can readily compare the job requirements with the employee's skills and make sound and timely decisions.
However, the conceptual framework for identifying and organizing skills and the definitions of various key terms associated with skills profiles and inventories vary considerably. For example, the term «competency» is sometimes synonymous with «skill.» Often it is a larger category subsuming a number of skills and is sometimes used to mean the level at which an individual can perform a skill.
Bob Davis («The Skills Mania,» the Ottawa Citizen, January 3, 1991, page B1) speaks of a «skills mania» in the educational system of the 1990s. Experts speak of «reading skills, number skills, study skills, research skills, essay-writing skills, project skills, thinking skills, coping skills, people skills, and, yes, even life skills.»  The distinction between skills and knowledge is so blurred that virtually everything you learn can now be called a skill. Knowledge which is specific to a task is becoming less important, since it changes quickly in all fields, thus rapidly becoming obsolete.
There is, in fact, no general agreement from one organization to another on what is required of employees for them to be successful. The Conference Board of Canada tackled this topic with a report entitled «Employability Skills Profile: What Are Employers Looking For?» This report focuses on the kinds of skills that are critical in the work force of the 1990s and beyond. The report is a generic list of the kinds of skills, qualities, competencies, attitudes and behaviours that form the foundation of a high-quality Canadian work force both today and tomorrow. Twenty-five senior executives from companies such as Noranda Forest Inc., CP Rail, Bell Canada and Inco Limited put their heads together and came up with an outline of the ideal job applicant. The Conference Board then organized these skills into three categories: academic, personal management and teamwork skills. The Board's conclusions are that employers place equal emphasis on each of these three categories, and the skills within each category are used in varying combinations, depending on the job. 
Employers that are very dissimilar all need people who can:
•	communicate, think and continue to learn throughout their lives (academic);
•	demonstrate positive attitudes and behaviours, responsibility and adaptability (personal management); and
•	work with others (teamwork skills).
Professor Gary Becker proposes a framework comprised of two major skill categories: 
•	general, which includes basic transferable skills, such as communications, writing, and interpersonal skills that are valuable to more than one employer; and 
•	specific, which includes skills that have no effect on employees' productivity or their usefulness to other firms, such as the skills of air traffic controllers.
Another framework of skills might consist of the following categories:
•	service skills;
•	management skills; and
•	communication skills.
An alternative framework breaks down the total «skill» portrait of an individual into «hard skills,» comprising elements of education and experience and «soft skills,» which refer to behaviours and personality characteristics.
The former Office of the Comptroller General chose its departmental mission, values and objectives as a framework for its generic skills profile.
In addition, some inventories attempt to measure the individual's level of competency in a skill. Several of the inventories identified through our survey include measurement scales (see Appendix C).
Once an organization has agreed upon the core skills required and has assessed employees, other information can be added to the structure to complete the inventory. Some Public Service inventories include the following elements: 
•	organizational affiliation (department, organization within the department);
•	group and level, salary;
•	previous positions, assignments, and deployments;
•	assessments (corporate knowledge of individual appraisals, testimonials, awards, assessment of the Career Assignment Program or the Executive Assessment Centre, recognition awards);
•	education;
•	abilities, competencies (i.e., skills, including linguistic);
•	personal qualities, behaviours;
•	knowledge or training courses taken; general and managerial experience; and career aspirations.
Despite the plethora of approaches to defining and structuring skills, many organizations in both the public and private sectors have invested resources to develop skills inventories. What are the forces pushing organizations towards using skills inventories?
Current Environmental Factors Influencing the Use of Employee Skills Inventories
General
There are several general trends that are pushing organizations to look more closely at the advantages of using employee skills inventories. These include:
•	high costs of employee salaries, benefits and training;
•	delayering of levels of management;
•	technology;
•	the need to be competitive; and
•	new human resource strategies that affect organizational performance.
In today's service-driven marketplace, the greatest single cost is for employee compensation and maintenance. Employers are searching for very specialized, highly educated individuals and will pay well for such expertise. Smart organizations seek to maximize their use of these expensive resources. 
Organizations in the developing stage are generally small and managed by one person or a very small management team. Everyone knows everyone else and what their skills are. The organization loses this knowledge when it grows past a certain size, or the rate of recruitment accelerates. Many large organizations today are streamlining to reduce the number of layers of management. When one layer of management is eliminated, personal knowledge of staff is reduced.
The power of technology is also playing a role in driving change. Automated applications have become pervasive. Increasingly powerful computing units, low prices on microcomputers, improvements in data communications, and the availability of previously unimagined software applications have made their mark in the area of human resource management in both the government sphere and the private sector.
Organizations today are under increasing pressure. They either stay competitive or fail. There is little or no margin for waste or imprecision. Adaptive organizations have responded by focusing on strategic management that is based on data provided by sophisticated information systems. The public sector faces pressure to produce, while contending with continuous budget reductions and the need to justify its role, and defend its services to a jaundiced and demanding public. New management philosophies based on gathering and using detailed information are gaining followers.
In a recent survey conducted by the Phillips Group (Best Practices in Human Resources Management, January/March 1993), total quality management (TQM) and the concepts underlying the term «learning organization» were identified as among the top 10 initiatives affecting public sector performance. Both are predicated on sharing information and knowledge to reduce duplication and overlap in programs and personnel.
Internal
Within the federal government context, a number of recent initiatives have highlighted the need for good personnel information systems. Most important is good information on employee skills and competencies. Recent initiatives include:
•	the most significant downsizing and restructuring in the history of the federal Public Service with former Prime Minister Campbell's reducing the number of departments from 32 to 23; upsizing in Revenue Canada with the introduction of the GST; downsizing in Government Services Canada as clients move into direct relationships with vendors and systems; and more departments seeking to delayer and open up the senior levels;
•	the Universal Job Evaluation Plan (UJEP), resulting in larger and broader job groups;
•	single operating budgets, allowing for greater fluidity of financial resources between salaries and other expenditures. This means that managers will, to a much greater degree than ever before, recognize the relationship between expenditures on salaries and overall performance;
•	changes in legislation, strengthening employment equity programs in federal institutions;
•	the Public Service Reform Act, allowing for more flexible movement of employees through deployments;
•	the Work Force Adjustment policy (effective until March 1994), putting the onus on home departments to find new jobs for surplus employees;
•	a significant number of surplus employees looking for placement somewhere in the government;
•	the Council on Administrative Reform (CAR), which has been created to rationalize the overall holdings of personnel information in the federal government by driving the reform for Common Information Management (CIM) as part of a personnel information strategy. In this context, all personnel information holdings and needs are being reviewed, standardized, and modelled (both functionally and by specific information holdings). However, the issue of information on employee skills has not been fully addressed.
In this environment, more effective use of all resources, including human resources, has emerged as a critical management issue. Likewise, proper management of information holdings has become an issue in all organizations, in the domain of human resource information as well as elsewhere. Five information management issues must be addressed: 
•	are there inadequacies in the information available on employees (i.e., what information should be held?);
•	is it difficult to locate and utilize data;
•	is proper attention given to electronic files, file documentation, and retention;
•	is information up to date and available corporate-wide; and
•	can existing databases be salvaged and integrated.
A gap may exist between what ideally should be done to improve human resource management through using skills inventory information, and what can be practically accomplished given a shortage of resources. The situation is particularly acute in light of the large investment necessary to develop a skills inventory and to automate it. Proposed improvements must be analysed, in a business-like manner, to ensure that they bring a reasonable net return on the costs and efforts invested in their development and implementation and that they fit into an overall human resource strategy. 
How Skills Inventories Can Be Used
Getting a precise measure of the size of the Public Service is sometimes a challenge; it may be growing in some sectors, while, at the same time, shrinking in others. External hiring may occur in some places, while people are laid off elsewhere. Moreover, as programs move from the developmental stage to maintenance functions, there are lower and different resource needs. Staff required in the earlier stages are no longer needed. A «priority system» exists, to try to move surplus employees into areas that are growing. But the system's use of information on employee skills is far from ideal.
The federal government is comprised of a large number of completely separate and distinct organizations employing approximately 240,000 persons. While the public perceives the government to be one unit, in reality the organizations differ dramatically, one from the other. They range from only a few employees (e.g., RCMP External Review Committee, 2; Copyright Board, 5; Canadian Secretariat, 8; Civil Aviation Tribunal, 6) to organizations large enough to be small cities, and employing thousands of individuals (e.g., National Revenue, the former Taxation and Customs and Excise combined, 45,000; National Defence, 30,760; Human Resources and Labour Canada, 27,000; Transport Canada, 19,081; Government Services Canada, 19,000). Different in all ways (e.g., size, mandate, nature of operations, types of employees), these organizations resemble one another minimally.
Currently, departments show enormous variations, duplication and sentiments of «uniqueness» with regard to human resource information. The challenge is to encourage departments to manage their human resources in similar ways, sharing experiences and systems to avoid duplication and to reduce expenditures. Employee skills inventories are tools for bringing departments closer to this goal.
Skills information on employees can be used in the ways described below.
Within A Department
•	For recruitment, staffing, deployment and assignments: inventories provide standardized information about the skills and abilities of individuals:
-	being brought into the federal government as recruits;
-	already in the government who may be suitable for and interested in particular vacancies, or for promotional or career development reasons; and
-	individuals directly or potentially affected by restructuring and succession planning activities. 
Moreover, comprehensive information about the people in an organization can either speed up staffing, or eliminate it entirely in cases where lateral moves of individuals who are already skilled can be considered as an alternative. Under the new Public Service Reform Act (Bill C-26), deployment to different positions will be based on the employee's strengths or weaknesses in certain skills. As well, the broader groupings under the Universal Job Evaluation Plan (UJEP) will likely create a need for more precise information about skills.
•	For organizational structure: skills can be a basis for job description systems, and can be hierarchically organized to highlight the progression between levels within a job category. Subsequently, functions, jobs and skill sets can be analysed when rationalizing or restructuring organizations.
•	For identifying gaps in training: the skills of incumbents of positions are sometimes out of alignment with the requirements of their jobs. Comparing the two quickly identifies the training needs of individuals. Particularly during times of restructuring and downsizing, employees may be asked to do more, or to do things differently, which may result in a need for training.
Analysing the collective bank of employees' skills can help identify strategic and corporate training requirements. Moreover, knowledge, at the corporate level, of serious skills gaps or surpluses enables the organization to plan for recruitment or downsizing.
•	For career planning and employee development: an individual's skills can be compared to a profile of the group of which he or she is a member, identifying strengths and weaknesses. Employees can then be counselled on the skills required for advancement or on lateral developmental job openings for which they are suited and from which they may gain skills required for promotions. Moreover, management can be informed of individuals whose skill levels exceed requirements and who may be ready for higher level duties.
•	For organizational integration: in national organizations, geography often places a limitation on the movement of employees if they are not known outside the region. Having skills inventories available on a distributed network can eliminate this barrier. Likewise, having an automated employee skills inventory can greatly accelerate putting together teams for special projects in matrix organizations that need to identify people with just the right skills. 
•	For focusing on special communities: analysing the skill profiles of groups such as employment equity designated groups, the Executive Group, and the financial, personnel, or informatics community, facilitates planning to better recruit, develop and utilize the resources found in these groups.
•	To assess performance towards articulated goals: both individuals and organizations can use skills information to evaluate progress towards developmental and career goals or towards corporate human resource strategic goals.
•	For forecasting future employment requirements: skill requirements can be extrapolated from future business scenarios and compared with the existing skills base to target long-term developmental and recruitment initiatives. 
Between Departments
•	To cross-fertilize concepts between departments and to develop corporate individuals: cross-fertilization among departments helps to develop, particularly among executives, individuals with a corporate view and broad experience. While this is particularly critical for the Executive Group, many other functional groups such as FIs, CSs, and PEs would be well served by such an approach. In 1991, 12 per cent of all mobility actions in the National Capital Region were interdepartmental; in the regions only 6 per cent of all actions were interdepartmental; interdepartmental moves within the EX category were only 13 per cent (a detailed discussion of mobility patterns in the federal Public Service is included in Appendix A). The relatively low mobility interdepartmentally would seem to indicate that skills are not easily transported, that departments have all they can do to deploy their own surplus resources during a period of government downsizing, or that reliable data concerning employees from outside departments are not available. 
•	To develop common standards among departments and encourage consistency of approach within communities: this application of skills inventories is of particular importance from a strategic perspective in meeting the objectives of the Council of Administrative Reform (CAR). The Council's goal is to ensure that technology directions, personnel practices, materiel management and financial practices are consistent across the Public Service.
