Meeting between Patrick Borbey, PSC President, and Paul Thompson, Deputy Minister, Public Services and Procurement Canada

*Information valid as of February 2022

Introduction

Deputy Head

Mr. Paul Thompson was appointed as the Deputy Minister, Public Services and Procurement Canada (PSPC) on January 11, 2022.

Mr. Thompson is exercising the Public Service Commission’s (PSC) authority for the first time as Deputy Head (DH). A copy of the New Direction in Staffing (NDS) highlights for DHs is attached as Annex A.

Organizational Context

Mandate

PSPC plays an important role in the daily operations of the Government of Canada as a key provider of services for federal departments and agencies. It supports them in the achievement of their mandated objectives as their central purchasing agent, linguistic authority, real property manager, treasurer, accountant, integrity advisor, and pay and pension administrators.

The department's vision is to excel in government operations, and their strategic outcome and mission is to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

PSPC is comprised of eleven branches that are responsible for providing and managing services to the Government of Canada, Canadians, and internally to the department. They also manage a Special Operating Agency, the Translation Bureau.

Their services are provided across Canada through five regional operations. They also operate international offices in Koblenz and Washington.

Challenges

Current technology is outdated and access to new technology is challenging. PSPC is exploring a more up-to-date digital process to streamline their recruitment efforts and be more efficient and cost-effective. 

PSPC continues to support an innovative and adaptive culture with a diverse, talented and agile workforce by developing an enterprise-wide talent acquisition framework, advancing its youth strategy, as well as their Veteran hiring strategy to promote an integrated talent management approach.

Experimentation

One of PSPC’s priorities is to innovate the way HR management services are provided and the way technology is used, by advancing with a Tiered-Service Delivery Model — “Click, Contact, Consult” that is aligned with the department’s Service Management Strategy. The department also plans to better leverage technology by moving forward with the automation of HR data analytics products, such as with its active participation in the Treasury Board Secretariat’s Centre for Enterprise Human Resources Analytics project. The objective is to maximize the use of data to inform sound management decision-making and enhance approaches to workforce planning and talent management.

PSPC strives to improve staffing on a continuous basis. Further to monitoring exercises, they have put in place a quality assurance function to ensure the continuous monitoring of staffing and to allow timely corrective measures as needed.

Population and Staffing Activities

Population

PSPC is a large organization that has a population of 17,107 employees (as of March 31,2021). In the 2020-2021 fiscal year, it performed 8,880 staffing actions.

Please refer to Annex B for additional details.

Staffing Activities

In 2020-2021, PSPC processed a total of 8,880 staffing actions:

• 2,799 appointments to the public service (including casual workers and students)
• 881 casual workers
• 703 students
• 1,857 promotions
• 2,024 acting appointments
• 2,200 lateral and downward movements

Please refer to Annex B for additional details on staffing activities.

Time to Staff

PSPC has a median time of 235 days for internal appointments, which is higher than the median of the public service, which is 208 days.

PSPC has a median time of 295 days for external appointments, which is higher than the median of the public service, which is 250 days.

Please refer to Annex B for additional details.

Staffing Framework

PSPC has put in place the mandatory staffing framework and shared a copy with the PSC.

Appointment Delegation and Accountability Instrument Annex D Reporting

Use of the Public Service Official Languages Exclusion Approval Order and the Public Service Official Languages Appointment Regulations

In 2020-2021, PSPC reported having proceeded with 32 bilingual non-imperative appointments. Of the exclusions under the Public Service Official Languages Exclusion Approval Order and the Public Service Official Languages Appointment Regulations, the PSC found that two were not compliant as of March 31, 2021. These non-compliant situations have now been resolved by the Department.

Approved Deputy Head Exceptions to the National Area of Selection Requirements for an External Advertised Appointment Process

PSPC reported that the DH did not approve any exception to the National Area of Selection.

Results of Organizational Cyclical Assessment

PSPC submitted their first cyclical review in time on October 1, 2021. This evaluation period is from April 1, 2016, to March 31, 2020.

Inquiries and Trends

From February 1, 2021, to January 31, 2022, PSPC made 89 inquiries to their Staffing Support Advisor. Most questions covered the following topics: Appointment Policy, the Office of the Chief Human Resources Officer policy and topics outside the PSC mandate. The questions regarding the Appointment Policy mainly concerned second language assessment in the context of Covid‑19, as well as employment equity and diversity matters.

