In 2002, the Treasury Board Secretariat (TBS) developed a new
program to modernize classification standards and rebuild the
capacity of the classification system. Subsequently, on December
12, 2003, the Prime Minister announced a restructuring of the
public service and transferred the program from TBS to the new
Public Service Human Resources Management Agency of Canada
(PSHRMAC).
Classification means more than just a way to organize and
evaluate the work of over 171,000 employees in the public
service. The Government’s proposed framework for human
resources modernization sets out a new equation for reform, one
that integrates classification with the broader goals of human
resources management so that we can get the right people into the
right jobs – faster. Classification is about getting these
jobs right.
This second annual report highlights the considerable progress
that has been made during the fiscal year 2003-2004 (03-04) toward achieving the government’s vision for modernizing
the job classification system. As such, it builds on and extends
the information provided by TBS in the Classification
Reform Annual Update Report published in May 2003. In
addition, it outlines PSHRMAC's plans for classification reform
within the context of the Public Service Modernization Act (PSMA)
and the Management Accountability Framework (MAF), two key
government initiatives that effectively situate classification at
the very core of the process for modernizing human resources management throughout the public service.
This year, the network of partnerships that was put in place
to rebuild the classification system during the fiscal year 2002-2003 (02-03), produced broad-based results both in our
plans to modernize classification standards and to rebuild our
system capacity.
As part of this plan, we successfully designed our first new
standard to meet the needs of the Foreign Service (FS) Group in Foreign Affairs
Canada, International Trade Canada and
Citizenship and Immigration Canada. This standard, approved by
Treasury Board in December 2003, represents a major milestone
achievement and validation for the new, incremental, standards
modernization strategy and approach adopted last year.
In addition to our successful work on the FS standard, we
completed a draft standard for the Economics and Social Science
Services (EC) Group, continued our analysis to further define the
parameters for designing a new standard for the Program and
Administrative Services (PA) Group, and initiated either
feasibility or standards design activity to address many of the
departmental requests for classification review that we received
and analysed last year.
We also significantly advanced our goals
to rebuild classification system capacity with programs designed to support the development
needs of our classification advisors and through the introduction
of new working tools to support the classification community. An
extensive new interim training program was developed, and we
sponsored the first national symposium on classification ever
held within the public service. In addition, existing
classification standards were put on line and enhanced access to
the Position Classification Information System (PCIS) was
made available through new Web-based tools that were developed
and introduced this year.
These initiatives were all directed towards the development of
a well managed and well functioning classification system, one
that we expect will make a major contribution to the modernized
management environment envisaged by both the PSMA and the MAF. In
addition, our collaborative success last year in the development
and application of a new monitoring framework will support
effective departmental monitoring, and our progress towards the
development of common accountability mechanisms will ensure
PSHRMAC oversight of the efficiency, cost effectiveness and
overall integrity of the system in the years to come.
In summary, with the legislative approval
of the PSMA, the articulation of the MAF and the formation of
PSHRMAC, this has been a year characterized by change. However,
it has also been a year characterized by clear strategic
direction, focused partnership efforts, and steady incremental
progress in modernizing the classification system, so that
managers can get the right people, in the right jobs,
faster.
As we move forward, we will build on the
foundation established in the past two years. Our
modernization program will focus on establishing modernized
classification standards for the occupational groups prioritized
for reform, including new feasibility study and/or standards
design initiatives for the Computer Systems (CS) Group, the Law (LA) Group, the Personnel Administration
(PE) Group, the Research (RE) Group and the Ship Repair (SR) Group.
We will continue to develop enabling policy
guidelines, launch increasingly targeted classification training
programs and implement state-of-the-art working tools for our
classification advisors, including the development of modern
shared-system services. During fiscal year 2004-2005 (04-05), our planned shared
system initiatives will focus on those classification services
that can be provided on a transactional basis, such as generic work descriptions, organizational design
frameworks and templates, and work competency profiles. Monitoring activity will remain a high
priority, as will development and implementation of the new
common accountability mechanisms and cost-tracking systems we
plan to introduce this year.
Our plans for fiscal year 04-05 have been developed within the context
of the role that a modernized classification system can play to
advance key government initiatives associated with both the PSMA
and the MAF. As we continue our work to modernize classification
standards and rebuild the capacity of our classification system,
we are committed to the openness, accountability and leadership
integrity that not only ensures effective stewardship of our
public resources but also encourages the collaborative support of all of our
partners in classification reform.
