President’s meeting with Lisa Campbell, President of the Canadian Space Agency (CSA)

Information valid as of October 29, 2020

Deputy Head

Ms. Lisa Campbell was appointed as the President of the Canadian Space Agency (CSA), to hold office for a term of five years, effective September 14, 2020.

Ms. Campbell 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

The CSA Act established the Agency in 1980, to promote the peaceful use and development of space, to advance the knowledge of space through science and to ensure that space science and technology provide social and economic benefits for Canadians. The CSA may exercise its powers, and perform its duties and functions, in relation to all matters concerning space over which Parliament has jurisdiction and that are not by or pursuant to law assigned to any other department, board or agency of the Government of Canada.

The CSA is working across the Innovation, Science and Economic Development Portfolio in leading the development and application of space knowledge for the benefit of Canadians and humanity. To achieve this, the Agency promotes an environment where all levels of the organization:

• pursue excellence collectively;
• advocate a client-oriented attitude;
• support employee-oriented practices and open communications;
• commit itself to both empowerment and accountability; and
• pledge to cooperate and work with partners to their mutual benefit.

Challenges

The highly specialized scientific workforce of the Agency brings some challenges when staffing and recruiting. Maintaining talent, especially in the Agency’s headquarters located in Saint-Hubert, Quebec, has been challenging as the organization aims to significantly increase its workforce to deliver on its mandate. More specifically, increased capacity is needed to support large-scale projects, such as the Lunar Gateway, where Canada is partnering with the United States to send human beings deeper into space than they have ever been.

The organization is also looking into next generation recruitment strategies, while dealing with having few entry-level positions and several more senior-level positions to staff. There is also a reluctance to using all available staffing flexibilities, such as non-advertised processes. In addition, the CSA recognizes the importance of having inclusive appointment processes designed for a diverse workforce. As such, Human Resources professionals are currently working on raising hiring manager’s awareness accordingly.

Experimentation

In the context of the Covid-19 pandemic, the organization has experimented an alternative method of second language assessment for reading and writing proficiencies. It consists of the use of former Canada School of the Public Service tests that are administered virtually, via the Vidcruiter platform. Overall, assessments are going well but there is some reluctance in sharing these tests with other organizations because of concerns related with maintaining their integrity, as there is only one version for each test.  Nevertheless, in a spirit of collaboration, the CSA has shared these tests with an organization and is willing to do the same for other interested parties. For the oral proficiency, the Agency is using an alternate assessment tool via the Vidcruiter platform.

In 2018, the Agency undertook a 100% virtual CS-01 external advertised process working in collaboration with academic institutions. The information technology group was considered particularly suitable for this online assessment approach due to the field of expertise of the candidates. The University of Sherbrooke developed the skills test and the knowledge test was created by the Maisonneuve College. The assessment of 149 candidates was conducted via a secured platform and the automated correction was completed in less than 24 hours. Then, virtual discussions were organized with successful candidates who met the selection criteria. There were 3 offers made, which were accepted. The duration of the entire process was 3 weeks. Inspired by this process, a virtual CR-04 external advertised process was conducted in about 4 months in 2019-2020, where 64 candidates were qualified, some appointments were made.

In the context of CSA’s priority to engage young Canadians, the organization has also implemented the Junior Astronauts campaign. The main purpose of this initiative is to inspire the next generation of space explorers and get young Canadians excited about space and science. The campaign culminates with a camp, at which selected youth from every province and territory join astronauts, scientists, and engineers for a week of space training at the CSA headquarters.

In addition, the Agency has implemented the Canadian CubeSat Project to engage over 450 post-secondary students in real space missions and provide them with an opportunity to gain the knowledge and skills necessary to become future space experts. Both of these initiatives are meant to not only engage Canadians with space but inspire the next generation of Canadians to reach for the stars.

Population and Staffing Activities

Population

The CSA is a medium size organization with a population of 681 employees (as of March 31, 2020). Approximately 84% of its employees work at the CSA’s headquarters located at the John H. Chapman Space Centre, in St-Hubert, Quebec. The remaining employees work at the David Florida Laboratory in Ottawa and at their policy and planning offices in Gatineau. Some officials are also working in Houston, Washington and Paris.