Oversight

Audits

PSPC was included in two past audits: the System-Wide Staffing Audit (SWSA) that was published in 2018 and the Horizontal Audit on Credential Validation (HACV) that was published in 2019.

SWSA was a review of system-wide compliance in staffing. In all, 25 departments and agencies participated in the audit, providing a sample of 386 appointments; twenty of these appointments were from PSPC.

HACV explored whether public servants had obtained the necessary level of education for their position when they were hired. The audit examined a representative sample of 278 external appointments across 15 departments and agencies; 17 of the appointments in the sample were from PSPC.

Investigations

The following table outlines the different investigations by the PSC for PSPC, between January 2019 and January 2022.

Table 1- Investigations

Nature of Issue	Cases Received	Cases Referred by Organization	Closed - Not Accepted	Completed Unfounded	Completed Founded	Ongoing
s.66 External Appointments (Merit, Error, Omission, Improper Conduct)	68	48	16	9	14	49
s.67.2 Internal Appointment - Deputy Head Request	2	2	0	1	1	2
s.69 Fraud	9	6	3	15	2	4
s.118 Improper Political Activities - Employees	7	0	0	1	2	4
Total	86	56	19	26	19	59

Note: The numbers may not add up as discontinued cases, and cases resolved via early intervention are not included in this table.

There were 19 founded investigations. One investigation was conducted under section 67(2) of the Public Service Employment Act (PSEA). The investigation concluded that an assessment board member committed improper conduct during the assessment of a candidate’s references, leading to their elimination. The corrective actions recommended to the deputy head included that the manager takes the course Staffing: A Resourcing Tool for Managers, followed by a discussion with the Director of Human Resources, and that the candidate be reassessed by a different assessment board.  

In another investigation, an employee committed fraud in an appointment process, by knowingly providing false information about their work experience. The ordered corrective actions included that, for a period of one year, the employee must notify the PSC before accepting any position or work within the federal public service and complete the course Values and Ethics Foundation for Employees, followed by a discussion with their director if they join the public service within the next year.

In a third case, an employee committed fraud in an appointment process, by knowingly accessing the assessment guide before completing the written exam, to increase their chances of being successful in the process. The ordered corrective actions included that, for a period of three years, the employee must notify the PSC before accepting any position or work within the federal public service and complete the course Values and Ethics Foundation for Employees, followed by a discussion with their director if they join the public service within the next three years.

There were 14 investigations conducted into student appointments under the Federal Student Work Experience Program (FSWEP). The investigation determined that a sub-delegated manager, their colleague, and a human resources advisor committed improper conduct by favouring and appointing several students. The manager circumvented the random nature of the system by tailoring the requests for student referrals to target the predetermined students. The ordered corrective actions included that, the employees notify the PSC before accepting any position or work within the federal public service for a period of five years for the subdelegated manager and three years for the colleague and the human resources advisor. The corrective actions also included that both the subdelegated manager and the colleague complete the course Staffing: A Resourcing Tool for Managers, followed by a discussion with their director and that all three employees complete the course Values and Ethics Foundation, followed by a discussion with their director. 

Two other investigations were conducted under section 118 of the PSEA. Two employees were not in compliance with subsection 115(1) of the PSEA when they did not request and obtain permission from the PSC prior to seeking nomination as a candidate in a municipal election. The ordered corrective actions ordered in both investigations included that the employees participate in an individual awareness session on the political activities regime applicable to employees of the federal public service and that a letter be sent by the PSC to the employee to inform them that they failed to comply with subsection 115(1) of the PSEA and to remind them of their obligations. 

New Community of Practice for Investigators

PSPC is part of the new Community of Practice for Investigators.

Staffing and Non-Partisanship Survey Results

The results of the PSC’s 2021 Staffing and Non-Partisanship Survey were released on March 1st, 2022, and the results for each organization will be available in the coming months. An interactive data visualization tool that allows data manipulation is also available.

The results demonstrate considerable progress since the last survey in 2018, with improved results on employees’ views on the transparency, fairness and merit-based nature of federal public service staffing processes. The results also indicate employees’ satisfaction with their organization’s ability to successfully recruit the staff needed for daily operations and to respond to the COVID-19 pandemic. For example:

• In 2021, compared to 2018, a greater proportion of employees agreed that the people hired in their work units could do the job (83% versus 50%)
• Employees’ perceptions of fairness in staffing also improved in 2021 compared to 2018; there was an increase in the share of employees who agreed that appointments were done fairly (74% versus 41%)
• Employees were also more likely to report that staffing activities were carried out in a transparent way in 2021 compared to 2018 (69% versus 39%)
• 91% of managers feel that the process of selecting a person for a position is done fairly compared to 71% in 2018.