Five Examples of How Skills Inventories Are Used in the Private Sector
Making government function more like private industry is a popular management concept these days. In its handling of human resources, how does the government compare with private sector companies such as Xerox, Shell or IBM? If the president of Xerox wanted to know about the skills of employees in various divisions, would it be possible? Would he or she be able to assemble groups of employees having specific skills? The experiences of five companies with skills inventories are described below.
XEROX CANADA LTD.
5650 YONGE STREET
NORTH YORK, ONTARIO
M2M 4G7
Contact:  Josalyne Traub 
Director, Organization Development
(416) 733-6888
Job Profiles
Xerox, which has spent the past two years developing its system, has completed job profiles for four streams of employees who account for over half of its staff of 4500. These four streams involve the staff who are closest to the customer: sales, technical support, professional support, and administration.  There are dozens of groupings in each stream.
Xerox uses job profiles to facilitate the following activities:
•	development of hiring profiles;
•	development and implementation of education and training strategies;
•	development and implementation of Human Resource Management process enhancements;
•	development and support of Xerox as a learning organization; and
•	development and implementation of strategies for work force preparedness.
The job profile thus makes possible a number of activities that are critical for operational processes and development of the organization.
There are four phases in the Job Profile cycle which constitutes a development system:
•	job profiling;
•	Competency Assessment Guide;
•	Development Resource Guide; and
•	development portfolio and implementation.
Phase 1	Job Profiling
•	Identify emerging customer requirements and future business conditions using corporate strategic documents.
•	Identify business strategies: what business strategies have been identified to move Xerox forward over the next three to four years to meet customers' demands?
•	Identify products and services employees need to produce and determine required outputs.
•	From the outputs required, identify the attributes (personal characteristics) that the work force needs to produce the required output. This is developed in teams and relates to attributes that are not easy to change with training such as: maturity, stability, willingness to work.
•	Identify knowledge and skills to produce outputs (i.e., competencies).
•	Identify the level required in each competency for any job. There is a five-point scale: 1 = functional (lowest level of proficiency); 2 = proficient; 3 = highly skilled; 4 = master; 5 = role model.
Phase 2	Competency Assessment Guide
Employees assess themselves using the Competency Assessment Guide, which identifies the specific desired levels of competencies for any job. During this phase, employees identify developmental gaps which are then verified by management. They complete forms that are later linked to job structures and promotion.
Phase 3	Development Resource Guide
Employees use the Development Resource Guide, which is a compilation of all developmental and training resources available to help them reach the desired level of competency for job skills. Each skill is assessed based on the impact it will have on learning and assess what level of competency will be achieved when the employee has completed specific learning activities.
Employees use this information to develop a plan that will bridge the gaps in their set of skills and target their required development. Xerox is moving towards self-managed learning.
Phase 4	Development Portfolio and Implementation
The employee creates an up-to-date development portfolio of action plans. The employee is responsible for changing and revising the portfolio, as required, when certain learning activities such as education and training have been completed. At the end of the cycle, each employee should have a personalized, up-to-date development portfolio based on information the corporation generates about what is desired by the customer and valued by Xerox.
SHELL OIL
HOUSTON, TEXAS
U.S.A.
Contact:  Linda Pearce
(713) 241-1617
Skills Pool Management
Shell Oil uses a skills inventory that is driven by the business plan to help employees develop training plans and manage their own learning. The company contracted a consultant to develop the skills inventory specifically for Shell's requirements. Focus groups were used to develop the lists of skills.
This inventory provides and describes a set of valued skills and is used for all groups of employees. Employees log into the system, which is on a mainframe computer, and view the skills required for their generic job title. They use this to identify needs which are then reviewed by their manager and ranked in order of priority.
There are five competency levels: 0 = slight awareness; 1 = awareness but no working knowledge; 2 = some supervision required; 3 = able to supervise others; and 4 = teacher. There are 20 job specialty areas and over 400 skills.
The inventory was introduced in mid-1991 with the objective of focusing on training investments tied to business. Shell wanted to let employees know what is important to the business so they could design a training plan tied to their job (i.e., relevant). 
It took between six weeks and six months to start up the various groups depending on the ground work that had been done. This system has been implemented in about 25 per cent of Shell's organization.
Feedback from staff is positive because the skills pool management empowers them to enroll in courses and manage their own time. Managers review and approve the plans and their costs. Employees have some anxiety about the gap between their current skills and what is required to fulfil the strategic requirements of Shell. However, they do not have to show the self-assessment of competencies to their manager. 
IBM CANADA
3500 STEELES AVE. EAST
MARKHAM, ONTARIO
L3R 2Z1
Contact:  Dr. Anita Ross
Vice President, Human Resources
(905) 361-2397
Tom Davies
(Executive Assistant, Lesley Taylor)
(905) 361-2365
IBM has four major streams of activity related to career management:
•	the personal development program,
•	appraisals,
•	skills inventory, and
•	executive planning.
Except for executive planning, IBM has moved from a top-down approach, which placed the responsibility on the managers, to a more bottom-up process. 
The personal development program is structured so that every supervisor must meet his or her employee at least once a year to complete the plan. The employee describes his or her definition of career success, short - and long-term, and strengths and areas for development; and proposes a plan for the next 12 months. This may include such elements as formal training, reading, assignments within the company or courses. The manager and the employee discuss the plan and finalize it. The manager writes up the meeting, but does not report it to any other part of the organization. The manager is expected to recognize that developing employee skills is a critical success factor, and to move the plan forward without being monitored or encouraged by superiors. Should employees feel they are being thwarted, they can seek assistance from their manager's superior or a staff human resources person. 
Appraisals are carried out once a year. This is a formal program, with the manager initiating the process. The employee completes the report first, then meets with the manager to discuss it. The appraisal becomes part of the employee's file, and directly affects remuneration.
Responsibility for the employee skills inventory is divided between employees and managers. Management ensures that skills that are essential now and in the future are correctly identified, and that the company is investing in these skills so it can remain competitive and exploit opportunities. 
The skills development portion is now the responsibility of employees. They identify their developmental needs, as described earlier under the personal development program, and maintain the inventory. The skills and level of expertise required for many of the jobs at IBM have already been identified. Employees can call up the template and assess their skills against those identified in the inventory. In addition, they may add items to the existing list of skills required. A five-point range for levels of skill is used: employees indicate their current level against the target, as well as how long it will take them to reach the desired level. These developmental plans are then integrated into the personal development plan for the employee.
IBM considers skills to be a company asset, and is moving to provide more open access to the system. Currently, managers can view and update files, while employees can view and update only their own files. Both employees and managers access the inventory frequently. When forming teams, staff query the inventory for complementary skills to find names, or scan for names to get skills.
This inventory is currently in place for approximately 60,000 IBM employees internationally. It is intended for in-house use, and is not being marketed as a product. One programmer in the Toronto lab wrote the software. The system was developed over a period of six to eight months, at a cost of around $100K. Users across the company share the current annual cost of the inventory, which is approximately $12,500 per division including updates, enhancements and maintenance. This cost does not include time employees spend updating their files, but that time is minimal. 
Surveys IBM has conducted indicate the inventory is heavily used. The system is accessed for operational purposes such as setting up a team, or for identifying skills gaps to help set up training plans for employees, as well as for other reasons. 
The executive inventory is a process where employees must prepare a «personal contribution plan,» annually, that identifies where the employee wants to go and a plan for getting there. The company helps by evaluating its managers on how well they identify and develop high-flyers and on how readily they assist these people in moving out of their areas. Each manager must identify some high-flyers.
Employees have two separate annual meetings with their manager; one for evaluation and one for development. Prior to the development meeting, the employee goes through the following steps:
•	the employee decides where he or she would like to work in the company next;
•	the employee's manager is consulted and, if he or she agrees it's a good idea;
•	the employee's manager contacts the manager in the area of interest and recommends that he or she meet with the employee for an «interest interview»;
•	during the interest interview, the second manager outlines the kinds of skills and experience the best employees have brought to the unit and suggests how this employee might prepare for a move into this unit. 
These face-to-face meetings are the key to IBM's human resource management practice. This model has been operating for about two years. Prior to that, IBM was somewhat more «systems» based, but they have abandoned that approach entirely. The onus for development is on each employee and manager as a team. Managers are evaluated on their team leading and developing skills and IBM gives out team achievement awards.
ROYAL BANK
HEADQUARTERS
MONTREAL, QUEBEC
Contact:  Randy Gilbert
Manager, Human Resource Planning
(514) 874-6542
The Royal Bank has two skills inventories.
The Executive Leadership Review System: this is a state-of-the-art system custom-designed for the Royal Bank by Organization Metrics (see Appendix C), and used for succession planning for the top 300 executive positions within the bank. The system provides «360-degree» feedback on each executive in the bank. This means that the executive's peers, supervisors, subordinates, and sometimes clients, all contribute to the review. There is one senior executive whose sole job is to conduct leadership reviews using the system and to do ongoing succession planning.
The bank is extremely pleased with the Executive System, but believes it is too sophisticated to be replicated for the other 57,000 positions in the bank. 
Personnel Information System: within the corporate personnel system (which has been operating for 10 years), the bank has a Management Information Module, which is used primarily for the employee appraisal process. It consists of a broad level (i.e., not detailed) inventory of skills and aptitudes generic to banking. From a paper list of 20 to 30 generic skills, the manager chooses the eight skills that are key to a particular position and then rates the employee against them.
The bank has identified a need to upgrade its inventory. Work has begun on a new profile of the skills, attributes and knowledge required to be a successful private banker. There are plans to eventually review all job categories in the bank and assign specific skills to each job. The bank's Guide to Management Jobs tells employees what general qualifications and experience are needed for management positions. Only the Executive System has been automated.
CANADIAN IMPERIAL BANK OF COMMERCE
COMMERCE COURT
25 KING ST. WEST
TORONTO, ONTARIO
M5L 1A2
Contact:  Lesley Qureshi
Manager, Capability Group
(416) 784-6950
Over the past two and a half years, four employees have been dedicated to building 38 competency models that cover all the job groups within the Canadian Imperial Bank of Commerce (CIBC). Examples of competencies would be «people management» and leadership. Each competency is further broken down into 5 to 20 skills, knowledge and attributes. Skills are not performance-based.
These competency models are used primarily to prepare developmental plans for employees based on analysis and discussions between workers and their supervisors. The competency models form a component of a self-learning environment the Bank is promoting. Employees are encouraged to do self-assessments using the models and to prepare their own learning plans. They are presently writing a Learning Guide that will identify both knowledge and experiential learning programs available from the bank, but these «solutions» are not yet linked to skills. The CIBC also plans to use the models to grade jobs, and for recruitment and selection.
To get the project going, the CIBC initially targeted small groups within the Bank whose managers already had an interest in developing their people. These managers were eager to participate when they saw the links between development and the Bank's strategic business plan.
The inventory is on a mainframe computer at Headquarters but can be accessed by all branches. The system was built in-house between February and April 1993.
Examples of Employee Skills Inventories in the Federal Government
Service-Wide Examples
Three service-wide skills inventories are described briefly in this section. All are based upon a skills profile and are designed to provide skills information on federal employees to all departments.
Management Resourcing Information System (MRIS)
The Public Service Commission (PSC) is responsible for collecting MRIS data and distributing reports. The primary objective of the MRIS is to provide information about possible candidates for competitive actions at the EX levels. The MRIS is built upon an extensive skills profile that is organized into seven large skill groups (e.g., government affairs, social disciplines, mathematics and systems), each broken out into a set of sub-skills. The profile currently contains a total of 300 skills, but there are plans to expand and upgrade it in the near future.
The Executive Staffing Branch of the PSC uses MRIS reports for its staffing actions. The total potential population covered by the MRIS is approximately 30,000; this includes all EXs, EX minus 1s, and EX minus 2s and junior levels of the personnel and financial administration groups. The MRIS has been in operation since 1980, and replaced DataStream, a system designed for a similar purpose but covering a broader range of Public Service occupational categories and levels.
The MRIS is a self-coded inventory. Working from the MRIS guide, which lists and defines the skills words, employees profile their own skills and experience. Although 24 skills can be entered, employees usually report between 12 and 14. A descriptive paragraph can also be included. The employee can identify the last seven jobs he or she has held; the system automatically drops off earlier positions as new ones are added. Currently, new hard copy material is being developed for the use of employees, and it is hoped that eventually the system will move to electronic entries. 
The system is linked with the Reports on Staffing Transactions (ROSTs), which are generated whenever an employee is appointed to a new position. The two systems are in the process of being integrated to eliminate duplication of data. Approximately 130,000 ROSTs are received each year. Appraisals are also fed into the MRIS annually. There are, however, no other links with departmental employee skills inventories. The skills lexicons used in departments are custom-made to reflect the business of the department. Most departmental systems do not interface with MRIS. Some departments, such as Transport Canada, send tapes that automatically update the central MRIS system.