The new direction for modernizing the classification system,
approved and announced by the Treasury Board in 2002, was based
on a vision for a system that will simplify the process of
getting the right people into the right jobs at the right time
create pathways for the development of the leaders in the public
service of the future and contribute directly to the operation of
a well-structured, well-managed public service.
|
A Modern Classification System
Evaluates work in the public service effectively
Simplifies the business of classification
Reflects labour market realities
Treats men and women
equitably
Directs career development and
mobility
Empowers departmental managers to design
organizations that foster an effective workforce and workplace
|
To achieve this vision, a program was
established to modernize the way work in the public service is
described and valued and to rebuild the capacity of the
classification system.
The program was organized around two key objectives:
modernized classification standards and a well-functioning
classification system. Directed by an integrated leadership
approach and guided by sound enabling policies, the integrity of
the system would be ensured through the development and
implementation of an active monitoring program.
Between May 2003 and December 2003, classification reform
activity proceeded in accordance with the strategy and plans
highlighted in our Classification Reform Annual Update
Report, May 2003. Then, on December 12, 2003, the Prime
Minister announced a restructuring of the public service and
transferred the classification program to the newly created Public
Service Human Resources Management Agency of Canada.
The new Agency was created to ensure that the
government’s agenda for renewal of human resources
management throughout the public service is carried out. As such,
it is expected to play pivotal role in helping to ensure public
confidence in the government’s capacity to deliver cost
effective, quality services to Canadians, while at the same time
upholding the values of integrity, transparency and
accountability.
|
The Public Service Human Resources Management Agency of Canada
Inspired by the intent and spirit of the Public Service Modernization Act,
the Agency has established a vision for nothing less than the creation of:
The finest public service in the world, with a workforce and workplace
second to none
|
The Agency has a dual role: to enable departments and agencies
to meet new standards for human resources management, and to act
as an oversight agency that monitors overall performance and
ensures accountability for results.
In addition to modernizing the classification system, the new
Agency will implement the PSMA; develop leadership and core
learning programs; implement disclosure protection legislation
and the new Values and Ethics Code; improve performance
under the Employment Equity Act and Embracing Change
Action Plan; advance implementation of the Official
Languages Action Plan; assist departments and agencies to
establish shared human resources systems and services; and
provide effective human resource planning, monitoring, reporting
and accountability.
|
Strategic Goals
A modernized classification system guided by sound enabling policies with
direct linkages to performance management, competency development practices and
compensation
Training programs to ensure a consistently trained and qualified community of
classification professionals, line managers and union representatives
On-line services and working tools to support the classification community
An active monitoring program to ensure the integrity of the classification
system
|
Within PSHRMAC, the classification program will be delivered as
part of the Human Resources Management Modernization (HRMM)
branch.
This new operating environment not only
ensures a streamlined and co-coordinated approach toward working
with departments on the implementation of the PSMA, it also
positions the classification program effectively within a
framework for integrated human resource management and wise
stewardship of public resources. Perhaps most importantly, it
underscores the importance of classification in achieving the government’s goals to attract, retain, motivate and renew
the workforce required to serve Canadians.
Following the creation of PSHRMAC and the design of the new organization, the
classification
modernization work program was reviewed and aligned with the
vision of the new Agency.
Notwithstanding the organizational changes required, the
central thrust of our classification reform
activities remained the same with continued focus on our
previously established strategic goals.
Classification program accomplishments in fiscal year 03-04 were centred
on four key elements of the modernization plan: establish modernized classification standards for occupational
groups requiring reform; develop the core enabling policies
and guidelines required to support successful reform; rebuild
system capacity with the training programs and the working tools required
to ensure a well-functioning classification system; and develop an active monitoring program that will ensure the
integrity of the system.
Our accomplishments this year also reflect our significant
success in establishing a culture of collaboration, as we worked
to model our approach and prioritize initiatives that
operationalize the values embodied in the PSMA. In particular,
our standards development work provided a strong base of
experience from which we plan to develop and test a model for
co-development of classification solutions that will position us
to work more directly with bargaining agents and line departments
in the future.
The First Wave
The classification standards modernization plan developed in fiscal year 02-03, defined the leadership approach and operational
framework within which standards activity has successfully
proceeded this year. 
As part of that plan three occupational groups were
identified as priority candidates for the first wave of
classification standards modernization: the Foreign Service (FS) Group, the Economics and Social Science Services (EC)
Group and the Program and the Administrative Services (PA) Group.