Other findings point to important issues that will require action on the part of the PSC as well as departments and agencies. For example:

• 53% of employees believe that appointments depend on who you know; however, this perception is more prevalent among members of visible minorities (61%)

• On all questions related to merit, fairness and transparency, Indigenous respondents expressed less positive views than their counterparts, with an average difference of 7.5 percentage points
• 66% of hiring managers either don’t know if, or don’t agree that priority entitlement is a valuable source of qualified candidates.

The PSC will continue to analyze the results and work with its partners to further improve hiring in the public service.

Diversity Profile

Table 2 - Diversity Profile

Designated Group	Public Service Work Force Availability (WFA)	PSPC As of March 31, 2020	PSPC As of March 31, 2019	Representation across the Public Service of Canada
Women	52.7%	59.7%	59.6%	55.0%
Indigenous peoples	4.0%	3.3%	3.5%	5.1%
Persons with Disabilities	9.0%	5.0%	5.1%	5.2%
Members of Visible Minorities	15.3%	17.0%	15.5%	17.8%

* Source:

Employment Equity in the Public Service of Canada 2018-2019, Treasury Board of Canada Secretariat
Employment Equity in the Public Service of Canada 2019-2020, Treasury Board of Canada Secretariat

The organization may wish to take action to close the gap for Indigenous peoples and persons with disabilities and continue to make merit-based appointments of members of the designated groups when required to ensure ongoing representativeness of its workforce.

The Clerk of the Privy Council asked senior leaders to commit to making measurable change to the diversity and inclusiveness of the public service which includes the creation of staffing plans to close representation gaps for employment equity groups.

In February 2022, a communication was sent by the President of the PSC to draw PSPC’s attention to the significant gaps in the representation of persons with disabilities (PwD) throughout the public service.

The key figures below highlight the current gap in representation of PwD at PSPC:

• Total population (as of March 31, 2021):  16,253 
• Workforce availability (WFA) for persons with disabilities (based on Census 2016 and the 2017 Survey on Disability): 9.4%
• PSPC representation of persons with disabilities: 5.7%
• Gap between WFA and representation: 3.7%

Last year, we estimated that 221 hires of PwD annually would be required to close PSPC’s gap by 2024-2025. PSPC hired 54 (24%) in 2020-2021.

Below, you will also find the estimated level of recruitment required to close this gap by 2025, taking into consideration attrition.

• Persons with disabilities population increase required to reach departmental WFA by 2025: 596
• Recruitment of persons with disabilities required to achieve the departmental population increase by 2025 taking into account attrition (estimate): 805

Where there is underrepresentation, establishment of both short- and long-term goals and a plan to achieve full representation over time is required. As such we encourage organizations to continue to place an emphasis on hiring PwD, both in support of the public service hiring objective, and to increase representation within their organization.

Priority Entitlements and Veterans

Since the beginning of the current fiscal year, PSPC has made 17 priority appointments and has submitted 2,893 requests for priority clearance. PSPC is encouraged to consider the priority talent pool at the beginning of all staffing processes. It is a viable solution to respond to the organization’s staffing needs.

Table 3 - Priority Entitlements and Veterans

Fiscal year	Attributable to service (statutory)	Not attributable to service (regulatory)	Total
2015 (July 1) - 2016	1	2	3
2016 - 2017	7	2	9
2017 - 2018	3	1	4
2018-2019	3	2	5
2019-2020	1	1	2
2020-2021	0	1	1
2021-2022	1	0	1
Total	16	9	25

Source: Priority Information Management System

Appointments of Persons with a Priority Entitlement

From April 1, 2021, to November 30, 2021, PSPC appointed 17 persons with a priority entitlement.

Appointments of Persons with a Canadian Armed Forces Priority Entitlement

Since the coming into force of the Veterans Hiring Act on July 1, 2015, until December 31, 2021, PSPC has made 25 appointments of persons with a Canadian Armed Forces Priority Entitlement.