The annual cost of running the MRIS is approximately $250,000. This includes the human resources involved in management and inputting, printing, and materials. The equipment for MRIS is being upgraded so that information can be scanned rather than input through data entry. This will reduce its operating costs.
The MRIS is used almost exclusively for staffing EX positions. This is reflected in the rate of completion, which drops off significantly below the EX level. Recent statistics (1992) indicate that of the 31,000 members of the population, 60 per cent have completed the form. Of those who are participating in the MRIS, 12.8 per cent are EXs and 87.2 per cent are EX-1s and EX-2s. The MRIS received approximately 15,000 appraisals in 1992, 50 per cent from EXs, and 50 per cent from the lower levels. Sixty-five per cent of EXs complete the narrative portion; 45 per cent at the lower levels. Approximately 400 potential members of the population refuse to participate.
National Applicant Inventory System (NAIS)/Priority Administration System (PAS)
The NAIS (or PAS) is another Public Service Commission inventory built on a lexicon of skills. It is used to capture employment information primarily from persons outside the Public Service who are applying for employment with the federal government. Using an inventory of approximately 1400 skill words, a PSC resourcing officer codes information taken from the applicant's résumé. The skills are organized into 90 job profiles. (A job profile does not correspond to specific Public Service positions but to more general job descriptions such as scientist or educator). It took three people almost two years to develop this extensive skill lexicon in consultation with departments. The inventory now contains records for approximately 12,000 applicants. The PSC is moving towards applicant self-coding. Some departments manage components of the NAIS for the PSC. For example, Agriculture Canada is the lead department for the recruitment of agronomists.
Executive Assessment Centre
The PSC provides government departments with a variety of tools for assessing competencies. These tools can be used to develop job profiles, which is the first step towards developing an inventory of skills.
The PSC also provides consultation and assessment services. Assessment centres provide individuals with an opportunity to demonstrate their leadership and management abilities in a series of interrelated simulation exercises. The PSC currently offers three assessment centre programs:
•	an assessment centre to identify those with the potential to progress to the middle management level;
•	an assessment centre to identify those with the potential to progress to executive positions; and
•	an assessment centre that is part of the selection process to the Executive Group.
Underlying all three programs is a framework for skills called «A Profile of Public Service Leaders and Managers,» developed by the Treasury Board Secretariat and the Public Service Commission. The profile identifies five levels of managerial and leadership skills required of positions in the management stream from supervisor to assistant deputy minister. The profile provides a basis for selecting, evaluating and developing leaders and managers across the Public Service. It can also be used by employees in planning and managing their own careers.
As a final service-wide example, the Personnel Renewal Council is completing work on a «future competencies» profile of human resource specialists. The Council has forecasted key skills that will be required of personnel officers given the rapidly changing environment in which they work and the evolution of their role from controller, to consultant, to management. The profile will be used for recruitment, development and career management.
Departmental Examples
In the survey, 14 departments indicated that they were using some form of employee skills inventory. Their responses are summarized below, and laid out again in tabular form in Appendix B. It is known, however, that National Revenue (Customs and Excise), Transport Canada, and the former Office of the Comptroller General, while not described below, have all constructed skills profiles and, in some cases, have developed employee skills inventories based on them.
Appendix C summarizes the results of the survey under five columns of information, covering every aspect of the use of the inventory, its cost, recommendations, positive and negative features, a contact name, and more.
Costs to develop and implement the systems described below range from a low of $7000 to a high of $300,000. The extent and complexity of the systems vary significantly, but most departments reported satisfaction with their systems. The inventories appear to be used most frequently by personnel specialists. 
Transportation Safety Board of Canada
The Board has a manual inventory of employee profiles that will be automated over the next year. While the inventory has proved very useful to the senior management, the work required to update the inventory was identified as a negative feature. Cost to develop: .5 PY. Current cost to run: approximately .125 PY.
Canadian International Development Agency (CIDA)
The agency's system has been running for seven years. It allows the data to be easily accessed and manipulated, but since employees input certain elements directly, the document must sometimes be revised to preserve accuracy. Unethical uses of the system have been observed at times. The system was developed by staff and a contractor. Personnel experts access the system some 240 times a day! Cost to implement: approximately $300,000. Costs to run it: approximately $100,000 or 3 PY's.
Communications Canada
The Department of Communications' career management inventory has been running for about three years. It is partially automated with only basic information computerized. This is supplemented by manual access to CVs, appraisals, career aspirations, and other personnel data such as security clearance and language proficiency. It was adapted from Q & A, and was up and running in one day, with a starting inventory of 30 employees. Personnel staff access the system on average once a week, and line managers once a month. It costs approximately $8,500 annually to run.
Canadian Radio-television and Telecommunications Commission
The CRTC's system has been in use for about a year, and is expected to be fully operational by October 1993. Two categories and 16 skills are used. The system provides easy access to a description of every employee. The software used (Advanced Revelation) is not well-known. It was obtained through the DSS Software Exchange and customized for the department by a contractor. Personnel specialists use the system daily, with employees providing the input. It cost approximately $50,000 to purchase and implement, and costs $5,000 annually to run.
Department of Justice Canada
The Department of Justice is running a pilot project on their senior management group. Participants (who input their own data) are asked to identify their experience only. Other information from the Performance Review and Employee Appraisal (PREA) is downloaded into the system. The inventory is not integrated into the Personnel Management Information System because of the software design. The department points out that this kind of stand-alone system may cause problems. The system cost approximately $26,000 to develop, and has been operating for about 18 months, although it still has a few bugs. The cost to operate it on an ongoing basis was not provided.
Department of Fisheries and Oceans
Its system was developed by internal staff, at a cost of approximately $7,000. The system is an inventory of women, and is used for staffing EX-3 positions and above. Employees do the inputting, with a specialist's approval (e.g., career counsellor or system manager). It has provided a useful tool to ensure visibility for women in staffing actions. One problem is the reluctance of some women to be included in the inventory. It took eight months to become operational, and has been in use for two years.
Department of Forestry
This department has an inventory for technicians that was developed by the employee group. The inventory is based on the model from Agriculture Canada for agronomists, to respond to expressed requirements of the group. It appears to satisfy these requirements. Employees use it frequently, but management rarely accesses the system, so that it is not clear that the system will continue to be supported. The cost and time to become operational were not identified.
Indian and Northern Affairs Canada
This department uses the Human Resources Planning module of their Human Resource Information System. It uses 950 codes and free-form fields. While this provides flexibility, it also makes data somewhat more difficult to extract. The system was developed by a contractor to work on the mainframe computer. Personnel experts use the system, or access it for line managers, but it is used infrequently. The department did not assess the costs to start up the system, or to maintain it.
Public Service Commission
A module from the Personnel Management Information System (PMIS) was customized by staff and a contractor to meet the department's needs. It was implemented in 1989 at a cost of $15,000. The skills identified in the inventory are updated on an as-required basis by employees, managers, or personnel staff.
Government Services Canada
This department has a number of inventories in development or in use. Most have been initiated and carried forward by line managers and branches, rather than by the human resources services. Most are used for human resources planning, but some are also intended for selection and training. One is specifically for the CS community, both within and outside the department. Many regions have inventories and use them for their regional employee base. In the Pacific region, the system now works well as a log of training and work experience for analysing gaps in skills. It took over a year to become operational, but is now used by line managers, with input of both employees and users. In the Superannuation Branch, the system is still being implemented, at an approximate cost of $6,000. Consulting and Audit Canada, a Special Operating Agency in GSC, is developing a relatively sophisticated system that will be used in analysing training needs and current skills bases for project assignment as well as corporate training plans. The Nova Scotia region and headquarters also have systems in place.
Environment Canada (Parks)
This inventory is a pilot project that was scheduled to become operational within a month of the survey, at a cost of $5,000. It is intended for line managers and project managers, and proved flexible in terms of the frequency of user accesses (which is high) and integration with different applications.
Agriculture Canada
Agriculture Canada has two automated skills inventories. One is used for human resources planning activities for the Scientific and Professional category. It provides management with an inventory of all scientific and professional personnel by major area of research. It is also used to forecast the number of scientists and professionals needed to support its research activities in the years to come. The inventory, however, is limited for identifying skills and language proficiency. It does not provide information on employee strengths and weaknesses or training and development requirements. The system took less than a year to become operational, but is now used by line managers.
The second inventory, the TAS Skills Inventory, which has been running for eight months, is used to search for a broad and/or narrow range of skills to match project or assignment requirements. However, the system record contains many skill sets that are not broken down by category or level. It is used by TAS coordinators on a daily basis, and only employees are able to provide the input. The inventory will be redesigned in the coming year. 
The cost to develop and to operate the two inventories described above was not provided.
National Capital Commission
The NCC focuses more on position and employee profiles than on catalogues of specific skills. The Management Profile is based on six main factors: leading, team building, communicating, orchestrating, influencing and innovating. Within these abilities are the following attributes: flexibility, insight, people orientation and results orientation. The Management Profile is used for positions at the level of vice-president and director and is currently being expanded to include key chief-level positions classified at the EX-1 and -2 levels and the EX minus 1 and EX minus 2 levels. A Competency Profile is currently being developed for the use of human resources professionals.
Products Currently Available in the Private Sector
As part of this study, a questionnaire was sent to approximately 350 private sector companies in Canada and the United States likely to have products or services related to skills inventories. Of these, 39 had a relevant product which they described for this study. This information is summarized in an unofficial «shoppers guide» found in Appendix C. The reader can use this guide to identify the companies whose products or services are of greatest interest. The guide has been organized to provide information on:
•	company name and experience,
•	product name,
•	product uses,
•	the structure/complexity of the skills profile,
•	employee record capacity,
•	development time,
•	technological specifications,
•	price,
•	clients using this product, and
•	consulting services offered.
The majority of the companies provide a very flexible tool that could be customized to suit the user, at a price, of course. The costs ranged from a low of around $1,595 (US) from EXXIS Corporation in Phoenix, for a product offering access by a single user, network analysis, on-site training, and customized programming, to a high of hundreds of thousands of dollars. Since the cost is highly dependent on the actual work involved, this information may not be particularly reliable. Some companies that replied had been in business over 20 years, while others had begun quite recently. A good indicator of stability is to combine this information with the list of installations and numbers of users. This should provide a good indication of the company's track record. The time required for the inventories to become operational ranged from a low of 10 days (20 to 30 to become proficient) to a high of 18 months. Again, the design of the inventory and the state of readiness of the organization would be key factors. Many of the inventories were designed to scan résumés and capture data on or off site, as a module (that could usually stand alone) of a larger human resources information system.
Observations
While this research and report did not have the objective of providing observations and recommendations, the following statements based on the results of the work may be useful:
•	there is a considerable amount of work and interest in both the private and public sectors in the area of employee skills inventories. It is apparent that this interest and need will continue to grow;
•	in the federal Public Service, there is no standardization of inventory format or use, and little exchange of skills lexicons or data between or even within departments. Few departments are linked electronically, and not many departments interface with the corporate systems;
•	there does not seem to be a specific body tasked with the responsibility of acting as a focus for, or coordinating information on, employee skills inventories in the federal government;
•	a significant number of known departmental users did not respond to the questionnaire; and
•	many current inventories appear to have duplicated work that had already been done in other departments. This would not seem to be an economical approach.
Recommendations
The steering committee was not tasked to produce recommendations, but its members feel very strongly that employee skills inventories are a potentially valuable tool for Public Service human resource management. The committee would like to undertake some follow-up action with support from the Human Resources Development Council and other authoritative bodies such as the Treasury Board Secretariat.
Therefore, the steering committee submits the following recommendations:
•	that an interdepartmental committee on employee skills inventories be formed, with a mandate to review current activities, exchange information, and act as a focal point for ESI information and activities;
•	that the committee undertake follow-up work to this report, consisting of a more detailed analysis of some specific vendor and departmental information, and develop more elaborate criteria for assessing existing products;
•	that some minimum standards with respect to compatibility of systems be set . For example, while it may not be possible to identify any one system suitable for all departments, some minimum capability of common data capture and dissemination should be established;
•	that this report be submitted to the Human Resources Development Council. If the Council concurs, the report then be distributed to all deputies, ADMs and DGs of Personnel, the Career Management Steering Committee, and the unions; and
•	that a symposium for users, interested parties, and vendors be planned, to display available products and share information among private and public sector users. This could be hosted by a consortium of interested parties, such as the Treasury Board Secretariat, CCMD, CAC, and several user departments.