Staffing Activities

The last Astronaut Recruitment Campaign was launched on June 17, 2016. This was the fourth astronaut recruitment campaign of Canada's history. Out of 3,772 applications from Canadians in every province and territory, as well as outside Canada, and after a one-year arduous selection process, two candidates were selected to represent Canada's new generation of space explorers.

In 2019-2020, the CSA conducted a total of 339 staffing activities:

• 182 appointments to the public service (including casuals and students);
• 69 promotions;
• 28 acting appointments (excluding acting appointments of less than 4 months); and
• 60 lateral and downward movements.

Of those staffing activities, 53 were casual hires and 88 student hires.

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

Time to Staff

There is insufficient data to provide time to staff results for internal or external staffing processes at the CSA.

Staffing Framework

New Direction in Staffing Implementation

The CSA has completed all the mandatory documentation related to requirements stemming from the NDS (i.e. policy on area of selection, direction on the use of advertised and non-advertised appointment processes and the articulation of selection decisions).

In addition to the mandatory requirements, the organization has established additional policies and/or directives on the following topics: policy on investigations, corrective actions and revocations in Internal and External Appointment Processes, Informal Discussions, Casual Employment and Professional Development and Apprenticeship Program.

The CSA has shared its Appointment Policy, and associated directives, with the PSC, as well as its sub-delegation instrument. It should be noted that the Agency has initiated a review of its sub-delegation instrument, notably with respect to lowering down levels of approbation to managers. Discussions on that matter with senior management have temporarily been suspended, due to the pandemic and other pressing issues. In addition, there were recent organizational structure changes and the appointment of the new CSA President. Consultations with concerned parties will resume shortly and it is expected that the revised sub-delegated instrument be submitted for approval in the coming weeks.

In term of oversight, the organization has developed a plan for monitoring activities in light of the PSC new oversight model which includes ongoing monitoring, cyclical assessment as well as DH requirements listed in the Appointment Delegation and Accountability Instrument (ADAI).  Continuous monitoring activities have been completed. For example, the CSA conducted the following 2 recent monitoring exercises: the examination of a sample of appointment processes from a compliance perspective, and the examination of a sample of appointment processes from an employment equity perspective.

Furthermore, the organization has put in place the following measures to foster flexibilities in staffing practices:

• lean exercise for human resources service-delivery;
• creation of pools of partially assessed candidates;
• interview material specially designed for the CSA by a private firm;
• use of candidate assessment results in other processes, when possible;
• introduction of a secure electronic signature;
• use of PSC’s targeted inventories; and
• paperless staffing exercise completed for some activities.

During November 2017 and May 2019 in-person visits to the CSA headquarters in St-Hubert, the Staffing Support Advisor (SSA) delivered various sessions for CSA human resources professionals to discuss areas of interest identified by the organization such as: the renewal of job advertisements, approaches to develop better merit criteria and the use of performance management information in the context of staffing. The SSA also presented updates on various PSC initiatives, discussed trending topics and experimentation in staffing and reviewed NDS staffing scenarios.

The SSA has discussed with the organization about possible topics of interest for future virtual sessions, which should take place in the winter of 2020-2021. The organization is particularly interested in learning more about assessment in general and in accommodation in the assessment process.

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

The CSA has reported that the organization made a single use of the Public Service Official Languages Exclusion Approval Order and the Public Service Official Languages Appointment Regulations for the period of April 1, 2019 and March 31, 2020. There were no unresolved situations where the employee did not meet the initial two-year period referred to in an agreement to become bilingual.

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

The CSA did not report any deputy head exceptions to the National Area of Selection between April 1, 2019 and March 31, 2020.

Results of Organizational Cyclical Assessment

The CSA has not yet submitted a cyclical assessment to the PSC; however, work is underway and the Agency is planning to do so before May 1, 2021. The SSA has provided support to the organization throughout this project.

Inquiries and Trends

Since the NDS came into effect on April 1, 2016, the majority of CSA’s inquiries were related to the ADAI, more specifically on cyclical assessment and sub-delegation. Assessment was also a topic of interest. Overall, questions were quite varied.

More recently, in the context of the Covid-19 pandemic, the organization’s questions were mostly related to the temporary measures put in place by the PSC for second language evaluations and interim PSC testing.  Since, February 1, 2020, the CSA has submitted 43 inquiries related to Covid-19 to its SSA. These questions pertained to remote assessment, administrating the oath or solemn affirmation and signing letters of offer remotely, certification to administer the PSC writing and reading SLE tests, guidance on using alternatives methods of assessments for SLE, reporting on the use of PSC measures for second language evaluation and wording for letters of offer.