Table 4 - Priority Clearance Requests

Priority Clearance Type	Amount	Percentage
Internal advertised processes Internal advertised Appointment from a previously established pool (115) Employment Equity (EE) process (5)	580	20.0%
Internal non-advertised processes	916	31.7%
External advertised processes External advertised Appointment from a previously established pool (206) EE process (32)	681	23.5%
External non-advertised processes	674	23.3%
Simultaneous Advertised Internal and External Appointment Process	2	0.1%
Appointment of persons with a priority entitlement (includes term and indeterminate appointments)	6	0.2%
Student bridging	30	1.0%
Section 43	4	0.1%
Total	2,893	100%

Source: Priority Information Management System

Due to rounding, percentages may not always appear to add up to 100%.

COVID-19 Related Priority Clearance Requests

Since the Priority Entitlements Program began monitoring priority entitlement clearances related to Covid-19, PSPC has submitted 18 requests to the PSC:

• 2019 - 2020: 1 request
• 2020 - 2021: 14 requests
• 2021 - 2022: 3 requests

Persons with a Priority Entitlement

As of January 28, 2022, PSPC had 27 individuals activated in the Priority Information Management System.

Non-Partisanship in the Public Service

To date, in the 2021-2022 fiscal year, the PSC has received 19 requests for permission from employees of PSPC seeking permission to be nominated and be a candidate in an election. 

Public Service Commission Initiatives

In June of 2021, as part of their programming for National AccessAbility Week, ReachAbility invited PSPC and the PSC to present information on GC Jobs and accommodation measures to their clients with disabilities. The Atlantic regional office delivered the presentation. The session was broadcasted on YouTube Live, in English, with sign language interpretation and close captioning, through an external service provider.

During a recent Inuit Employment HR Network Meeting, PSPC mentioned having a positive experience using the Inuksugait Inventory. PSPC also participates regularly in Interdepartmental Indigenous Recruitment Working Group meetings.

Recruitment Programs

Federal Internship Program for Canadians with Disabilities

PSPC participated in Cohort 2. Four interns were hired for a two-year internship at the AS-01 group and level starting in spring 2021. Two internships are working in the National Capital Region and two in Halifax.

For the interns hired, the Federal Internship Program for Canadians with Disabilities encourages exploring options for longer-term employment in the public service to continue to leverage the skills and expertise developed during the two-year internship.

The program launched Cohorts 3 & 4 simultaneously last fall, looking to partner with federal organizations to offer 25 internships for Cohort 3 (hiring May, June 2022) and 25 internships for Cohort 4 (hiring October 2022). PSPC submitted three internship opportunities and one was selected as part of cohort 3; an AS-02 position located in Yukon that will be carried out virtually. Currently, FIPCD is engaging with supported employment agencies to source candidates who will be matched to these internship opportunities. We anticipate providing organizations with a list of selected employment agencies towards the end of April, beginning of May 2022.  Information sessions were held the week of March 21st for hiring managers and HR specialists to outline next steps. 

Employment Opportunity for Students with Disabilities / Indigenous Student Employment Opportunity

PSPC submitted 40 requests for referrals for Students with Disabilities and 109 for Indigenous Students through (FSWEP) between April 30, 2020 and September 30, 2021.

The Employment Opportunity for Students with Disabilities (EOSD) and the Indigenous Student Employment Opportunity (ISEO) are excellent recruitment options to increase diversity in the workplace by hiring students living with disabilities or indigenous students. Managers and students are provided with resources, such as onboarding tools, training, and networking events. The candidates from both these initiatives are available year-round in the FSWEP ongoing inventory.

• Number of available students in EOSD: 2,286^{Footnote 1}
• Number of available students in ISEO: 843^{Footnote 2}

Federal Student Work Experience Program

PSPC has submitted 367 requests for referrals from FSWEP between April 30, 2020, and September 30, 2021. Moreover, PSPC hired 2,182 students through the FSWEP program in the last 4 years.

This program remains an excellent way for an organization to renew its workforce and bring new energy, ideas and approaches to its workplace. The number of available students in this program is 29,350. ^{Footnote 3}

Post-Secondary Recruitment

For 2020-2021, PSPC has submitted 25 requests for referrals from existing Post‑Secondary Recruitment inventories to staff a total of 40 positions in clerical, administrative and communications fields for which 123 candidates were referred.

Participation in Initiatives Related to the Hiring of Indigenous Peoples

Although we have not collaborated with PSPC on specific initiatives, the Indigenous Career Pathway (ICP) is an initiative that may be of interest to them for the hiring of Indigenous People. They may contact the Aboriginal Centre of Expertise for more information.