Appendix A - Current Mobility Patterns in the Federal Public Service
One of the uses of employee skills inventories mentioned was to support mobility practices. Internal and interdepartmental mobility patterns were examined by region, department, and group, to determine what patterns exist, and to establish whether an employee inventory system would be more useful in applications at the departmental or interdepartmental (corporate) level.
General: overall mobility in the Public Service was examined for the calendar year 1991. Of all mobility actions (88,835) occurring in the population of 240,903 Public Service employees as of December 1991, only four per cent occurred interdepartmentally. Recognizing that the statistics on mobility are somewhat skewed by the relatively high number of actions relative to extensions of term employees (39,070, or 44 per cent of all mobility actions), the category of reappointments of terms was removed so that the permanent (indeterminate) population alone could be examined. Of the 49,765 mobility actions relating to permanent employees, eight per cent occurred between departments. Little variation has occurred since 1987.
This finding contrasts with the philosophy that the federal government should foster more exchange of employees interdepartmentally, to cross-pollinate ideas and to standardize practices. This conflict between philosophy and reality raises an interesting issue: is this the ideal level of exchange of employees between departments?
NCR versus the Regions: there is more interdepartmental mobility in the NCR than occurs in the regions. In the NCR, 12 per cent of all mobility actions occurred between departments, while in the regions this exchange was halved (6 per cent).
This lack of interdepartmental mobility varied little from region to region, except for Alberta. There the movement between departments, although still low at 10 per cent, more closely approximated mobility in the NCR.
Departmental Differences: some organizations showed more insularity than others. While there appears to be some correlation with size of the organization (small agencies, in particular, exhibit more interaction with other departments), there appear to be other factors that affect interdepartmental mobility as well, such as mandate, specializations, and professional requirements unique to the organization.
Table 1 below shows large departments with the highest interdepartmental mobility rates.
Table 1 - Departments with the Highest Interdepartmental Mobility

