The Mission of McGill University is the advancement of learning and the creation and dissemination of knowledge. This mission is achieved via offering the best possible education to McGill’s students, carrying out research and scholarly activities judged to be excellent by the highest international standards, and providing best in class services to the society.
Currently, our employees’ performance evaluations are being performed manually without a standard process, and the documents are not kept digitally in one central location. Also, Talent management is nonexistence within the university. Therefore, the objective is to incorporate and implement modern, scalable, and unified digital solutions to meet the orientations and objectives of the university.
Also, this will better align with the following parts of the IT strategic plan:
- Unified digital experience
- Optimize and unified the performance management process
- Define and implement the talent management solution.
- Strategic decision making
- Centralize data to be able to have a better view on the university talent requirements.
Our Organization is planning to acquire the following goods ..
Outline:
| Type | Professional Services |
| Status | On Hold |
| Projected Start Date | 2024 - 2026 |
| Category | Talent and Performance Management Service |
| Description | This project will define and unify the business processes for performance and talent management for all Managerial, Professional and Excluded Staff (MPEX). This represents approximately 2500 employees. |
| Unit / Faculty | IT Services |
| Contact | map.procurement [at] mcgill.ca |
Please read the following information carefully :
Sustainable Procurement
The businesses with which the University will contract with in the course of this project will have respect the McGill Supplier Code of Conduct.
Other requirements may apply, such as (for example): the quantification and limiting of GHG emissions over the contract or asset lifecycle, sustainable construction/product certifications, involvement of indigenous businesses or of social economy businesses, design for circularity, and so on.
Notice :Information in this document is not to be interpreted as a commitment to conduct any solicitation in any particular market (or to fulfill any particular need) within any timeframe. This document is based on preliminary assessments which may be modified and needs may consequently be increased, partially fulfilled or cancelled. The needs of the client units may fluctuate according to their capabilities and priorities. Moreover, this acquisition plan is subject to various risk factors that have an influence on the operations of McGill University, such as available revenue, inflation, changes in: provincial and federal policies, technologies, human resources, social movements and trends, demographic aspects of the student population and the academic personnel. |