Breaking New Ground—Stories from Defence Construction Breaking_new_ground | Page 116

Secretary to the Minister of Public Works and Government Services, called
for submissions by Canadian industry. A brief submitted by the Canadian
Construction Association addressed a proposal by the Task Force that PWGSC
become the sole contracting agency of the government, stating that: “… the
CCA would not support this concept if it meant doing away with DCC…”

Emphasizing human resources
One area in which DCC actively pursued a number of initiatives involved
human resources. Because of the rapid growth of the organization, some
two thirds of DCC employees at the end of 2006–07 had been with the
Corporation for less than five years. In fact, employee numbers spiked during
this time in a way they hadn’t since DCC’s founding.
This involved a huge need to put into place a human resources infrastructure
to support these new employees, including training and mentoring programs.
Recognizing that there were a significant number of people without long-term
exposure to the culture, history and practices of the organization, DCC
increased the resources aimed at strategic recruitment, employee orientation,
training and development, internal communications and succession planning.

Growing in our jobs
It wasn’t just the number of employees that was increasing during this
decade—it was also the types of jobs that were evolving. As the service lines
themselves evolved, business management had become a much higher
priority for DCCers at all levels.
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