Name of Department	Interdepartmental Mobility Rate 
(per cent)	
Department of Finance Canada	16	
Forestry Canada	13	
Industry, Science and Technology Canada	19	
Labour Canada	21	
Office of the Comptroller General	45	
Privy Council Office	31	
Public Service Commission	20	
Royal Canadian Mounted Police	14	
Solicitor General Canada	26	
Treasury Board of Canada	38	

Large departments whose mobility patterns show the least interaction with other departments are shown in Table 2.
Table 2 - Departments with the Lowest Interdepartmental Mobility

Name of Department	Interdepartmental Mobility Rate 
(per cent)	
National Defence	4	
Employment and Immigration Canada	4	
Transport Canada	4	
Correctional Service Canada	4	
Statistics Canada	5	
Revenue Canada Taxation	4	

Differences by Occupational Category and Group: the interdepartmental mobility rates of the various occupational categories were analysed for 1991 and are shown in Table 3.
Table 3 - Interdepartmental Mobility Rate by Occupational Category

Category	Interdepartmental Mobility Rate 
(per cent)	
Executive	11	
Scientific and Professional	7	
Admin. and Foreign Service	11	
Technical	3	
Administrative Support	9	
Operational	2	

The Operational, Technical and Scientific and Professional categories were examined in more detail to find which groups had the lowest rates (only groups of more than 700 employees are included). The results are shown in Table 4.
Table 4 - Groups with the Lowest Interdepartmental Mobility Rates within the Lowest Categories

Category	

Group	Interdepartmental Mobility Rate 
(per cent)	
Scientific and Professional			
	MA (Mathematics)	0	
	MT (Meteorology)	1	
	NU (Nursing)	2	
	SE (Scientific Research)	2	
	UT (University Teaching)	0	
	VS (Veterinary Science)	0	
Technical			
	AI (Air Traffic Control)	1	
	PI (Prim. Prods. Inspect.)	1	
	RO (Radio Operations)	0	
	SO (Ships' Officers)	0	
Operational			
	CX (Correctional)	1	
	GL (General Labour and Trades)	2	
	GS (General Services)	1	
	HS (Hospital Services)	0	
	PR (Printing Operations)	1	
	SC (Ships' Crews)	0	
	SR (Ships Repair)	1	

The following table shows that certain groups in the various categories had relatively high interdepartmental mobility.
Table 5 - Groups with the Highest Interdepartmental Mobility Rates

Category	

Group	Interdepartmental Mobility Rate 
(per cent)	
Management			
	EX (Executive)	13	
Scientific and Professional			
	ES (Econ., Soc., Stats.)	13	
	LS (Library Services)	21	
	PC (Physical Sciences)	13	
Admin. and Foreign Service			
	AS (Admin. Services)	11	
	CO (Commerce)	16	
	CS (Computer Systems Admin.)	11	
	FI (Financial Admin.)	28	
	IS (Information Services)	21	
	OM (Org. and Methods)	11	
	PE (Personnel Admin.)	26	
Administrative Support			
	ST (Sec., Steno. and Typing)	14	

There are, then, certain communities in the Public Service whose members can more easily move from one department to another. Could it be that they require special attention in terms of facilitating this tendency to move their skills across departments in the government?

Appendix B - Existing Products and Services for Employee Skills Inventories in Government Departments
Department Name	Product Name	Type of Product	
Transportation Safety Board of Canada	Employee Profiles 	Manual	
Department of Justice	C.M. System	Partially automated	
Department of Fisheries and Oceans	Inventory of Women	Manual	
Communications Canada	Career Mgt. Inventory	Partially automated	
Forestry Canada	Skills Inventory	Manual	
Public Service Commission	SIRH (PC/PG)	Automated	
Canadian International Development Agency	Not available	Not available	
Indian and Northern Affairs Canada	HRIS	Automated	
CRTC	PMIS	Automated	
National Defence	No name	Automated	
Government Services Canada Headquarters	Selection, Career Planning and Training	Automated	
Government Services Canada Nova Scotia Region	Human Resources Planning	Automated	
Government Services Canada Institute for the CS Community	Human Resources Planning	Automated	
Government Services Canada Pacific Directorate	Human Resources Planning	Automated	
Government Services Canada Superannuation	Human Resources Planning	Automated	
Government Services Canada	HRPSS	Automated	
Consulting and Audit Canada			
Environment Canada Parks Service	No name	Automated	
Agriculture Canada	TAS Skills Inventory 	Automated	
Human Resources	Planning		
National Capital Commission	Management Profile	Automated	

Appendix C - Products Currently Available from the Private Sector
LEGEND FOR THE COLUMN PRODUCT USES
1.	recruitment tool
2.	staffing
3.	assigning employees to projects
4.	priority placement of surplus employees
5.	job descriptions	6.	to identify training gaps, do analysis
7.	to work with special communities (e.g., personnel)
8.	organizational development or analysis
9.	succession planning
10.	career development of individuals	11.	performance review
12.	employment equity
13.	downsizing
14.	other (text)	