Oversight

Audits

Current Audits:

The organization was among those selected as part of the Audit of Employment Equity Representation in Recruitment that is currently being finalized.  The objectives of this audit were as follows:

• To determine whether the four designated employment equity groups are proportionately represented in recruitment processes.
• To identify key factors that influence representation in the appointment system among the four designated employment equity groups.

It is important to note that results will be presented at an aggregate level in the final report and not at the level of the organization. Four CSA staffing processes were included in the overall sample of 181 processes selected from 30 organizations.

The final report will be published in the new year (winter 2021).

Investigations

Between August 21, 2017 and August 21, 2020, 2 requests for investigation under section 66 - External Appointments (i.e. merit, error, omission, improper conduct) were submitted to the PSC.  Both requests were closed by the PSC upon receipt. A third request for investigation under section 69 - Fraud was submitted by the CSA to the PSC, and it was founded.

Table 1 - Investigations

Nature of Issue	Cases Received	Cases Referred by Organization	Closed - Not Accepted	Completed Unfounded	Completed Founded	Ongoing
Section 66 External Appointments (Merit, Error, Omission, Improper Conduct)	2	0	2	0	0	0
Section 69 Fraud	1	1	0	0	1	0
Section 118 Improper Political Activities – Employees	0	0	0	0	0	0
Total	3	1	2	0	1	0

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

Staffing and Non-Partisanship Survey Results

Overall, the CSA’s Staffing and Non-Partisanship Survey (SNPS) results are generally comparable to public service-wide results and to those of other similar-sized organizations (i.e. medium), with some notable exceptions.

Below are key findings from the CSA’s 2018 SNPS results:

• 76% of employees indicated that people hired in their work unit can do the job, as compared to 43.6% in similar size organizations and 53.8% across all organizations in the federal public service.
• 7.3% of managers agreed that that they felt external pressure to select a particular employee, as compared to 8.7% in similar size organizations and 12.7% across all organizations in the federal public service.
• 1.1% of managers felt a sense of personal indebtedness to one or more employees, as compared to 4.6% in similar size organizations and 6.4% across all organizations in the federal public service.
• 20.3% of managers reported no or minimal understanding of the provisions that help veterans gain employment in the federal public service, as compared to 32.3% in similar size organizations and 34.2% across all organizations in the federal public service.
• 75.9% of managers indicated that they understand the NDS, as compared to 73.4% in similar size organizations and 61.4% across all organizations in the federal public service.
• 91.4% of managersfeel staffing is burdensome, as compared to 84% in similar size organizations and 87.9% across all organizations in the federal public service.
• 41.8% of managers feel staffing is not quick enough, as compared to 45.4% in similar size organizations and 62.4% across all organizations in the federal public service.

Diversity Profile

The CSA is doing well in its representation of members of visible minorities which is above 2.2% compared to the workforce availability (WFA). However, the organisation is below WFA for women, who represent 44.5% of its workforce, while the WFA for this group is 52.7%. The CSA is also below WFA for aboriginal people, who represent 1.2% of its workforce, while the WFA for this group is 4%. Finally, representation for persons with disabilities is also below WFA with 5.5% of its workforce, while the WFA for this group is 9.0%.

The organization should take action to close the gap for woman, aboriginal people 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.

An HR Advisor from the PSC’s National Recruitment Directorate met with the CSA’s Employment Equity and Diversity Advisory Committee (EEDAC) on November 18, 2019 to discuss ongoing representativeness of its workforce. More specifically, the PSC presented different possible options and strategies for targeting and recruiting persons with disabilities, such as the Employment Opportunity for Students with Disabilities (EOSD) and the Federal Internship Program for Canadians with Disabilities (FIPCD).

The following array of solutions may be useful as the CSA continues to build a representative and diverse organization:

• The Public Service Employment Act includes provisions that enable managers to:
• Target designated group members through the area of selection for advertised appointment processes.
• Establish and apply an organizational need to appoint designated group members.
• Use external and internal non-advertised appointment to appoint designated group members.
• The PSC offers recruitment solutions that target designated group members. Referrals can be submitted to the PSC through its student programs and inventories.

