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The Human
Resources Management Accountability Framework outlines the expectation
for departments and agencies to have the people, work environment, and focus on
building capacity and leadership to assure success and a confident future for the
public service of Canada. Good human resources management is an important
building block in achieving this goal, and ultimately, in continuously improving
and building the human capacity of the public service to deliver services to
Canadians as outlined in Results
for Canadians.
Performance management is a key enabler of effective human resources management
and the achievement of organizational effectiveness and results. Effective
performance management fosters integration of employee performance with
organizational goals and results; engagement, responsibility and accountability
for on-the-job performance and organizational results; and, fairness, consistency
and transparency in the treatment, recognition and promotion of people. Integral
to performance management are leadership, communication, coaching, mentoring,
learning, development and recognition. Performance management results in a work
culture in which excellence in performance is encouraged and recognized, and unsatisfactory
performance effectively managed.
The legislative base which grants direct authorities to deputy heads is in Sections 11 and 12 of the Financial Administration Act
(FAA). In exercising this authority it is understood that there is a need to ensure consistency and coherence within the public service with respect to decisions on disciplinary and non-disciplinary actions. It is for this reason that the guidance documents which follow require departments and agencies, in some instances, to consult with the Employer Representation Group of the Treasury Board Secretariat before taking certain actions which could have a serious impact on an
person's employment. In the exercise of these authorities, deputy heads will
be guided by the Values and Ethics Code for the Public Service and will also be
influenced by a department's culture and operational realities.
The following guiding principles are intended to ensure that there is an
appropriate balance between the need for flexibility and consistency. These
guiding principles should be kept in mind when departments define their approaches
to managing performance and disciplinary issues. Public servants are, first and
foremost, employees of the Government of Canada; and as such, they and the
Canadian public are entitled to expect that:
- Public service managers are exemplary in the management of employees and the
creation of a respectful environment.
- Employees will be treated fairly and equitably among organizations.
- Decisions are based on common values and principles shared across the public
service which send a consistent message to all employees.
- Decisions which significantly affect the employees' career and livelihood
reflect the value of respect towards the employee and are consistent with the
principles of good human resources management.
When it becomes necessary to deal with performance and/or conduct issues, it is
important to ensure employees are treated fair an equitably between organizations
and that decisions are based on common values and principles shared across the
public service. It is in this context that the Treasury Board has developed
guidance for deputy heads and managers in accordance with its authority
under Section
11.1 (f) and (g) of the Financial Administration Act (FAA). This
guidance reflects the principles outlined above as it relates to:
- Disciplinary action for misconduct
- Demotion/Termination of Employment for Unsatisfactory Performance
- Demotion/Termination of Employment for Reasons Other than Discipline (Medical
Incapacity)
- Rejection on Probation
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