COMPANY PROFILE	PRODUCT-SERVICE PROFILE	SKILLS PROFILE	SYSTEMS PROFILE	CLIENT PROFILE	
Product name: Skills Master					
The Clarendon Consulting Group
24 Java Street
Ottawa, Ontario
K1Y 3L3
Attn:  Ken Duff
In business since 1988
Skills Master is one of a series of custom-designed human resources management support tools from the HR manager's toolbox. All applications are designed using a highly recognized third-party software product and are fully supported by qualified HR professionals.	pre-packaged and/or customized;
stand-alone
bilingual 
typically operational in 45 days 
between $2,500 and $5,000, depending on the degree of customization 
full range of services provided.	supports uses: 1, 2, 4, 6, 8, 11, 14 plus overall HR planning 
because of the unique nature of each application, skill definitions and competency levels are determined with the client.	runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
network and Windows compatible 
record storage limited only by hardware 
implementation of skills inventories	new product - while Skills Master is new, we have over 15 years' experience in network and Windows
•	Ottawa Board of Education, 300 records	
Product name: Skilbase					
Claymore Systems
6432 Bernice Court
Orleans, Ontario
K1C 7E5
Attn:  M. Paul Boutette
In business since 1979
Skilbase organizes and tracks training information on the basis of job-related competencies. Because all information is electronic, ease of accessibility and updating is guaranteed.	pre-packaged; 
stand-alone (normally sold «off-the-shelf» but will customize for a major purchase) 
not bilingual
operational in 2 to 3 months 
single-user version, $4,500 
full range of services provided and/or specific skill or speciality.	Supports uses: 1,3, 5, 7, 8, 10, 11, 13, 14 plus multi-skilling, pay for knowledge/skills 
permits unlimited number of skills, categories and competency levels 
user-defined	Runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
network and Windows compatible 
record storage limited only by hardware 	10 installations
•	Dupont, 250 records, 1992
•	Exxon, 80 records, 1991
•	Alberta Pacific, 500 records, 1992
•	Repap, 1500 records, 1993
•	General Electric, 2000 records, 1990	
Product name: Corporate Assessment Profile and customized package					
Creative Organizational Design 
65 Bridgeport Road, East 
Waterloo, Ontario 
N2J 2K1
Attn:  John Towler
In business since 1979	Pre-packaged and/or customized; 
stand-alone
bilingual 
start-up time varies 
price varies depending on the customizing required 
full range of services provided and/or specific skills or speciality	Supports uses: 1, 2, 3, 6, 8, 10 
permits 20 skills categories, 
35+ skills and competency levels 
5 to 9 can be defined in percentiles 
skills and categories predefined; competency levels user-defined	Runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
not network compatible 
Windows compatible 
record limit 37,000 	15 installations 
•	La-z-Boy, 400 records, 1990
•	Minit Lube, 50 records, 1989
•	Zehrs 5700 records, 1992	
D.L.G.L. Ltd
850 Michele-Bohec
Blainville, Quebec
J7C 5E2
Attn: Richard Rousseau
In business since 1980	pre-packaged or customized; 
a stand-alone module of a complete HRIS 
bilingual
price and time to become operational vary with size or  installation 
full range of services provided	supports uses: 1, 2, 8, 9, 10 
permits unlimited skills, 
categories and competency levels 
user-defined	Runs on mainframe, mid-range computers, microcomputers (PCs, i.e., IBM categories and or IBM compatible) 
network and Windows compatible
record storage limited only by hardware	•	Northern Telecom, 33,000 records,	
Product name: Drakesearch					
Drake International 
55 Bloor Street, West,
4th Floor
Toronto, Ontario
M4W 1A5
Attn: Bill Cavanaugh
Steve Schutz
In business since 1951
Customized screens to best suit the unique needs of the organization. Dial in from portable or field computers using modem access. Generate multiple password reports, both «canned» and customized, for any requirement. On-screen help.	customized; 
stand- alone
not bilingual but could be modified easily
customized system
operational in 2 months
$2,500 per installation; annual maintenance contract 15%/year; 
customization $120/hr.;
 volume discounts available
full range of services provided and/or specific skills or speciality	supports uses: 1, 2, 3, 5, 6, 7, 12
permits 100 categories, 4900 skills per category and as many competency levels as required
pre-defined, but can be completely customized to client’s needs	runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
network compatible and runs on Windows as a DOS program
functional record 
limit 100,000	30 current installations,
40 more in implementation 
•	Drake Office Overload, 1600 records, 1991
•	National Association of Friendship Centres, pilot project, still in initial stages	
Product name: EXXIS Employee Tracking System					
EXXIS Corporation
6232 North 7th Street,
Suite 210
Phoenix, Arizona 85014
Attn: Michael Million
In business since 1989
The EXXIS system is entirely menu-driven and contains easy-to-follow on-screen help. It is written in Advanced Revelation, a fourth-generation relational database that offers variable length fields and multiple values (i.e, entries) per field.	pre-packaged or customized; stand-alone; a stand-alone module of a complete HRIS
no bilingual version
operational in 10 days; 30 to 60 days to become proficient
$1,595 US for single user; network analysis, 
on-site training and customized programming
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 5, 7, 10, 11, 12, 13 
permits unlimited number of skills categories and competency levels
skills and categories pre-defined; 
competency levels user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network compatible
Windows version
scheduled for 1994 release
record storage limited only by hardware	number of total installations is confidential
•	Holiday Inn Worldwide, 35,000 records, 1991
•	The Quenn's Medical Centre, 3000 records, 1991
•	Phoenix Memorial Hospital 2500 records, 1990	
Skill inventory products developed in-house					
Feldman Gray and Associates Inc.
Suite 900
45 St. Clair Avenue, West
Toronto, Ontario  M4V 1K9
Attn: Fred Feldmen
In business since 1991
Our programs are designed to meet a client's specific circumstance and allow us to function effectively at all executive and professional levels. Our skills inventory products are designed primarily for career transition or outplacement services and programs.	customized; stand-alone
not bilingual
professional fees vary and are based upon volume, the level of clients, and/or the desired duration of the programs
no full range of services provided and no specific skills	supports uses: 10, 13
permits 14 skills categories, 25 skills, and 
1 competency level	manual
record limit 100	N/A	
Product name: HRM Resource					
GSI (Canada) Inc.
5650 Yonge Street,
Suite 1401
North York, Ontario
M2M 4G3
Attn: Kathy Jeffrey
In business since 1971	pre-packaged or customized; a module of a complete HRIS (operational only with full system installed, but this can be customized)
bilingual
operational in 3 to 6 months
for skills, 
Employee Manager Module, $16,500; 
for requirements and succession planning, Job Manager Module, $6,000 
full range of services provided	supports uses: 1, 2, 3, 5, 6, 8, 9, 10, 11, 12 
permits unlimited number of skills, categories and competency levels
user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network compatible
Windows version 
scheduled for 
1993 release
record storage 
limited only 
by hardware	150+ installations in Canada; 
000+ worldwide
•	St. Lawrence Cement, 4500 records,1989
•	Kodak Canada, 2000 records, 1991
•	Price Waterhouse, 2000 records, 1991	
Retrieval tracking					
Greentree Systems Inc.
201 San Antonio Circle,
Suite 120
Mountain View,
California 94040
Attn: Doug Rogers
In business since 1983	customized; 
data entry screens customized and pre-packaged
stand-alone
not bilingual
operational following 
2 days on-site training
$3,495 single user; $6,995 to $11,995 LAN version
screen customization; pre-loading of skills tables; user training; software enhancements support and documentation	supports uses: 1, 2, 5, 12
permits 5 skills categories, 30 skills and unlimited competency levels
user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
LAN compatible and runs on Windows as a DOS application
record limit 520,000	300+ installations	
Product name: HR Design Skills Inventory					
HR Design Consultants
352 Hillsdale Ave., East
Toronto, Ontario
M4S 1T8
Attn: Ron Van Der Wees
In business since 1982	customized; 
stand-alone 
not bilingual 
operational in 1 to 6 months (many variables involved) 
$10,000 
full range of services provided and/or specific skill or speciality	supports uses: 2, 3, 4, 5, 6, 9, 10, 13, 14 plus any HR function requiring skills analysis
permits unlimited skills, categories and competency levels
user-defined	runs on mainframe,
 mid-range computers and microcomputers (PCs, i.e., IBM or IBM compatible) 
network and Windows compatible
record storage limited only by hardware	N/A	
Product name: Super HR					
HR Hi-Tech Inc.
2892 South Sheridan Way
Oakville, Ontario
L6J 7G9
Attn: Felix Bedard
In business since 1988	pre-packaged and/or customized; a module of a complete HRIS; 
operational only with your full system installed
bilingual
operational in 3 to 4 months
single copy from $7,000 to $16,000+;network version from $10,000 to $35,000+
full range of services provided	supports uses: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11, 12, 13, 14 plus skill search, 
pay equity, 
employee training records
skills and categories; 10 pre-define competency levels or unlimited user-defined levels
user-defined or definitions could be supplied	runs on microcomputers (PCs, i.e., IBM or IBM compatible, Unix/Xenix)
network compatible
not Widows compatible
record storage limited only by hardware	200+ installations
•	Dylex Limited, 12,000 records, 1990
•	Canadian Pacific Hotels, 10,000 records, 1990
•	Blake Casselle Graydon, 1200 records, 1990
•	Memorex Telex, 340 records, 1988	
Product name: Personality					
High Line Corporation
8920 Woodbine Ave.,
Suite 402
Markham, Ontario
L3R 9W9
Attn: Karl Niemuller or Teresa Ariganello
In business since 1977
Personality is designed for inter-operability throughout your company. With an open systems concept, data can be easily imported or exported to other commonly used programs such as word processors or spreadsheets. It functions in multiple languages, under a graphical user interface that provides friendly and familiar screens using standard Windows techniques. 	pre-packaged or customized; a stand-alone module of a complete HRIS
bilingual
time required to become operational varies with number of employees and modules purchased
500 to 2999 employees = $95,000 for complete payroll/HR package, with 12 modules
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 5, 7, 8, 10, 11, 14 plus human resource/payroll software package
skills and competencies can be user-defined or customized - the system maintains and reports employees at multi-level skills	runs on mainframe and microcomputers (PCs, i.e., IBM or IBM compatible)
network and Windows compatible
record storage limited only by hardware	Approximately 120 installations
•	National Arts Centre, 1000 records, 1984
•	Alberta Motor Assoc., 1000 records,1986
•	Bombardier Inc., 1200 records, 1982
•	Donohue, 4900 records, 1986	
JPS Management Consultants
91 Cedargrove Way, S.W.
Calgary, Alberta
T2W 4V1
Attn 
Douglas A.W. Chapman
In business since 1989
The JPS system is designed to ensure an organization's culture, values and strategies can be consistently, effectively and efficiently reflected in what people are doing. Not all modules of the system need to be implemented at the same time. When an organization is ready, the various modules can be customized to support and enhance ongoing management practices and procedures. 	pre-packaged or customized; 
stand-alone; can be integrated with an existing HRIS by linking our job reference number with the HRIS employee number
working on bilingual version
operational in 3 months
from $7,500 (off-the-shelf, capacity of 50 jobs) to $78,000 (off-the-shelf, capacity of 5000 jobs)
provides a specific skill or speciality	supports uses: 1, 2, 3, 5, 6, 8, 10, 11, 12
permits 5 skill categories, 39 skills and 10 competency levels
skills and categories pre-defined; competency levels user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network and Windows compatible
record storage limited only by hardware	25+ installations
•	City of Edmonton, 1500 records, 1990
•	Canadian Micro- Electronics Corp., 27 records, 1990
•	Commcorp Financial Services, 400 records, 1991
•	Hughes Aircraft of Canada, 500 records, 1991	
Product name: HR/Link					
The Jamieson/Williams 
  Group Inc.
2420 Meadowpine Blvd.
Mississauga, Ontario
L5N 6S2
Attn: David R. Annett
In business since 1975
We are in the process of dramatically enhancing our offering of skills inventory, competency modelling and performance management. We have not finalized how the end result of the project will be incorporated into HR/Link, except that it will be leading-edge, comprehensive, integrated and on a client/server platform.	N/A	N/A	N/A	(of current HR/Link), 45 clients in 	150 locations in 15 countries
We will provide client references when the product direction is confirmed. 	
Product name: LDM					
Lintex Computer Group Inc.
730 Yonge St., 
Suite 206
Toronto, Ontario
M4Y 2B7
Attn: Jas Mann
In business since 1981
