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MAF 2015 to 2016 people management methodology

Table of contents

Methodology overview

Effective management of human resources is essential to the efficiency of the Public Service of Canada and the quality of services offered by the federal government for Canadians. The objective of the People Management measures in the Management Accountability Framework is to assess people management practices and performance across the public service through the lens of a selected number of key areas and indicators in order to provide Deputy Heads and Heads of Human Resources with the tools and the data to further analyze trends and issues in people management.

The three-year approach of the 2014-17 MAF to assessing people management practices and performance brings stability and predictability to the process by using a balanced combination of quantitative and qualitative data, including the Public Service Employee Survey results. While stability and predictability remain an objective, a few changes are being considered in the 2015-16 MAF in order to:

  • Introduce new practice measures that follow-up on results from last year’s measures;
  • Make full use of the data sources available from central systems at TBS to further reduce the reporting burden from departments;
  • Improve existing measures to increase the relevance for Deputy Heads and provide evidence based information for decision-making;
  • Provide a government-wide view of the state of people management with better metrics to allow for benchmarking within a broader comparative context; and,
  • Introduce new service standard performance measures for internal services.

The 2015-16 people management methodology is comprised of 26 measures organized around three areas of focus to ensure that the public service of Canada remains bilingual, professional and non-partisan and guided by our enduring public sector values:

  1. Workforce and work culture  - a diverse workforce that embraces public sector values
  2. Leadership and employee engagement – Seasoned leaders that generate employee engagement – the depth and breadth of knowledge of executives has an impact on the ability to deliver on the organization’s mandate.
  3. Performance management and employee learning - a skilled and agile workforce that has the knowledge and flexibility to meet the needs of an evolving public service

Providing Deputy Heads with reliable, useful and actionable management intelligence will contribute to supporting evidence based decision making as well as strengthening management capacity, efficiency and effectiveness in people management. Moreover, Deputy Heads will be in a better position to track and communicate progress on the government of Canada’s people management priorities.

Questionnaire

Workforce and work culture

Outcome statements: A diverse workforce that embraces public sector values.

Values and ethics

An acceptable organizational culture both reflects and supports public sector values: the workplace environment fosters an atmosphere of respect and trust, focuses on people skills, demonstrates care for employee well-being and builds positive working relationships; the organization has supportive systems and structures in place; and the leaders communicate and demonstrate the values and ethics of the organization.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

  1. How does the department or agency ensure that employees subject to the post-employment limitation period are aware of their responsibilities?

    • Employees are made aware on an individual basis when appointed to a subject position
    • Employees are made aware on an individual basis before leaving a subject position
    • Employees are reminded on a regular basis throughout their time in a subject position
    • Employees have access to information about positions that are subject to the post-employment limitation period and their responsibilities
    • Employees have access to an advisor to help them understand their responsibilities

    Rationale: 

    To provide an indication of the number of departments and agencies that meets the requirement of the Policy on Conflict of Interest and Post-Employment into effect, for most public servants, on .

Policy on Conflict of Interest and Post- Employment

Departmental Ask 

Departments or agencies to submit evidence that best exemplify their selection (maximum of one (1) evidence per selection)

Examples of evidence: E-mail to employees, department intranet webpage screenshot

Practice

  1. How does the department or agency ensure that employees are aware of their obligations and expected behaviours under the Values and Ethics Code for the Public Sector and the Organizational Code of Conduct?

    • Support and promote departmental-wide activities such as courses, workshops, information sessions, blogs and group discussions
    • Mandate training for all employees
    • Ensure resources are made available to all employees e.g. Policy instruments, guides, communications products, etc.
    • Establish a Values and ethics program where employees can obtain advice on ethical issues
    • Take administrative or disciplinary measures when values have been breached
    • Include organizational requirements within internal programs such as Performance Management, Awards and Recognition, Orientation, etc.

    Rationale: 

    Awareness is the first step to prevention. Aware employees are also more likely to be able to recognize a potential issue and act on it appropriately.

Values and Ethics Code for the Public Sector

Departmental Ask 

Departments or agencies to submit evidence that best exemplify their selection (maximum of one (1) evidence per selection).