Working collaboratively with our partners in departmental
management, functional communities and bargaining agents, a new
classification standard for the FS Group was designed and
approved by Treasury Board and a draft standard for the EC Group
was completed. In addition, we continued our analysis to further
define the parameters for designing a new standard for the
Program and Administrative Services (PA) Group.
The creation of a new occupational group and classification
standard was fast tracked for the Canada Border Services Agency (CBSA), and work on several other standards are in development, as
detailed below. Consistent with our strategic plan for a
balanced and incremental approach, each of these projects is
proceeding on a timetable that reflects departmental needs, our
collective capacity to implement the new standards, and the
associated collective bargaining schedule.
Foreign Service (FS) Group
The design of a new FS standard to meet the needs of the former Department of Foreign Affairs/International Trade (DFAIT) and
Citizenship and Immigration Canada (CIC) was completed and
approved by Treasury Board in 2003. The new classification
standard is based on a four-level structure and allows for full
recognition of the varying types and range of work carried out at
all levels of the group. The standard also allows for a
dual-track career path for senior Foreign Service work. It is
rewarding to note that the newly developed FS Group standard has
proven itself sufficiently robust to embrace the work of the FS
employees within DFAIT, who were subsequently transferred to the
new department of International Trade Canada in December
2003.
Consultations on the implementation of the standard with the
Bargaining Agent, the Professional Association of Foreign Service
Officers (PAFSO) are ongoing and training of departments in the
application of the standard is under way. PSHRMAC will provide
additional implementation support once collective bargaining is
complete.
Economics and Social Science Services (EC) Group
A new draft standard was designed for the EC Group, which
comprises economists, statisticians, and social science support
workers. The pay rates for this occupational group were
harmonized during the last round of collective bargaining, which
provides a basis for the development of a new classification
standard. Our next steps are to test the standard, and to continue
to consult with the departments and the Bargaining Agent, the
Canadian Association of Professional Employees(CAPE).
During fiscal year 03-04,we carried out an in-depth study of the
application of existing standards for the legacy Economics,
Sociology, and Statistics (ES) Group and the Social Science Support (SI) Group. The study was directed towards describing precisely
the types of work found in the EC Group and how the work is
structured by level, and towards mapping the diversity of the work
associated with the ES and SI categories. The gathering of
reliable data on existing needs constituted the basis on which
the draft standard was designed. This crucial data-gathering
process involved the participation of 9 departments and over 50 interviews with managers.
Program and Administrative Services (PA) Group
We made further progress in working with several departments
that have large complements of staff in the PA Group. During fiscal year 02-03 we focussed on the compensation structure and the
composition of the PA group. During fiscal year 03-04, our analysis
centred on the largest departmental employers of the PA Group.
This included Human Resources Development Canada, Public Works
and Government Services Canada, the Department of National Defence
and Correctional Service Canada. In fiscal year 04-05, we need to
consult further with departments and agencies as well as with the
Bargaining Agent, the Public Service Alliance of Canada (PSAC),
to address issues that impede effective management and career
planning. This is necessary because the PA Group touches every
department and function of government. It is the largest single
occupational group, comprising over 45% of
employees within the public service.
Canada Border Services Agency (CBSA)
On December 12, 2003, the Government announced the creation of
the Canada Border Services Agency (CBSA), which is in the
portfolio of Public Safety and Emergency
Preparedness Canada. As a result of the creation of the CBSA,
some employees from the Canada Customs and Revenue Agency and the Canadian Food Inspection Agency, which are
separate employers, moved to the core public service for
which the Treasury Board of Canada is the employer. We are
working with senior management of the CBSA, the Bargaining Agent
and TBS to ensure a smooth transition of these
employees.
The functions performed by CBSA front-line
employees have been earmarked for early review in order to deal
with some unresolved classification issues for Customs Inspectors
and to respond to the organizational needs of the new agency. The classification review, which is being carried out in
fiscal year 04-05, on a priority basis, will address concerns with the
current occupational group structure, the classification
standards applicable to Border Services functions and the related
compensation structure.
The First Wave Continued
In addition to the above, many of the departmental requests
for classification review received in fiscal year 02-03, were analysed and
incorporated into the first wave of classification standards
modernization plan projects undertaken in fiscal year 03-04. It should be
noted that the modernization of classification standards does not
always require the development of a new standard. In some cases,
the existing standard is useable and the modernization solution
lies in adaptive approaches to organizational analysis and/or in
making the existing standard more responsive to changing
operational priorities in the departments. This is illustrated in the
Fishery Officers and the Historical Research (HR) projects
included in the activity summaries below.