Product not prepared/ packaged for sale yet. Internal documentation is maintained for system maintenance and use.	customized  (for Lintex only at this time); stand-alone
not bilingual
operational in 2 weeks plus time for data loading; depends on organization's volume
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 5, 6
permits 15 categories, 350 skills and 4 competency levels; all can be expanded
pre-defined
not compatible with network or Windows	runs on microcomputers (PCs, i.e., IBM or IBM compatible)	5 installations internally (Lintex only)
N/A	
Product name: Leadership
Effectiveness Analysis					
MICA Management Resources
1 Queen Street, East,
Suite 2700
Toronto, Ontario
Attn: Frank Huggins
In business since 1973
Most in-depth assessment process on the market.	pre-packaged and/or customized
bilingual
price varies by project
full range of services provided	supports uses: 1, 2, 3, 6, 8, 9, 10
permits 6 skills categories and 22 skills; does not support competency levels
pre-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
not network compatible
Windows compatible
record storage limited only by hardware	50+ organizations internationally
•	Employment and Immigration Canada, 15 records, 1991
•	Labatt, 84 records, 1992
•	National Grocers, 50 records, 1990	
Product name: HR INTELLECT					
Microtrek Development
25 Royal Crest Court,
Suite 207
Markham, Ontario
L3R 9X4
Attn: Brian Kimball
In business since 1987
This highly customized fully integrated system is designed to client specifications. It includes a fully integrated report writer that captures every field in the system. This enables the user to generate custom reports based on any combination of data in the system.	pre-packaged or customized; a stand-alone module of a complete HRIS
bilingual
operational in 3 to 6 months
single version, bilingual system $18,000 to $23,000; multi-user, bilingual system $27,000 to $32,000
full range of services provided	supports uses: 1, 2, 3, 4, 5, 6, 8, 9, 10, 11, 12, 13, 14 plus full HRIS, which is modular in design, can be used to address above categories as well as other HR functions
permits unlimited skills, categories and competency levels
user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
network and Windows compatible
record storage limited only by hardware	14 installations
•	Zurick Life, 1000 records, 1991
•	City of Kanata, 800 records, 1992
•	Outboard Marine Corporation, 200 records, 1992
•	Co-operators Inc, 3500 records, undergoing installation
•	Phillips Cables Ltd., 1200 records, undergoing installation	
Product name: Prohunt Recruitment Automation System					
Microtrends Computing Services
Suite 208
45B West Wilmot Street
Richmond Hill, Ontario
L4B 1K1
Attn: Tony Gouveta
In business since 1989
Prohunt also supports résumé scanning. When scanning, Prohunt automatically extracts skills and profile information from the résumé to create a candidate file.	pre-packaged or customized; stand-alone
bilingual
operational in 1 month
$3,950 for a single user; $14,995 for multi-user
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 5, 7, 9, 10, 12, 13
permits unlimited number of skills, categories and competency levels
user-defined but definitions could be supplied	runs on microcomputers (PCs, i.e., IBM or IBM compatible and Macintosh)
network and Windows compatible
can store 1 billion records	110 installations
•	House of Commons, 2000+ records, 1990
•	Manulife Financial, 10,000+ records, 1993
•	North American Life, 2000+ records, 1993
•	Metro Separate School of Toronto 6000+ records, 1991	
Mossop, Cornelissen & Assoc.
Suite 200
38 Wellington Street, East
Toronto, Ontario
M5E 1C7
Attn: Catherine Mossop
In business since 1988	pre-packaged and/or customized; stand-alone; linked to career development and job search material
not bilingual
operational with 1 day of training
fees vary depending on services purchased; $1,200 per day, inventories at $25 each
full range of service within a career development framework; specific skill or speciality provided	supports uses: 4, 10, 13, 14 plus career transition and associated career transition assistance
permits 3 categories, 75 skills and 3 competency levels
pre-defined	paper/pencil; computer design is under way 	•	Toronto East General Hospital
•	MDS Laboratories
•	Canada Packers Maple Leaf Foods	
Product name: Succession Plus					
Nardoni Associates, Inc.
1465 Route 31
Annandale, 
New Jersey 08801
Attn: Georges Parent (Canadian contact)
In business since 1984
This is a comprehensive, adaptable system featuring vast English-language data fields; extensive, readily customized position files; and easily used, highly menu-driven technology. It offers extensive report capabilities and decision-support analysis. 	pre-packaged or customized; a stand-alone module of a complete HRIS
screens and help in English but can be redefined by user; input can be in any language
operational in 2 to 4 months
Windows version, $21,000 to $28,000
full range of services provided	supports uses: 2, 3, 4, 5, 6, 8, 9, 10, 11, 13, 14 plus generation of org. charts, ad-hoc reporting capabilities, remote support capabilities
permits unlimited skills and categories; 9 competency levels
user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible) 
network and Windows compatible
record storage limited only by hardware	•	AT&T, 900 records, 1987
•	McCormick Spice and Co., 600 records, 1990
•	The Goodyear Tire and Rubber Co., 1000 records, 1992
•	Kaiser Permanente, 5000 records,1987	
Product name: MTEE - Managing Individual and Team Effectiveness					
Novations Group Inc.
2155 North 200, West,
Suite 200
Provo, Utah 84604
Attn: Ron Olthuis
In business since 1978	pre-packaged and/or customized; stand-alone
Not bilingual
Time required to be operational depends on organization
$175 US for set of 12 surveys (1 manager, 4 peer, 6 direct report, 1 self), feedback report and Action Planning Guide
full range of services provided	supports uses: 6, 10, 11
permits 18 categories and 29 skills; manager defines competency levels
user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network and Windows compatible
record storage limited only by hardware	100+ installations
•	Northern Telecom, 500+ records, 1990
•	Black & Veatch, 500+ records, 1990
•	Bonneville Power, 300 records, new	
These are custom systems and are titled differently for different clients					
Organization Metrics
200 First Avenue
Ottawa, Ontario
K1S 2G6
Attn: Monika Schmidt
In business since 1981	pre-packaged and/or customized (note: our customization is complete - we can design total systems, not just modify off-the-shelf packages); stand-alone our systems can interface with any other existing system and are sold as separate entities or in modules
bilingual
operational in 6 months – this includes collection and entry of data
prices vary according to factors such as the amount of customization and the level of technology interface
full range of services provided and/or specific skill or speciality	supports uses: 2, 3, 4, 6, 7, 8, 9, 10, 12, 13, 14 plus integrate HR planning – identifying planned employee moves to meet the requirements of the organization
permits unlimited skills, categories and competency levels
user-defined	runs on mainframe, mid-range computers, and microcomputers (PCs, i.e., IBM or IBM compatible ); 
software is PC-based but can link to or interface with any existing mainframe or mid-range computer
can be linked to any network platform, i.e., Novell, LANMAN, Banyan
both Windows and DOS versions are available
record storage limited only by hardware	Approximately 300 installations
•	Supply & Services Canada, several thousand records, 1991
•	Kimberly Clark, 7000 records, 1990
•	Alberta Government Telephones, 8000 records, 1992
•	Royal Bank exec., 500 records, 1991	
Product name: StarGarden HR					
Pathfinder Software Inc. 
1577 West
Georgia Street
Vancouver, British Columbia
V6E 3H2
Attn: Brian Deppiesse
In business since 1986
The StarGarden system is installed, implemented and supported to meet your organization's specific requirements. You benefit from a flexible framework that allows the StarGarden system to integrate seamlessly with your company's existing and planned business information systems. StarGarden is structured as a set of integrated modules that can be implemented as a complete package or installed gradually. 	pre-packaged or customized; a module of a complete HRIS (operational with only partial system installed)
bilingual
operational in 4 to 6 months
$20,000 to $100,000
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 9, 10, 11, 12, 14 plus integrated, multi-function HR/payroll
permits unlimited number of skills categories and sets aside 4 characters for definition of competency levels
user-defined	runs on mid-range computers
network and Windows compatible
record storage limited only by hardware	80 installations
•	Museum of Nature, 500 records, 1991
•	St. Lawrence Seaway Authority, 500 records, 1992
•	Survey School Board, 2000 records, 1991	
Product name: Managerial Assessment of Proficiency (MAP)					
Performance House Ltd.
Postal box 456
Waterloo, Ontario
N2J 4B4
Attn: Joyce Field
In business since 1975	pre-packaged and/or customized; can be a stand-alone module of a complete HRIS
not bilingual
prices varies according to application
full range of services provided and/or specific skill or speciality	supports uses: 1, partially, 3, 6, 8, 9, 10
permits 12 competencies/2 leadership styles/8 communications/values
pre-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
not compatible with network or Windows
record storage limited only by hardware	•	Rogers Cables System, 1989
•	WCB – Vancouver, 1993
•	COM DEV Ltd., 1991
•	Polycon Division of Magna, 1992	
Produce name: HR Catalyst					
Personnel Systems
1 Nicholas Street
Suite 512
Ottawa, Ontario
K1N 7B7
Attn: Robert Hodgson
In business since 1985	pre-packaged or customized; a stand-alone module of a complete HRIS
not bilingual, but can be customized with French screens
operational in several days
$3,000 to $4,000 per module non-customized
full range of services provided and/or specific skill or speciality; HRIS modules support our HR consulting activities	supports uses: 1, 2, 3, 6, 9, 10, 12
permits unlimited number of skills, categories ad competency levels
user-defined, but definitions could be supplied	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
can be customized for network
not Windows compatible
record storage limited only by hardware	•	Software Kinetics Ltd., 120 records, 1991, beta site	
Product name: Contractor Information Tracing System					
Professional Computer 
  Consulting Group
2323 Yonge Street,
Suite 605
Toronto, Ontario
M4P 2C9
Attn: David Mahood
In business since 1978
MS windows with Gupta’s SQLBASE as the RDMS.	pre-packaged or customized; stand-alone
not bilingual (possible with limited effort)
operational in 1 month
$5,000 plus customization, installation and training fees
full range of services provided	supports use: 3
permits 60 categories, 150 skills and 4 competency levels
skills and categories user-defined; competency levels pre-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network and Windows compatible
record storage limited only by hardware	•	Pavcom, 3290 records, 1991
•	SQLTECH, 20 records, 1992	
Product name: IHUR Interactive Human Resource System					
Professional Computer 
  Consulting Group
2323 Yonge Street,
Suite 605
Toronto, Ontario
M4P 2C9
Attn: David Mahood
In business since 1978	customized; stand-alone
not bilingual
$4,000 plus customization (includes 3 days’ training)
full range of services provided and/or specific skill or speciality	supports uses: 3, 4, 5, 6, 7, 8, 9, 10,11, 12, 13, 14 plus grievances, disciplinary actions, benefits analysis, what-if scenarios (for negotiation)
permits unlimited skills, categories and competency levels
skills and categories user-defined; competency levels per-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network compatible
not Windows compatible
record storage limited only by hardware	7 installations
•	CANPAR, 40,000 records, 1987
•	CP Express, 112,000 records, 1987
•	Griffith Labs, 2000 records, 1988	
Product name: Skills Tracker					
Professional Computer 
  Consulting Group
2323 Yonge Street,
Suite 605
Toronto, Ontario
M4P 2C9
Attn: David Mahood
In business since 1978
Maintains records of skills within categories. Generates survey for collecting data on training details by individual: 
•	full management reporting; 
•	skill inquiry/analysis with variance analysis; 
•	multi (4) levels of hierarchical security.	pre-packaged and/or customized; stand-alone
user-defined languages
operational in 2 weeks
$4,900/server; copy of Skills Tracker includes single-user database ad report writer plus 2 days of on-site implementation and training
full range of services provided and/or specific skill or speciality	supports uses: 3, 4, 6, 7, 8, 9, 10,11, 12, 13, 14 plus produce turnaround surveys
permits unlimited skills and categories and 5 competency levels
user-defined	runs on mainframe, mid-range computers, microcomputers (PCs, i.e., IBM or IBM compatible)
network and Windows compatible
record storage limited only by hardware	new product just coming on market
•	SQLTECH, 20 records, 1992	
Product name: Quizkit/TapDance					
ProQuiz Inc.
76 Stafford Street
Toronto, Ontario
M6 2S1
Attn: Leslie Warren
In business since 1989
We provide computer skills assessment products. You have to assess/evaluate before you inventory. Employers no longer wish to take an applicant’s/ candidate’s/employee’s “word”.	pre-packaged and/or customized; stand-alone
not bilingual
price totally variable – up to $1,800 	supports use: 1