Examples of acceptable evidence: 

Selection 1 and 2: Course/workshop outline or description, department intranet webpage screenshot

Selection 3: Share one example of a resource (e.g. guide for employees), or a screen shot from the departmental intranet webpage highlighting what is available to employees

Selection 4: A screen shot from the departmental intranet webpage, an e-mail communication to employees, an extract from the annual report of activities, an extract from the organizational wellness report.

Selection 5: A screen shot from the departmental intranet webpage or an e-mail communication to employees outlining the disciplinary and corrective measures. No confidential information regarding specific cases is to be shared.

Selection 6: Welcome letters to employees, criteria for awards, performance agreement templates or instructions to managers.

Practice

Official languages

An acceptable organizational culture creates, reflects and maintains a work environment that is conducive to the use of both official languages and in which employees are encouraged to use the official language of their choice in the workplace. The organization’s leaders lead by example and promote this objective. A range of measures is used to better identify areas where attention may be warranted.

Important - For questions 3 and 4 on Official Languages:

  • Departments do not have to submit any evidence or answer the question.
  • The information is to be provided by OCHRO based on the Annual Review on Official Languages.
  • Departments that have not submitted information for the Annual Review on Official Languages will be contacted by the Official Languages Centre of Excellence.
Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

  1. Taking into consideration your department or agency’s size and mandate, do performance agreements include performance objectives related to Parts IV, V, VI and VII of the Official Languages Act, as appropriate?

    • Yes
    • No

    Rationale: 

    To provide an indicator of the extent to which departments and agencies meet the requirement of the new Policy on Official Languages, which came into effect on . The Deputy Head is responsible for identifying which employees’ performance should be evaluated based on Official Language objectives. These employees should be identified based on the particular circumstances (such as mandate and size) of their institution. It is up to the Deputy Head to determine if this is limited to executives or includes non-executives.

Policy on Official  Languages

Annual Review on Official Languages

No evidence is to be submitted for this measure

Practice

  1. Are mechanisms in place to regularly monitor the implementation of Parts IV, V, VI and VII (section 41) of the OLA and to inform the Deputy Head of the results?

    • Yes
    • No

    Rationale: 

    To provide an indicator of the extent to which departments and agencies meet the governance requirement of the new Policy on Official Languages, that came into effect on .

Policy on Official Languages

Annual Review on Official Languages

No evidence is to be submitted for this measure

Practice

Employee retention and work culture

Employee turnover is a normal part of the business cycle. High consistent turnover rates however might signal challenges within an organization. A range of measures is used to better understand the work culture and identify underlying causes that affect employee retention.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

  1. An overview of mobility within and outside of the department including departures from the Public service:

    • 5.1

      Rate of internal mobility of indeterminate employees in the department or agency broken down by the following:

      • 5.1.1

        Promotions

      • 5.1.2

        Lateral transfers (Same and different classifications)

      • 5.1.3

        Downward movements

    • 5.2

      Departures from the department/agency for the following reasons:

      • 5.2.1

        Retirements

      • 5.2.2

        Other separations, including reasons such as; lay off, Workforce Adjustment, personal, back to school etc.

      • 5.2.3

        Deployment to another department/agency

    • 5.3

      New employees to the department/agency:

      • 5.3.1

        Deployment from another department or agency from within the Public Service

      • 5.3.2

        New Indeterminate hires from outside the Public Service

    Rationale: 

    A measure of an agile and mobile workforce Mobility – an important variable in workforce planning and retention strategies.

    Calculation of measure 5.1: 

    Total number of indeterminate employees within the department who were promoted, moved laterally to another position within the department or moved downwards within the department

    (divided by)

    Average number of indeterminate employees during the period

    Calculation of measure 5.2: 

    Number of indeterminate employees who left the department voluntarily for reasons of retirement, other separations or deployment during the period

    (divided by)

    Average number of indeterminate employees during the period

    Calculation of measure 5.3: 

    Inflow of number of indeterminate employees who came from other departments and those who were hired from outside the Public Service

    (divided by)

    Average number of indeterminate employees during the period

    Employee tenure: Indeterminate employees

    Employee status: Active employees and those on leave without pay.