Fishery Officers
Early in fiscal year 02-03, we were approached to assist in resolving a
long-standing classification issue at Fisheries and Oceans Canada
(DFO). DFO requested consideration of the creation of a new
occupational group as well as development of a new classification
standard for Fishery Officers.
During both fiscal year 02-03 and fiscal year 03-04, working in cooperation with
DFO and the Environment Component of the PSAC, we were able to
identify the underlying issues and propose a classification
solution to address both DFO’s needs and the concerns of
the Bargaining Agent and the employees. The solution was accepted by
DFO management, the union component, and the Fishery Officers, and
has been implemented by DFO.
Historical Research (HR) Group
During fiscal year 03-04, we undertook a feasibility study of the HR
Group, in order to respond to the concerns of management of the
National Archives of Canada. The scope of the study was widened
to encompass the change management issues arising from the
creation of the new Library and Archives of Canada. The results
of this study were used to options that were presented to the
senior management of this organization. Options notably include
proposed measures that with the continued support of PSHRMAC can
be taken by the organization within the framework of its
delegated authorities for human resources management.
Other initiatives are under way, or will be launched in fiscal year 2004-05, to address a broad range of human resource management
issues. This may include the updating of a new HR classification
standard to meet the needs of the new organization.
The HR case is illustrative of the complexity of classification
reform and the need for care in reaching a solution that supports
management's needs and retains the integrity of the occupational
group structure.
Radio Operations (RO) Group
In fiscal year 03-04, we undertook a feasibility study to identify
classification related issues and possible solutions associated
with the Marine Communications and Traffic Services (MCTS) duties
and functions covered by the Radio Operations (RO) group. Data was gathered and
a report on the results of the
business case analysis will be submitted to senior management of
the Department of Fisheries and Oceans Canada and the Bargaining
Agent, in fiscal year 04-05.
Disability Specialists
Work with Human Resources Development Canada (HRDC) on
classification options for the Disability Specialists was
completed in fiscal year 03-04. We will provide a report of our findings
to management in fiscal year 04-05.
Applied Science and Engineering (AP) Group
During fiscal year 03-04, we worked with the Bargaining Agent, the
Professional Institute of the Public Service of Canada (PIPSC)
and with management representatives of the departments that are
the principal users of the AP Group, on the question of whether
the current configuration of this group is effective. A number
of possible options have emerged from these discussions. Once the
preferred option has been identified and fully endorsed by the
parties, we will proceed to initiate the approval process.
Firefighters (FR) Group
A feasibility study for classification reform of the FR Group
is underway in conjunction with the Department of National
Defence, the main employer of the group. The purpose of the study
is to identify options and related human resources solutions that
address their classification issues. Potential solutions to these
issues need to take into consideration that the FR employees are
part of the Operational Services (SV) occupational Group.
Therefore, any action on the FR standard cannot be pursued in
isolation. In fiscal year 04-05, we will continue to work together to
assess options and identify potential solutions to these
classification issues.
The Executive Group Classification
The Leadership Network (TLN), now a branch of PSHRMAC, is
responsible for Executive Group Organization and Classification
Policy and the classification of all EX 4/5 positions within the
public service.
During fiscal year 03-04, a TLN taskforce was formed to update the
Executive Group Position Evaluation Plan. With the cooperation,
support and partnership of many departments and agencies
including the HRMM sector within PSHRMAC, the new plan is nearing
completion and will be published in 2004. Revisions include new
or revised benchmarks to better reflect the role of Executives in
today’s public service. Additionally, job families have
been restructured to emphasize the responsibility the Executive
Group have for serving Canadians
The Next Wave
In addition to the standards modernization activity underway,
and a review of the clusters of work emerging in the public
service, we expect to add five new feasibility study and/or
design initiatives to our plan for fiscal year 04-05 and fiscal year 05-06. We
currently anticipate that this activity will be related to the
standards for the Computer Systems (CS) Group, the Law (LA) Group, the Personnel
Administration (PE), the Research (RE) Group and the Ship Repair (SR) Group.
As in the past, our plans remain sufficiently flexible to
accommodate special needs and/or priorities that may emerge. This
includes requirements such as those that emerged this year with
the creation of the CBSA or those anticipated in fiscal year 04-05,
related to government initiatives that may impact the Financial
Services (FI) Group.