The PSC’s Aboriginal Centre of Expertise and the Treasury Board Secretariat’s Office of the Chief Human Resources Officer have developed an ICP that may be of interest to the PSPC. It provides information on indigenous recruitment, career progression, as well as development and retention:

• The Inventory of Indigenous Applicants facilitates the matching between hiring managers and candidates by sourcing indigenous talents from existing inventories of the PSC and proactively promoting their profiles to federal organizations. As of December 22, 2020, there were 12 students available.
• The Indigenous Recruitment Toolkit provides a repository of tools, resources and advice on indigenous recruitment, outreach and initiatives that PSC and other departments offer. 

More information about the Indigenous recruitment programs is available on the Indigenous recruitment – Information for hiring managers website.

Public Service Commission and Human Resources Council Working Group – Hiring of Persons with Disabilities:

The Human Resources Council (HRC) and the PSC created a co-chaired working group last year, comprised of Heads of HR, or their delegates, and representatives from the PSC, to establish government-wide inventories to support departments and agencies in the hiring of PWD.

The working group includes active participation from the Office of Public Service Accessibility, the National Managers’ Community, and the Canadian Council on Rehabilitation and Work.

Since the inception, three inventories for persons with disabilities were launched in the fields of Data and Policy analysts positions in the Economics and Social Sciences Services (EC) groups, Digital Technology for positions in the Information Technology (IT) groups and financial management (FI).

Partially assessed pools have recently been created from the EC and IT inventories and are now available to organizations. As new candidates apply and are assessed, those who are successful are added to the inventories. The FI candidates are in the assessment phase and will be available by this spring. Organizations are encouraged to reach out to the PSC to discuss how they can benefit and contribute to the success of these initiatives. Departmental feedback about these talent products will inform the creation of new inventories and help track our progress towards the goal of hiring 5,000 persons with disabilities.

An additional inventory is being planned in the sciences field in collaboration with the Science community.

Departments have to now confirm their continued participation in light of the recent proposal of creating a BI‑02 pool. The working group may lose the participation of some departments given the disparity of needs and the fact a single group could not be unanimously agreed on between all participating departments. The working group and the PSC will strive to meet as many departments’ needs as possible while respecting their capacity and the commonly identified success criteria for the initiative.
The working group is also working on a strategy to establish a centralized repository of assessed candidates with disabilities from external advertised departmental pools with the objective of offering candidates additional opportunities to be considered without having to reapply and thus providing departments and agencies with a quick and efficient staffing option.

As new inventories become available, the PSC and HRC will communicate with the HR and hiring manager communities. The PSC will be counting on organizations support to ensure the success of these initiatives, including promoting them and encouraging their use.

PSPC has been a keen supporter of the HRC-PSC initiative for hiring persons with disabilities.  Throughout, a variety of PSPC employees have worked on assessment strategies and tools, sharing their knowledge and skills in many areas including but not limited to corporate and operational staffing, assessment for diversity, technology and organisation of staffing documents to ensure efficiency and effectiveness.  PSPC employees have also contributed to the assessment of candidates for the EC inventory, supported the testing of the centralised database concept by volunteering as an early adopter and continue to provide feedback on the final process and communications strategy to ensure the success of the initiative.  Etienne Poirier, Director Corporate Staffing at PSPC at the time, joined the HRC/PSC Steering Committee and subsequently became the co-chair for the sub-working group for the Recruitment pillar in April 2021, along with Hugo Giguère and Nancy Oldford from PSPC HR.

Staffing Support

Public Service Commission Representatives and Organizational Contacts

The Staffing Support Advisor assigned to this organization is Yannick Fortin, the primary organizational contacts are Hugo Giguère, Director, Corporate Staffing and Philippe Boyer, Manager Policy & Programs, and the Head of HR is Kathia Ouelette-Ferguson, Director General, Strategic People Management Sector.

PREPARED BY:

Yannick Fortin
Staffing Support Advisor

APPROVED BY:

Lynn Brault
Director General, Staffing Support, Priorities and Political Activities Directorate,
Policy and Communications Sector

Gaveen Cadotte
Vice-President, Policy and Communications Sector

Annexes:

Annex A – The New Direction in Staffing (NDS) highlights for DHs
Annex B - Data on Population and Staffing Activities

Annex A

Highlights for Deputy Heads

A New Direction in Staffing – A Merit-Based System That is Effective, Efficient and Fair Appointment Policy.