    Period: FY 2014-2015

N/A

Incumbent Data Files, Mobility file and PSC Appointments File

No evidence is to be submitted for this measure

Separate employers must provide data for sub-measure 5.1 only.

Performance

  1. What is the average number of paid (certified and uncertified) sick days per Full Time Equivalent?

    Rationale: 

    To measure the usage of sick days and identify average trends to inform decision-making.

    Calculation of measure: 

    Sum of the number of paid sick days (certified and uncertified) taken by employees during the period

    (divided by)

    Number of Full Time Full Year Equivalent (FTFYE)

    Note: include leave codes 205, 206, 210, 220, only in the calculation of the number of paid sick days.

    The number of FTFYE is calculated as follows:

    • The FTFYE (Full-Time-Full-Year-Equivalent) variable converts all employees into units representing a full-time employee working for the whole year. The calculation of the FTFY equivalence is based on a ratio between the assigned work week and the normal work week as per the collective agreement and the amount of time an employee is active over a 12-month period.

      The formula is as follows:

      Number of periods an employee is active over a given year

      (divided by)

      12 months multiplied by assigned work week divided by standard work week

      It is important to note that the number of hours in the assigned and normal work weeks can vary depending on employees. The leave usage per employee is translated from hours to days based on individual assigned work week. This means that the number of hours contained in 1 workday can vary depending on the employee. On average however, the day conversion is close to 7.5 hours.

    Employee tenure: Indeterminate and term employees (term greater than 3 months)

    Employee status: Active employees

    Period:  –

N/A

Employee Leave Reporting System

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

Recruitment and employment equity

Recruitment is an essential component of workforce planning. These measures are about having the right people at the right place at the right time including being representative of Canadian workforce and offering equal opportunities to each employee.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category
Table 4 Notes
Table 4 Note 1

This includes positions that were vacated before and during the specified period.

Return to table 4 note * referrer

Table 4 Note 2

Start counting days when the incumbent leaves the position (NOT when the appointment process is posted).

Return to table 4 note ** referrer

  1. Average number of days key positions remain vacant

    • 7.1

      The number of times that key positions were vacatedtable 4 note * within the specified period

      A position has been vacated if the incumbent has left the position. A position that has been vacated may not be "vacant" if it is filled immediately after being vacated. As such, it is technically possible to have a denominator of one or more positions that have been vacated while still having a numerator of 0 days. If a key position was vacated twice within the period, it should be counted twice. If a position is vacant at the start of the period, it should be counted as a position that has been vacated.

    • 7.2

      The total number of calendar daystable 4 note ** that key positions were vacant.

      This is the number of days between the date that the position is vacated and the date that the position is filled. If a position is not filled by the end of the specified period, then it is the number of days between the date that the position is vacated and the end of the specified period. If the position is filled immediately, then the number of days that the position was vacant is 0. If the position was vacated prior to the start of the specified period, then the number of days that the position was vacant remains the number of days between the date that the position is vacated and the date that the position is filled (i.e. the days where the position was vacant which fall prior to the specified period are counted).

    • 7.3

      Average number of days key positions remain vacant (this number is obtained by dividing 7.2/7.1)

    Rationale: 

    To provide an indication of the effectiveness of succession planning practices within departments and agencies.

    Organizational ask: Departments are asked to provide each of the following elements: 

    Note: 

    Positions in which someone is acting or is on assignment are not considered vacant for the purpose of this measure. A position is vacant if it is empty, with no one fulfilling the duties.

    Period: –

N/A

Departmental Ask 

Departments must submit:

  • The number of times that key positions were vacatedtable 4 note * within the specified period. E.g., 12.
  • The total number of calendar daystable 4 note ** that key positions were vacant. E.g., 55 or 102.5

Performance
Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

Measures 8 to 11: Employment Equity Representation, Recruitment, Promotion, and Turnover of Designated Groups

Rationale: 

To measure the extent to which departments and agencies meet the legislative requirements of the EE act.