Guidelines for Change
All major reform initiatives require the support of a sound
policy framework expressed through carefully articulated
guidelines that can be easily applied across the public service.
Policy activity in fiscal year 03-04 was successfully directed toward
initiatives that clarify the roles and accountability of groups
and individuals responsible for managing classification and
establish the policy foundation for the monitoring program that
was implemented this year.
The Classification and Organization Design
Framework
The Classification and Organization Design Framework is a
basic cornerstone of the People Component of the Management
Accountability Framework (PCMAF) in getting the right people in
the right jobs, at the right time, in a well-structured,
well-managed public service. Classification and organization
design maximize the effectiveness of human resources and the
delivery of the organization’s business objectives. This
year the Classification and Organization Design Framework was
articulated for the first time and aligned with the other
components of the MAF. This work will contribute to the overall
objective of horizontal integration and harmonization of all
human resources policy frameworks.
The Classification System and Delegation of Authority
Policy
The Classification System and Delegation of Authority
Policy guidelines pertaining to work description writing,
evaluation and occupational group allocation were developed
during the fiscal year 03-04. These guidelines will provide
information, advice and best practices to Deputy Heads and
departmental staff for the application of the Classification
System and Delegation of Authority Policy. Once implemented,
the policy and guidelines will strike the appropriate balance
between PSHRMAC leadership and oversight and the needs of
departments to exercise their accountability for classification. The new policy and guidelines will be issued in
fiscal year 04-05. We
will also review the grievance policy with a view to ensuring its
alignment with this new classification policy and guidelines.
The primary objectives for the development of these guidelines
were to create tools that defined clear accountabilities,
identified and supported the management of risk and met
departmental objectives of efficiency, effectiveness, flexibility
and practicality. As well, much attention was paid to the
inclusion of gender-neutral approaches to work description
writing and job evaluation procedures. The guidelines were
developed through consultation with the classification community
and we are confident that they will serve Deputy Heads well in
the management of their classification programs.
Guidelines For Reclassification
In December 2003, the government placed a temporary freeze on
reclassifications in the public service. When the freeze was
lifted in February 2004, the government announced that a new
classification framework based on accountability, increased
transparency and policy adherence would be implemented. To
increase transparency the government directed departments to post
reclassification activities on Web-sites that would be available both internally
to public servants and externally to the general public. To support policy
adherence, the government announced that PSHRMAC would exercise
central oversight through regular government-wide reviews of
reclassification. To this end, policy guidelines were developed
in consultation with departmental representatives. These
guidelines provide a framework within which the new
classification policy takes affect and under which Deputy Heads
exercise their delegated authority for reclassification.
Qualification Standards
The PSMA transferred accountability for the
development and maintenance of qualification standards to PSHRMAC
from the Public Service Commission (PSC). As there is a direct
correlation between competencies, qualification standards,
occupational group definitions and classification standards it is
necessary to review or revise these standards when occupational
groups are restructured or revised. As well, the design of a new
classification standard requires the review of the corresponding
qualification standard. In fiscal year 03-04, PSHRMAC initiated a
program to build the capacity required to effectively assume this
responsibility in December 2005.
Supporting the People that Make Classification
Work
The new approach to modernizing classification, adopted in
2002, recognized that to successfully accomplish classification
reform, the existing classification system must be strengthened.
The program therefore included a focused plan to support the
people that make classification work by providing training
and development for classification professionals, by developing
effective working tools, and by implementing an active monitoring
framework that would ensure the integrity of the overall system
itself.
Curriculum Development
A crucial element in rebuilding system capacity is to ensure
that classification specialists have the competencies required to
respond to the needs of line managers. In our 2003 Annual Report
we indicated that we would continue to deliver and update
existing training programs and that we would deliver new training
curricula, in phases, over the next few years.
Specifically, our work plan called for the development of two
main deliverables: an interim training program that would be
offered to organization and classification officers during the
period leading to the implementation of the new curriculum, and
the development of a competency profile for classification
officers that would serve as the basis for the creation of the
new training curriculum.
Interim Training Program for Organization and
Classification Advisors
The interim training program for classification advisors was
completed in March 2004. It consists of four courses: a ten day
course Introduction to Organization and Classification; a
five day course on Organization Analysis and Design and
two courses of two days each, one on Writing a Classification
Rationale and one on Specialized Topics.
