C. Human Resources

Attracting, retaining, and developing our people is one of the AGCO’s four strategic goals. Human Resources priorities support the three pillars of the People Plan: Healthy Workplace, Learning Mindset and Connected Culture.

The AGCO is committed to ensuring operational and service excellence in all aspects of Human Resources programs and services to promote a positive employee experience at all stages of the employee lifecycle, including:

• Talent Acquisition – a key agency-wide process that will be regularly reviewed to implement best practices, be forward-thinking and leverage the latest sourcing approaches to attract and retain talent. Greater emphasis on establishing improved AGCO branding will be integral in establishing it as a “known” and coveted place to work.
• Compensation – wages and benefits are benchmarked against broader public sector comparators to be competitive with the most relevant talent pool market. The compensation strategy will draw clear linkages between performance outcomes and compensation framework decisions where a stronger performance-based renumeration approach will be applied to refresh the compensation program.
• Performance Development Framework – aligns to the newly established core competencies and compensation strategy, applying best practices to support employee and organizational performance.
• Workforce Demographics – agency workforce demographics will be assessed against internal and external environmental trends for forecasting of talent needs and effective planning for business continuity.
• Human Resources Technology – leveraged to enhance the interactions of our employees, as well as, exploring greater self-service options.
• Leadership Development – the AGCO has begun the launch of a new suite of leadership development programs to support the growth of our new and existing leaders in the organization at various levels of leadership. These include:
  • The New Leader Onboarding Program is designed to support new leaders with their arrival and provide a successful transition to their new role.
  • The Emerging Leader Program is designed to provide aspiring leaders within the AGCO with foundational leadership skills connected to our core competencies.
  • The AGCO Leadership Academy Program is designed to further develop and enhance leadership skills, qualities, and competencies of the current management team.

Hybrid Work Model

The Hybrid Work model supports the needs of employees to balance their work and home lives, while maintaining an engaged, productive workforce. The AGCO has fully implemented the directive set out by the provincial government and has completed the transition to working in- office at minimum three days per week while making efforts to foster social connections and support purpose driven gatherings. The model will continue to be monitored for effectiveness and continuous optimization will be regularly explored.

Organizational Chart

The organizational structure is anticipated to remain relatively the same over the next three years given recent changes and is captured in the organizational chart below.
 

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AGCO Headcount (as of September 30, 2024)

Bargaining Agent

The bargaining unit for the AGCO is OPSEU Local 565, which represents 73% of the AGCO’s workforce.