Calculation of measure: 

This calculation is done separately for each of the four designated groups. The result is displayed separately for each of the four indicators.

Representation: 

Number of designated group members

(divided by)

Total number of employees

The representation of a designated group will be displayed next to the workforce availability of that designated group calculated for the department or agency.

Employee tenure: Indeterminate (including seasonal) employees and term employees who have been with the organization for more than three consecutive months.

Employee status: Active

Period: Snapshot as of

Recruitment: 

Number of designated group members recruited

(divided by)

Total number of employees recruited

The recruitment of a designated group will be displayed next to the workforce availability of that designated group calculated for the department or agency.

Employee tenure: New Indeterminate (including seasonal) and term employees

Employee status: N/A

Period:  –

Promotions: 

Number of designated group members promoted internally

(divided by)

Total number of promotions during the 12 month period

The promotions of a designated group will be displayed next to the representation of that designated group in the department.

Employee tenure: Indeterminate (including seasonal) employees and term employees who have been with the organization for more than three consecutive months.

Employee status: Active

Period: –

Turnover: 

Number of designated group members that left the organization

(divided by)

Total number of employees who left the organization during the 12 month period

The turnover of a designated group will be displayed next to the representation of that designated group in the department.

Employees who left due to retirement or due to workforce adjustment will be excluded from the calculation of the measure for turnover.

Employee tenure: Indeterminate (including seasonal) employees and term employees who have been with the organization for more than three consecutive months.

Employee status: Active

Period:  –

Workforce availability: The estimated availability of people in designated groups as a percentage of the Canadian workforce population. For federal public service purposes, workforce availability is based on the population of Canadian citizens who are active in the workforce and work in those occupations that correspond to the occupations in the public service. The estimates are derived from the 2011 National Household Survey (i.e. “Census”) and the 2012 Canadian Survey on Disabilities. The workforce availability estimates used in these measures are the ones calculated for each department and agency.

  1. What are the representation, recruitment, promotion, and turnover rates for women in your department or agency?

    • 8.1 Representation
    • 8.2 Recruitment rate
    • 8.3 Promotion rate
    • 8.4 Turnover rate

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers who must submit all data elements for this measure.

Performance

  1. What are the representation, recruitment, promotion, and turnover rates for Aboriginal People in your department or agency?

    • 9.1 Representation
    • 9.2 Recruitment rate
    • 9.3 Promotion rate
    • 9.4 Turnover rate

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

  1. What are the representation, recruitment, promotion, and turnover rates for Persons with Disabilities in your department or agency?

    • 10.1 Representation
    • 10.2 Recruitment rate
    • 10.3 Promotion rate
    • 10.4 Turnover rate

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

  1. What are the representation, recruitment, promotion, and turnover rates for Visible Minorities in your department or agency?

    • 11.1 Representation
    • 11.2 Recruitment rate
    • 11.3 Promotion rate
    • 11.4 Turnover rate

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

Leadership and employee engagement

Outcome statements: Seasoned leaders that generate employee engagement.

Leadership

The depth and breadth of knowledge of the organizational business by executives has an impact on the ability to deliver on the organization’s mandate.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category
Table 6 Notes
Table 6 Note 1

Does not have to be continuous.

Return to table 6 note * referrer

  1. What is the average number of years that executives have been in their substantive position?

    Rationale: 

    To provide an indicator of the level of experience and knowledge that executives have within the organization.

    Calculation of measure: 

    Number of years of service that executives have in their current substantive position

    (divided by)

    Total number of executives in the organization

    Employee tenure: Indeterminate executives (from EX-01 to EX-05)

    Employee status: Active executive employees and executives on leave without pay

    Period: Snapshot as of

N/A

Incumbent Data Files

No evidence is to be submitted for this measure

Performance

  1. What is the average number of years that executives have been at level?

    Rationale: 

    To provide an indicator of the level of experience and knowledge that executives have within the organization, and in the Public Service.

    Calculation of measure: 

    Number of years of service that executives have at their current level

    (divided by)

    Total number of executives in the organization.