To supplement the formal program, a series of practical two to
three hour learning events were also created. In fiscal year 03-04,
learning events were offered on: an Introduction to the
Classification Monitoring Framework, Preparing a
Business Case for an Organization and Classification
Program, and Client Service.
Identifying the Competencies
An essential starting-point for the creation of a new
curriculum for organization and classification officers is the
development of a profile that identifies the competencies
that organization and classification advisors must possess in
order to perform to the highest standard.
In fiscal year 03-04, a steering committee and a joint interdepartmental working
group were formed to co-ordinate the
consultative process held with operational managers and members
of the classification community across the country and to oversee development of the profile. In February 2004, a detailed and
comprehensive guide, Training and Learning Competency Profile for
Organization and Classification Advisers was completed and
published.
|
In addition to providing a solid base upon which we can build our training and
learning curriculum, the competency profile serves to illustrate and underscore
the complexity and the importance of the work of organization and classification
advisers within the Public Service.
|
The Training and Learning Competency Profile for
Organization and Classification Advisers comprises three
sections. The first section provides a perspective on the role of
the organization and classification adviser within the public
service; the second sectiondefines and describes the three
activity levels that correspond to logical stages in an
organization and classificationcareer; and the thirdsection,
deals with the seven competencies identified as indispensable to
meeting the expectations of operational managers and agencies. It defines these competencies and lists behavioural indicators
for each of them. The completed curriculum for organization and
classification advisors will offer a module for each level.
Improving Access
During fiscal year 03-04, classification standards were put on-line and
related occupational group definitions updated. In addition, new
electronic web-based tools were developed to provide departments
with enhanced access to the Position
ClassificationInformation System (PCIS). With
these new tools, classification advisors can now make more
informed classification decisions ensuring relativity across the
public service. The tools may also be used to assist departments
to analyse classification data and generate reports that will
provide information in a consistent way across departments.
As well, we have been working with departments to establish a
common web site so that reclassification activities may be posted
on-line. The development of this site, which will be available
both internally and for access by the general public, responds to
the government's desire to deliver services to Canadians in an
environment of increasing openness and transparency. We expect to
launch the new web site in early fall fiscal year 04-05.
Shared Services Initiatives
In fiscal year 04-05, we will explore proposals to develop generic work
descriptions that that can be evaluated and used to ensure relativity across
departments. This will address not only the limited
classification capacity that exists in many departments but will also create the foundation to achieve economies of scale through the
provision of classification transactions using a shared services
system.
Working with the Human Resources Council, we will begin work on
generic work descriptions for the Financial Services (FI) and the Personnel Administration
(PE) occupational groups. We will also issue policy guidelines on work
description writing that will reinforce the trend toward shorter
work descriptions and the strategic use of the generic approach.
Proposal by the Human Resources Council
for an Interdepartmental
Generic Work Description Initiative
After
seeking input from departments on their current and planned future use of
generic work descriptions, the Human Resources Council (HRC) opened discussions
to assess the potential for an interdepartmental initiative to develop, produce,
classify and electronically store generic work descriptions, for use by all
departments.
While all stakeholders will have to invest in
such an initiative, the benefits from improved efficiency, increased
consistency, simpler processes and improved client service will be a signal
contribution to the classification program.
|
Over the next five years, we envision a shared services network
that provides human resources management services such as organizational design frameworks and templates, generic work descriptions, modernized classification
standards, competency profiles and qualification standards. The
network will also provide information on programs that will
ensure the development of a consistently trained and qualified
community of classification professionals, line managers and
bargaining agents.
“Classification 2003: Commitment,
Capacity, Community”
In fiscal year 02-03
when classification reform was announced, a new leadership
approach was also defined; one that would embrace consultation,
collaboration, a strong network of partnerships and the support
of many champions.
In fiscal year 03-04, we actively sought opportunities and initiatives
to expand our network of relationships and to strengthen the
shared vision and collaborative approach that will serve to
advance our collective goal to modernize classification. Our first
national classification symposium was one such initiative.
The Organization and Classification Sector (OCS) sponsored its first national
symposium entitled “Classification 2003: Commitment, Capacity, Community”, from June 11
-13, 2003, at Gray Rocks, Mont-Tremblant, Quebec.
The event drew approximately 230 representatives from the
classification community both from the National Capital region
and from across the country. The participants included
classification advisors, line managers, the Association of
Organization and Classification Professionals (AOCP), the
Association of Classification and Organization Consultants (ACOC), bargaining
agents, and separate employers.