can be customized or pre-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible and Macintosh)
network and Windows compatible	municipalities, boards of education	
Product name: Ross Human Resources, Training Module					
Ross Systems
5925 Airport Road
Suite 200
Mississauga, Ontario
L4V 1W1
Attn: Marianne Malcolm
In business since 1972
Ross Human Resources and Payroll applications act as database management tools for tracing applicants and items such as skills, training and vacation accrual for employees. Easy-to-use report generation applications enable staff to select information based on criteria and create custom reports	customized; however, certain pre-populated tables are available if preferred; a module of a complete HRIS (operational only with full system installed – full system can be purchased for “limited usage”
plan to have bilingual product available in the future
prices are dependent on number of users (authorized usage) or the box it will reside on full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,11, 12, 13
permits unlimited number of skills, categories and competency levels
user-defined but definitions can be supplied	runs on mainframe
network compatible, when networked to mainframe
Windows compatible
record storage limited only by hardware	over 3200 products installed at over 1000 locations worldwide
•	Concordia University, 9000 records, 1992
•	Prudential Assurance company, Ltd., 1000 records, 1991	
Product name: Banner Human Resources					
SCT 
Great Valley Corporate Centre
Four Country View Road
Malvern, Pennsylvania 19355
Attn: Frank Tait 
in business since 1968	pre-packaged or customized; a stand-alone module of a complete HRIS
not bilingual
operational in 6 to 9 months
pricing varies based on the number of employees
full range of services provided 	supports uses: 1, 2, 3, 4, 5, 7, 8, 11, 12, 13, 14 plus human resources, position control, payroll
permits unlimited skills, categories and competency levels 
user-defined	runs on mainframe, mid-range computers and microcomputers (PCs, i.e., IBM or IBM compatible)
not compatible with network or Windows
record storage limited only by hardware	109 installations
•	Southern Alberta Inst., 500 records,1991
•	Fundaction Polytech Inst., 500 records, 1992
•	George Washington University, 18,500 records, implemented	
Product name: Occupational Personality Questionnaire					
Saville & Holdsworth Ltd.
123 Front Street West, 
Suite 700
Toronto, Ontario
M5J 2M2
Attn: Dr. Brian Usher 
in business in U.K. since 1978; in Canada since 1990
Occupationally focused questionnaire used extensively around the world. Contact us for more information on scales descriptions and derivative team type, leadership and subordinate styles, selling skills, and management functions and skills.	pre-packaged or customized; a stand-alone module of a complete HRIS; or can supply narrative bureau scoring at $90/person
bilingual
operational in 5 to 10 days
software $385, test booklets $35, ans. sheets $9, score keys $39, manual $90; training required, on per diem basis; scoring units at $43.50 or less each person
full range of services provided and/or specific skill or speciality	supports uses: 1, 3, 4, 6, 9, 10, 11, 12, 13
permits 5 categories, 31 to 60 skills and 5 competency levels
pre-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible)
network compatible
not Windows compatible
record storage limited only by hardware	35 installations in Canada
•	Baxter Corp., 250+ records, 1990
•	Pfizer Canada 200+ records, 1991
•	City of Kitchener, 100+ records, 1991
•	Canadian National Rail, 50+ records, 1991	
Sayer & Associates
40 Rose Park Drive
Toronto, Ontario
M4T 1R1
Attn: Dr. Lyz Sayer 
in business since 1982
We offer customized workshops to meet specific needs of participants. We develop skills or promote strategies in staff and management to enhance their contribution to the whole organization.	pre-packaged 
not bilingual
not sold on its own 
- part of a career development workshop
full range of consulting services for implementation of an employee skills inventory	supports use: 10	N/A	•	Connaught Laboratories Inc.
•	Nordion Ltd. (formerly Atomic Energy of Canada Ltd.)
•	Ontario ministries of Agriculture and Food, Energy, Education, Treasury and Economics, and Environment
•	City of Scarborough
•	Veterans Affairs Canada	
Product name: Interactive Pre-Selection System					
Selectra 
Consulting Group International Inc.
755 Blvd. St-Jean, 
Suite 304
Pointe Claire, Quebec
H9R 5M9
Attn: Alan Davis 
In business since 1983
The Interactive Pre-Selection System is designed to define and measure the pre-selection criteria. It provides the tools necessary to pre-select based on one or any combination of parameters in a way that is both logical and defensible. Choice of parameters is made based on factors already in use by the client plus any new factors can be added. Top-down selection can now be measured in minutes rather than days. 
The system is run on the Paradox software and can be customized to any specific application.	customized; stand-alone 
bilingual 
time required to become operational is highly variable; depends on the degree of consultation needed, but it can be less than 1 month price is highly variable; software package costs about $350, but the customizing can cost thousands of dollars, depending on the requirement and what internal resources are available 
full range of services provided and/or specific skill or speciality	Supports uses: 1, 2, 3, 4, 7, 9, 10, 12, 13, 14 plus the system can be adapted for any of the listed uses or functions
permits unlimited skills and categories; level is measured against a pre-defined scoring mechanism; the score is entered into the database, by parameter (the expertise is in developing a relevant and defensible scoring mechanism) 
skills and categories pre-defined but can be user-defined	runs on all mainframe, mid-range computers, and microcomputers network and Windows compatible
record storage limited only by hardware	1, with others being developed, including a project with the Public Service Commission 
•	Canadian Space Agency, 5300 records, 1992
(This was a one-off project for astronaut candidate pre-selection by discipline.)	
Product name: Key Skills Inventory					
Selectra
 Consulting Group International Inc.
755 Blvd. St-Jean, 
Suite 304
Pointe Claire, Quebec
H9R 5M9
Attn: Alan Davis 
In business since 1983
The Key Skills Inventory provides an easily accessible format for storing and retrieving key skills of existing employees or job applicants. The applications are numerous, from sourcing, assignment and recruitment to organizational analysis and career planning. 
The inventory runs on dBase+ and a software package customized for this application. Customizing is the key, which means that the Key Skills Inventory is a method of breaking down skills into a format that is logical, flexible and easy to use	customized; stand-alone
user must translate the definitions to have bilingual version
time required to become operational is highly variable and depends on the application; can range from a month to a year
price highly variable due to the customized approach
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 7, 8, 12, 13, 14 plus the system can be adapted for any of the listed uses or functions
permits unlimited skills and categories; uses number of years, rather than competency level; easier to update (we have found it advisable to stay away from terminology such as “competency level” as it can be very subjective and depends too much on interpretation)
skills and categories pre-defined or can be user-defined	runs on mainframe, mid-range computers, microcomputers; the database technology can be adapted to any hardware configuration
network compatible could very easily be adapted to Windows
record storage limited only by hardware	two installations, with several others being discussed
•	Oerlikon Aerospace, 600 records, 1990
•	Selectra Consulting, 17,000 records, 1985	
Product name: Skills Planning Process					
Skill Dynamics Canada
An IBM Canada Company A2/976
3600 Steeles Avenue East
Markham, Ontario
L3R 9Z7
Attn: J.H. (Joe) Mundy
In business since 1918
Data capturing can be done either in host or client/server environments. The real value comes in the accurate and thorough identification of skills to be surveyed and the follow-on analysis and action planning. We provide all of these services, including, or separate from, the data-capturing step.	customized; stand-alone
no bilingual version, but European French versions might be importable
operational in 6 months
price is typically $25,000 and up, depending on scope
full range of services provided and/or specific skill or speciality	supports uses: 2, 3, 4, 5, 6, 7, 9, 10
permits 15 skills categories, 6000 skills and 5 competency levels
pre-defined	runs on mainframes, microcomputers (PCs, i.e., IBM or IBM compatible) 
network and Windows compatible
record storage limited only by hardware	3 installations in Canada plus worldwide operations
•	IBM Canada Ltd., 10,000 records, 1988
•	Petro Canada 2000 records, 1992
•	Nova Corporation, 1000 records, 1993	
Product name: HR2000					
Software 2000, Inc.
Suite 300
225 East Beaver Creek Road
Richmond Hill, Ontario
L4B 3P4
Attn: Anthony Giagnacova 
In business since 1981	pre-packaged and/or customized; a module of a complete HRIS
not bilingual
operational in 2 to 6 months 
prices varies from $50,000 and up
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 plus payroll costing, industrial health and safety MSDS reporting 
permits unlimited skills, categories and competency levels
user-defined or definitions can be supplied	runs on mid-range computers
network and Windows compatible
record storage limited only by hardware	850 installations
•	Hiram Walker, 2500 records, 1989
•	G.E. (corporate) 16,000 records, 1990	
Product name: SkillTracker; custom-designed surveys or audits					
Technical Service Council
1 St. Clair Avenue,
 East, 10th Floor
Toronto, Ontario
M4T 2V7
Attn: R. Finlay 
In business since 1927
We provide custom-designed skills abstracts, for example, skills descriptions, regional applications, labour market analysis.	pre-packaged and/or customized; 
stand-alone
bilingual
$100/hr., consulting service
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 5, 6, 7, 10, 12, 13, 14plus industry or professional association's audit of members' skills
permits 31 categories and over 2000 skills, including 600 computing skills; competency level depends on the position 
pre-defined or can be user-defined	runs on microcomputers (PCs, i.e., IBM or IBM compatible and Macintosh) 
network and Windows compatible
record storage limited only by hardware	N/A	
Product name: Candidate Data Base Weir Executive Search					
Associates Inc.
2323 Yonge Street, 
Suite 706
Toronto, Ontario
M4P 2C9
Attn: Douglas Weir 
In business since 1986
Existing implementations have been built with or without customization to meet the needs of two organizations. It is unlikely that the product would operate in a third environment without some customization. System design allows for end-user customization, with appropriate controls on changes.	pre-packaged and/or customized; 
stand-alone
not bilingual; however, allows for creation of bilingual language implementations
operational in 1 to 2 weeks without customization
price varies depending on services purchased, between $10,000 and $17,500 
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 5, 7
permits unlimited number of skills, categories and competency levels
user-defined	runs on mid-range computers, microcomputers (PCs, i.e., IBM or IBM compatible and Macintosh) Unix version scheduled for 1993 release 
networks and Windows compatible
record storage limited only by hardware	2 installations
•	Weir Exec. Search, 8500 records, 1992
•	Virtual Corp.,200 records, 1992	
Product name: Willow HRS					
Willow Information Systems
Suite 101
554 Weber Street, North
Waterloo, Ontario
N2L 5C6
Attn: Bob Guenther 
In business since 1988	pre-packaged or customized; a stand-alone module of a complete HRIS
bilingual release scheduled for fall 1993
Operational in 3 to 4 weeks
price based on computer platform and number of add-on modules; starts at $6,500
full range of services provided and/or specific skill or speciality	supports uses: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13
permits 7 skills categories, unlimited number of skills and levels
99 competency level
pre-defined but can be tailored to organization	runs on midrange microcomputers (PCs, i.e., IBM or IBM compatible and all UNIX-based systems)
can run on network
Windows version scheduled for fall 1993 release
record storage limited only Windows version	15 installations
•	J.M. Schneider, 2000 records, 1993
•	Boler, 200 records, 1992
•	MKS, 100 records, 1992
•	RBW, 300 records, 1992	

Appendix D - Employee Skills Inventory
Departmental Steering Committee Members
Alain Bélanger	Treasury Board of Canada	
Margot Cameron	Consulting and Audit Canada	
Rosemary Campbell	Statistics Canada	
Fern Dugay	Government Services Canada	
Jim Ewanovich	Treasury Board of Canada	
Tom Fitzpatrick	Treasury Board of Canada	
Ray Gosselin	National Defence	
Dorothy Goubault	External Affairs and International Trade-Canada	
John Hilton	Treasury Board of Canada	
Suzanne Hussey	Consulting and Audit Canada	
Dan Istead	Government Services Canada	
John Johnston	Treasury Board of Canada	
Georges Parent	Environment Canada	
Francine Poitras	Department of Justice Canada	
Louise Poliquin	Environment Canada - Parks Canada	
Harris Sinclair	Public Service Commission	
Dan Weir	Employment and Immigration Canada