    Employee tenure: Indeterminate executives (from EX-01 to EX-05)

    Employee status: Active executive employees and executives on leave without pay

    Period: Snapshot as of

N/A

Incumbent Data Files

No evidence is to be submitted for this measure

Performance

  1. What is the average number of years that executives have been in the organization?

    Rationale: 

    To provide an indicator of the level of experience and knowledge that executives have within the organization.

    Calculation of measure: 

    Number of years of service that executives have in their organizationtable 6 note *

    (divided by)

    Total number of executives in the organization

    Employee tenure: Indeterminate executives (from EX-01 to EX-05)

    Employee status: Active executive employees and executives on leave without pay

    Period: Snapshot as of .

N/A

Incumbent Data Files

No evidence is to be submitted for this measure

Performance

  1. What is the percentage of executives who work in an acting capacity in your department or agency

    Rationale: 

    To provide an indication of stability, leadership and knowledge retention of executives in the organization.

    Calculation of measure: 

    Number of executives working in an acting capacity in the executive group

    (divided by)

    The total number of executives

    Employee tenure: Indeterminate executives

    Employee status: Active executive employees

    Period: Snapshot as of .

N/A

Incumbent Data Files

No evidence is to be submitted for this measure

Performance

Employee engagement

Measured every 3 years using PSES results

Public Service Employee Survey (PSES): The results of the survey provide information on views of all employees of the federal Public Sector about their workplace. The results are used to develop concrete actions in each organization, and where warranted, across the Public Service. The results also serve as input to the corporate management agendas. The survey provides a baseline against which future progress in renewing the workplace can be measured.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

  1. Based on your analysis of the PSES, which among the following are the top five priority areas identified for action in your department?

    • Employee Engagement
    • Leadership – Immediate Supervisor
    • Leadership –Senior Management
    • Performance Management
    • Staffing
    • Job fit and Development
    • Empowerment of Employees
    • Work life balance / Workload
    • Retention
    • Organizational Goals
    • Organizational Performance
    • Respectful Workplace
    • Ethical Workplace
    • Physical Environment and Equipment
    • Official Languages
    • Harassment
    • Discrimination
    • Duty to Accommodate
    • Collective Agreements and Labour Relations

    The MAF may leverage results from potential PSES follow-up surveys that examine progress on PSES themes if available.

N/A

Departmental Ask 

Departments must submit the list of actions or the proposed next steps to address the issues in the priority areas identified. This does not necessarily have to be a stand-alone PSES action plan. Action could be integrated as part of another planning tool (such as an HR plan, a business plan, etc.).

Practice

Performance management and employee learning

Outcome statements: A skilled and agile workforce that has the knowledge and flexibility to meet the needs of an evolving public service.

Performance and talent management

Successful performance management facilitates the effective delivery of strategic and operational goals. For the process to work, employees must understand the process and its purpose and witness its applicability on a daily basis.

Note: Data for measures below will be pulled from the Performance Management System. There are some special circumstances where all or a subset of employees within a department or agency may not be using the new performance management system. These departments or agencies may have to submit the required data as part of their submission.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

  1. What is the percentage (%) of employees in your organization that have documentation setting performance expectations/objectives?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have documentation setting performance expectations (objectives)

    (divided by)

    Total number of employees multiply by 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction:

Performance Management Directive

Performance Management System

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

  1. What is the percentage (%) of employees in your organization that had mid-year conversation(s) with their immediate supervisor to review performance?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who had mid-year conversation(s) with their immediate supervisor to review performance

    (divided by)

    Total number of employees multiply by 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction:

Performance Management Directive

Performance Management System

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

  1. What is the percentage (%) of employees with a completed annual written performance assessment?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have completed a written performance assessment

    (divided by)

    Total number of employees

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Most recent and fully completed performance management cycle

    Date of data extraction:

Performance Management Directive

Performance Management System - No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

  1. What is the percentage (%) of employees who have an action plan amongst those with an unsatisfactory performance or whose management requested an action plan?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees with an action plan

    (divided by)

    Total number of employees who were identified to have an action plan and Total number of employees who have an unsatisfactory performance rating

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Most recent and fully completed performance management cycle & Current performance management cycle

    Date of data extraction:

Performance Management Directive

Performance Management System

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

  1. What is the percentage (%) of employees who have been offered a talent management plan amongst those who have surpassed or have been identified to have a talent management plan?