In addition to providing a forum to unite and inspire the
community itself, the event generated constructive ideas,
observations and suggestions on the most challenging aspects of
the classification business, providing an invaluable contribution
to the strategy for modernizing the classification system.
Ensuring System Integrity
Ensuring the integrity of the classification system through an
effective monitoring program remained one of our highest
priorities in fiscal year 03-04. Although Departments are responsible for
monitoring the health of the classification system within their
organization, PSHRMAC is responsible for supporting the
departments and monitoring the overall situation across the
public service.
A Classification Monitoring Framework
During fiscal year 03-04, a new Classification Monitoring
Framework was developed and subsequently tested in a pilot
project with Natural Resources Canada. The framework performed
well and provides Deputy Heads with an excellent tool to align departmental
monitoring
programs with the active monitoring approach. The new framework
will be available for performance reporting in the fall of fiscal year 04-05. Its adoption by all departments will effectively support
our role to ensure the integrity and effectiveness of the
classification system in the public service.
During fiscal year 03-04, we also carried out a monitoring project with
the Office of the Privacy Commissioner of Canada and we
initiated two corporate relativity studies.
|
The Office of the Privacy Commissioner of Canada (OPC)
The Office of the Auditor General (OAG) completed an audit of OPC that
included observations on the classification program. The OAG Report recommended
that the OPC seek central agency advice on decisions that were not in accordance
with the government’s classification policies.
In fiscal year 03-04, we assisted the OPC in addressing the classification
observations in the Report. We developed a methodology for the review of
classification decisions and for identification of corrective actions to be
taken. We also provided support to deal with emerging classification
requirements.
A review of additional classification decisions was undertaken to ensure that the
current program is in accordance with classification policies and is sustainable in the
future.
Throughout this process, consultations with various stakeholders such as the Public Service
Commission, The Leadership Network and TBS Labour Relations Group were held on a regular basis
Classification recommendations will be presented to the Privacy Commissioner
of Canada for implementation on all the positions identified by the OAG.
As well, in the final phase of this project, a review of a number of additional
positions will be undertaken. This review is scheduled for completion in fiscal year
04-05.
|
Relativity Studies
The corporate relativity studies undertaken in fiscal year 03-04 were
intended to review how classification standards are being applied
across the public service and to provide insight to
departments and PSHRMAC on program and monitoring process
requirements. The two occupational groups selected for study, the
CS Group and the FI Group are represented in all departments.
Based on the study results we were able to determine that in general the CS classification standard rating plan is being
applied as designed. However, for the FI Group, determinations
were limited due to the status of existing data. Nonetheless, in
both cases, the studies provided helpful information on the
present use of the groups across the public service.
Future Monitoring Plans
Monitoring activity during fiscal year 04-05 will be focused on small
departments and agencies to provide an assessment of the
classification program within these organizations. In addition,
we will review the on-going reclassification activity of
departments to determine if existing approaches are sufficient.
To ensure the integrity of both the classification system and the
staffing process these activities will be jointly pursued by PSHRMAC and the PSC.
Effective accountability and performance measurement are
cornerstones of the classification program. As we work to
modernize the standards and rebuild the capacity of our
classification system, we are committed to openness,
transparency, visibility and effective stewardship of public
resources.
To ensure effective accountability to all of our stakeholders
and to enable comprehensive performance measurement, a project
was initiated during fiscal year 03-04 to strengthen financial reporting.
Specifically, the project was designed to develop a new
methodology to enhance the system and procedures required to
collect and report on the costs related to the design and
implementation of new classification standards.
Cost Components
Standards modernization costs are and will be incurred by
central agencies such as PSHRMAC, the Treasury Board of Canada
Secretariat, Public Works and Government Services Canada, and the
departments and agencies that have employees in the occupational
groups under review. The costs are associated with the planning,
design, development, implementation, and conversion to a new
occupational standard. At each phase of a reform project, other
costs occur, including change management, communications,
training, and information technology support. The majority of
costs are for staff and professional services. Information
technology software support, travel, and communications products
represent a minor portion of costs for standards
modernization.
The proposed cost methodology that was developed is designed
to capture PSHRMAC project costs, departmental costs, training,
and the costs of converting employees to the salary levels
associated with implementing a new standard.