Table 2 - Diversity Profile

Designated Group	Public Service Work Force Availability (WFA)	Canadian Space Agency (CSA)	Representation across the  Public Service of Canada
Women	52.7%	44.5 %	54.8%
Aboriginal Peoples	4.0%	1.2%	5.1%
Persons with Disabilities	9.0%	5.5 %	5.2%
Members of Visible Minorities	15.3%	17.5 %	16.7%

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

Priority Entitlements and Veterans

Appointments of Persons with a Priority Entitlement

Between April 1, 2019 and August 20, 2020, the CSA has appointed 1 person with a priority entitlement indeterminately.

Appointments of Persons with a Canadian Armed Forces (CAF) Priority Entitlement

Since the coming into force of the Veterans Hiring Act on July 1, 2015 until August 20, 2020, the CSA made 3 appointments of persons with a CAF Priority Entitlement.

Priority Clearance Requests

From April 1, 2019 to August 20, 2020, CSA submitted 151 priority clearance requests.

Since the Priority Entitlements Policy Division began monitoring priority entitlement clearances related to Covid-19, the CSA has not submitted any priority clearance requests specifically linked to COVID-19. All priority clearance requests have been considered “regular” and processed accordingly.

Table 3 - Priority Clearance Type

Priority Clearance Type	Amount	Percentage
Internal advertised processes Internal advertised (22) Appointment from a previously established pool (35) Employment Equity (EE) process (1)	58	38.4%
Internal non-advertised processes	21	13.9%
External advertised processes External advertised (11) Appointment from a previously established pool (35) EE process (0)	46	30.5
External non-advertised processes	20	13.2%
Appointment of persons with a priority entitlement (includes term and indeterminate appointments)	1	0.7%
Student bridging	4	2.6%
Section 43	1	0.7%
Total	151	100%

Source: Priority Information Management System

Persons with a Priority Entitlement

As of September 15, 2020, the CSA had no person with a priority entitlement activated in the Priority Information Management System.

Non-Partisanship in the Public Service

Each organization has a designated political activities representative (DPAR) who is an employee of that organization. The DPAR acts as a liaison with the PSC on matters related to political activities and non-partisanship and facilitates the timely treatment of candidacy requests. CSA’s DPAR has recently left the organization, a replacement will be announced shortly.

The results of the 2018 Staffing and Non-Partisanship Survey indicate that CSA employees have an overall higher awareness and understanding of political activities and non-partisanship than the public service as a whole. For example, 90.9% of CSA employees indicated a moderate to great awareness of their rights and obligations for engaging in political activities, whereas the results for the public service as a whole was 80.1%.

In the past decade, the PSC has received four candidacy requests from CSA employees all of which were for the Quebec municipal elections held in 2013. None of the employees were elected. 

Public Service Commission Initiatives

The organization participated in the PSC Position-Specific Assessment for Oral Proficiency at the B Level. The CSA especially appreciated this initiative and are hoping that it will be implemented more broadly. 

In an effort to reduce delays in accessing the PSC’s test for oral proficiency, the CSA was included in the “last minute” oral testing project. Therefore, when the PSC has a cancellation for oral proficiency testing, the Agency is offered the opportunity to use that time to test a candidate or an employee.  

The Agency has also confirmed their interest in launching the Employee Referral Program Pilot Project.  Although the pilot has not yet been launched due to other priorities, a program framework was developed in consultation with key stakeholders (human resources, management and bargaining agents) and approved by senior management. The PSC has also developed a toolkit to support the organization and will release a project report shortly.

The PSC is reviewing the Public Service Employment Regulations - a key instrument in support of the Public Service Employment Act. The objectives of the review are to address the current and emerging needs of hiring organizations and eliminate any unnecessary requirements. The CSA participated in the PSC consultation process. The PSC is currently analyzing feedback from all stakeholders and refining the model, as needed.

The CSA was one of 10 participating organizations in the “Federal Government Corner” at a Career Event in Montréal on October 9-10, 2019. The agency participated in the preparatory lunch & learn activity and informed candidates about opportunities at the CSA. They promoted positions in computer science, finance, engineering, economics, and geomatics.

Two Human Resources Advisors at the CSA have recently joined the PSC Network of Assessment Accessibility Ambassadors.

Recruitment Programs

Federal Internship Program for Canadians with Disabilities (FIPCD)

Although the CSA is not currently participating in the FIPCD, this program is a great initiative to contribute to the Government of Canada’s Accessibility Strategy. 