New focus on core requirements to provide sub-delegated persons with greater discretion in making an appointment

• One Appointment Policy, no duplication of legal requirements
• Broader focus on values-based system, away from rules-based system
• Appointment Policy supported by streamlined guidance:
• A roadmap to the legislative, regulatory and policy requirements
• Options and considerations for decision-making where there is discretion
• Clear expectations for priority entitlements
• No restrictions on assessment methods for EX appointments
• Exceptions to National Area of Selection approved by deputy head

Delegation

• New ability to customize organizational staffing system based on unique context and evolving business needs
• Deputy heads establish a direction on the use of advertised and non-advertised appointment processes
• Deputy heads to establish requirement(s) for sub-delegated persons to articulate, in writing, their selection decision
• Clarity on requirements related to investigations
• Attestation form to reinforce the accountabilities of sub-delegated persons

All PSC monitoring and reporting requirements now found in the Appointment Delegation and Accountability Instrument

Monitoring and Reporting

Monitoring built by organizations, targeted to their needs

• Annual Departmental Staffing Accountability Report no longer required
• Annual reporting to the PSC limited to:
• Use of Public Service Official Language Exclusion Approval Order
• Exceptions to the National Area of Selection approved by the deputy head
• Results of any internal investigations
• Actions taken following any PSC investigations or audits.
• Deputy head responsible for ongoing monitoring of organizational staffing system based on the organization’s unique context
• Assessment of adherence to requirements, based on organization’s own risks, every five years, at a minimum.

PSC Oversight

System-wide focus

• Government-wide compliance audit every two years
• Renewed Survey of Staffing administered in alternating years with government-wide audit
• System-wide effectiveness and efficiency reviews to support continuous improvement
• Targeted PSC audits as a result of identified systemwide or organizational risks or at the request of the deputy head
• Investigations conducted when there is reason to believe there was political influence, fraud or improper conduct in an appointment process

This document should be read in conjunction with the Public Service Employment Act, the Public Service Employment Regulations, the PSC Appointment Policy and the PSC Appointment Delegation and Accountability Instrument.

Annex B

Population by tenure as of March 31

Population by language requirements as of March 31, 2021

Population by occupational group as of March 31, 2021

Population by region as of March 31, 2021

External indeterminate hires by occupational group, 2020-2021

Staffing by region

* Regional distribution excludes unknowns

Staffing Activities by appointment process type

• Includes indeterminate and specified term appointments
• Excludes lateral and downward movements, deployments and acting appointments of less than 4 months
• Includes only appointments where the staffing process type is known (64% to 78% of appointments)

Staffing by appointment type

Staffing by tenure

Key findings - Staffing and non-partisanship survey (2018)

• 53.8% of employees agreed that people hired can do the job, compared to 52.3% in organizations of similar size, and 53.8% in the federal public service
• 65.5% of managers agreed that the New Direction in Staffing has improved the way they hire and appoint persons to and within their organization, compared to 54.4% in organizations of similar size, and 56.1% in the federal public service
• 86.9% of managers agreed that within their organization, the administrative to staff a position is burdensome, compared to 88.6% in organizations of similar size, and 87.9% in the federal public service.

Student program hires

Post-Secondary Recruitment Program and former student hires

*Hiring of former students includes indeterminate and term hires with experience in a federal student recruitment program within the last 10 years.

Internal time to staff

External time to staff

Technical Notes:

• The Time to Staff for internal appointments is the median number of calendar days between the opening date of an internal advertisement and the date of the first Notice of Appointment or Proposal of Appointment (NAPA) from the Public Service Resourcing System for internal term and indeterminate positions. As NAPAs are not required for all internal staffing actions, this measure is limited to reporting on internal promotional appointments
• Only estimated term and indeterminate appointments/notifications are included (deployments, casual and acting appointments are excluded)
• The Time to Staff for external appointments is the median number of calendar days between the opening date of an external advertisement and the date of the first estimated appointment of an individual from outside an organization subject to the Public Service Employment Act for term and indeterminate positions. Only estimated term and indeterminate appointments/notifications are included (deployments, casual and acting appointments are excluded)
• Because data between systems is linked using a deterministic match, errors in data linkage are a potential source of measurement error

Sources:

• Hiring and staffing activities data are derived from information received from the Treasury Board of Canada Secretariat Incumbent File.  The Incumbent File is extracted from the Public Services and Procurement Canada’s pay system.  The data constitutes an estimate of hiring and staffing activities to and within organizations
• Information from the Priority Information Management System and the Public Services Resourcing System is also used to determine if staffing actions are advertised or non-advertised as well as for calculating time to staff
• The data are not expected to match an organization’s human resources data, due to methodology and timing differences