    Rationale: 

    To provide a snapshot of the status and results of the implementation of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have been offered a talent management plan

    (divided by)

    Total number of employees who were identified to have a talent management plan

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Most recent and fully completed performance management cycle & Current performance management cycle

    Date of data extraction:

Performance Management Directive

Performance Management System

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

Learning and development

 Ensuring that the public service is equipped to meet the challenges of the 21st century requires employee learning, training and professional development. Organization’s commitment to various ways of learning is the foundation of employee development and performance improvement.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

  1. What is the percentage (%) of employees in your organization that have documentation setting learning objectives (learning plan)?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have documentation setting learning objectives (learning plan)

    (divided by)

    Total number of employees

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction:

Performance Management Directive

Performance Management System

No evidence is to be submitted for this measure

Separate employers must submit all data elements for this measure

Performance

Service standards

The TB Policy on Service defines service standard as: “Public commitment to a measurable level of performance that clients can expect under normal circumstances”

Outcome statements: Achieve excellence in human resources management services to ensure they are client-centred and efficient.

Rationale pertaining to questions below: Service standards are essential for maintaining efficient and effective client-centred services that support achievement of program delivery objectives.

Indicators and Calculation Method (where applicable) Policy Reference Evidence Source and Document Limit Category

Table 10 Notes

Table 10 Note 1

Hiring from within the Public service.

Return to table 10 note * referrer

  1. Time to staff

    • 23.1

      Number of days taken to staff indeterminately a vacant position using an internaltable 10 note * hiring process

      23.1.1

      At the AS-01 level

      23.1.2

      At the EX-01 level

    • 23.2

      Proportion of staffing processes that were advertised

      23.2.1

      For staffing indeterminately positions at the AS-01 level

      23.2.2

      For staffing indeterminately positions at the EX-01 level

    Rationale: 

    A measure of efficiency in delivering Staffing Services.

    Calculation of measure: 

    Sum of the number of days between the day that the HR division was contacted to initiate the staffing action to the day that the letter of offer was issued for the staffing of positions at the AS-01 or EX-01 levels

    (divided by)

    The total number of positions at the AS-01 or EX-01 levels for which a letter of offer was issued during the time period

    Departments must submit the following separately for EX-01 and AS-01 positions: 

    For measure 23.1.1 and 23.1.2:

    Sum of the number of the days between the day that the HR division was contacted to initiate the staffing action to the day that the letter of offer was issued for the positions identified in part 2) below

    (divided by)

    Number of positions at the EX-01 or AS-01 level for which a letter of offer was issued during the time period indicated below

    For measure 23.2.1 and 23.2.2:

    1. Proportion of staffing actions that used an advertised process

    Type of appointment: Indeterminate appointments only.

    Period:  to

N/A

Departmental Ask 

(1 evidence per section)

Performance

  1. Percentage of job descriptions which are greater than 5 years old.

    Calculation of measure: 

    Number of job descriptions that are greater than 5 years old based on estimated age of job descriptions as represented by the date of last classification decision recorded in the TBS Office of the Chief Human Resources Officer system

    (divided by)

    Total number of job descriptions

    Period: 

N/A

TBS Central Systems – Position Classification Information System (PCIS)

Performance

  1. Percentage of vacant positions that have been vacant for 2 or more years

    Calculation of measure: 

    Number of vacant positions that have been vacant for 2 or more years

    (divided by)

    Total number of vacant positions for the set time period, as recorded in the TBS Office of the Chief Human Resources Officer system.

    over the

    Period: 

N/A

TBS Central Systems – Position Classification Information System (PCIS)

Performance

  1. Percentage of the department’s FTEs working in a Human Resources capacity

    Calculation of measure: 

    Total number of FTEs working in a Human Resources capacity

    (divided by)

    Total departmental FTEs

    Period: 

N/A

TBS Central Systems

Performance

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