The program offers for a 50% salary reimbursement to hiring organizations for the duration of the internship period.

In addition, the program also provides managers and interns with career coaching services and tools to support the interns’ development such as recommended training offered by the Canada School of Public Service.

Employment Opportunity for Students with Disabilities (EOSD)/Indigenous Student Employment Opportunity (ISEO)

The CSA submitted one request for referral from the Indigenous Student Employment Opportunity (ISEO) in 2020.

EOSD and ISEO are great 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 are available year round in the FSWEP ongoing inventory.

• Number of available students in EOSD:^{Footnote 1} 3,714
• Number of available students in ISEO:^{Footnote 2} 2,263

Federal Student Work Experience Program

The CSA has submitted 14 requests for referral through FSWEP since January 2, 2020. 
Number of available students in this program:^{Footnote 3} 74,4681.

The CSA, although located on the south shore of Montreal, in St-Hubert, Quebec, is interested in recruiting students across the country and providing them with work that can be done virtually.

Post-Secondary Recruitment

The CSA has submitted 1 request for referrals from a PSR inventory to staff a CS-02 position.

Participation in initiatives related to the hiring of Indigenous Peoples

While the CSA has not participated in initiatives related to the hiring of Indigenous Peoples, they have consulted the PSC’s Aboriginal Centre of Expertise (ACE) regarding Indigenous recruitment and their needs with respect to scientific positions. The ACE invited them to partner with them at outreach events.

The ACE and the Office of the Chief Human Resources Officer have developed an Indigenous Career Pathways (ICP) initiative that may be of interest to CSA for their Indigenous hiring needs. ICP provides information on Indigenous recruitment, career progression/development and retention:

• The Inventory of Indigenous Applicants facilitates the matching between hiring managers and candidates by sourcing Indigenous talent from existing inventories of the Public Service Commission and proactively promotes their profiles to federal organizations.
• The Indigenous Recruitment Toolbox provides tools, resources and advice on Indigenous recruitment, outreach and share initiatives that PSC and other departments offer. The toolbox will be updated and accessible to hiring managers and HR advisors on GCintranet at the end of 2020.

Staffing Support

Public Service of Commission Representatives and Organizational Contacts

The SSA assigned to this organization is Chantal Séguin, the primary organizational contact is Maryse Marquis, Senior HR Advisor, Policy and Programs, Human Resources Directorate. The Head of HR (acting) is Janik Simard, HR Director.

PREPARED BY:

Chantal Séguin,
Staffing Support Advisor

Annexes:

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

Annex A

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 greater discretion in making an appointment

• One Appointment Policy, no duplication with legal requirements
• Broader focus on values-based system, away from rules-based system
• Appointments Policy supported by streamlined guidance:
• A roadmap to the requirements in legislation, regulations and policy
• Options and considerations for decision-making where there is discretion
• Clear expectations for priority entitlements
• No restrictions to 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 head 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, at the minimum every five years

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 system-wide or organizational risks or at the deputy head request
• Investigations conducted when there is a 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, 2020

Population by language requirements as of March 31, 2020

Population by occupational group as of March 31, 2020

Population by region as of March 31, 2020

External indeterminate hires by occupational group, 2019-2020

Staffing by region

• Regional distribution excludes unknowns

Staffing by 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 (58% to 90% of appointments)

Staffing by appointment type

Staffing by tenure

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

• 76.1% of employees agreed that people hired can do the job, compared to 67.6% in organizations of similar size, and 53.8% in the federal public service
• 75.1% 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 69.4% in organizations of similar size, and 56.1% in the federal public service
• 91.4% of managers agreed that within their organization, the administrative process to staff a position is burdensome, compared to 84.0% in organizations of similar size, and 87.9% in the federal public service

Student program hires

External indeterminate and term hiring activities: 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 - Internal Appointments (TTS-IA) 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.
• The Time to Staff - External Appointments (TTS-EA) 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. Because data between systems is linked using a probabilistic match, errors in data linkage are a potential source of measurement error.
• Only estimated term and indeterminate appointments/notifications are included (deployments, casual and acting appointments are excluded).

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.
• The Time to Staff - Internal Appointments (TTS-IA) 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 - External Appointments (TTS-EA) 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 probabilistic match, errors in data linkage are a potential source of measurement error
• 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.