Classification Costs fiscal year 03-04
To capture the costs associated with the standards
modernization work already underway, we recorded the costs
incurred by PSHRMAC and TBS as well as the funds requested by
PWGSC to effect changes to the pay system to prepare for the
implementation of new classification standards. We also
identified the funds spent by the two departments involved for
the development of classification standards for the FS
occupational group and the EC
occupational group. These costs are summarized in the Tables
that follow.
Standard Modernization Costs
FS Occupational Group
| |
Salaries
$K
|
O&M
$K
|
Total
$K
|
|
PSHRMAC
|
215
|
128
|
343
|
|
TBS
|
112
|
-
|
112
|
|
Departments
DFAIT
CIC
|
1,053
8
|
-
-
|
1,053
8
|
|
Total
|
1,388
|
128
|
1,516
|
EC Occupational Group
| |
Salaries
$K
|
O&M
$K
|
Total
$
|
|
PSHRMAC
|
308
|
54
|
362
|
|
Departments
|
61
|
-
|
61
|
|
Total
|
369
|
54
|
423
|
General System Preparation Costs
| |
Salaries
$K
|
O&M
$K
|
Total
$K
|
|
PSHRMAC
|
84
|
-
|
84
|
|
TBS
|
1,944
|
465
|
2,409
|
|
PWGSC
|
468
|
781
|
1,249
|
|
Total
|
2,496
|
1,246
|
3,742
|
During the fiscal year 04-05, we expect to complete
consultations with departments on the proposed methodology. As
well, we will work to expand the approach beyond classification to capture the costs of implementing the broader
Human Resources Management Modernization agenda, including the implementation of
the new PSMA.
In our Annual Report last year, we described a three-year plan
to simplify and modernize the classification system and to
support the people who make it work. In fiscal year 02-03, the first year
of the plan, our focus was on designing the conceptual frameworks
and strategies required to modernize the classification system
and on identifying priority candidates for standards reform.
This year we focused on modernizing the classification
standards that are most out of date and on developing the core
methodologies, enabling policies, training and on-line tools
required to enable us to effectively operationalize our strategic
goals and program objectives. These have provided a blueprint for
the standards modernization, capacity building and monitoring
activities successfully completed this year.
In addition to the above, we continued to research the
classification approaches of other countries, looking for best
practices that could be applied to Canada, including a
consideration of ways to ensure pay equity within occupational
groups. We also contributed to a comprehensive study on the
compensation trends in the public service, including a
consideration of the long-term impacts of our current approach to
the modernization of the classification system.
As we look ahead to the third year of our plan, we will
continue to work with our stakeholders to ensure that Canada has
a modern classification system, with direct linkages to
performance management, competency development practices and
compensation. Indeed, such a system is a prerequisite if the
wide-ranging changes brought about by the PSMA are to become a
permanent part of the public service Human Resources management and culture.
This modern system will guarantee equitable treatment for
employees across the public service, and will make a significant
contribution to the ability of the Public Service of Canada to
recruit and retain a highly competent workforce.
In fiscal year 04-05, our classification program will focus primarily
on modernizing classification standards for the occupational
groups requiring reform including new feasibility study and/or
standards design initiatives for the Computer Systems (CS) Group, the Law (LA)
Group, the Personnel Administration (PE) Group, the Research (RE) Group and the Ship
Repair (SR) Group. In addition, we will further develop the key
enabling policies and guidelines required to support successful
reform; rebuild system capacity with the launch of increasingly
targeted classification training programs; and develop state-of-the-art working tools
that support a modern shared services system for our classification advisors.
Classification initiatives, supporting the creation of a
modern shared-services system, will focus on those human resources management services that can be provided on a transactional basis, such as generic work descriptions, organizational design
frameworks and templates, competency profiles and qualification standards. These services, once developed, will
address not only the limited classification capacity that exists
in many departments but will also create the foundation to achieve
significant economies of scale for our classification
modernization program.
Monitoring activity will remain a high priority in fiscal year 04-05,
with activity focused on small departments and agencies to
provide an assessment of the classification program within these
organizations; and to ensure effective oversight of the
efficiency, cost-effectiveness and overall financial integrity of
the system, we will complete development and implementation of new
common accountability mechanisms and cost tracking systems.
In summary, our plans for FY 04-05 and beyond are complex and
our goals remain challenging. We are confident however that with
an approach inspired by the intent and spirit of the PSMA and
with the collaborative support of all of our partners, we will
succeed in modernizing the classification system.
1 PSHRMAC was
created in December 2003, as an Agency under the President of the
Queen’s Privy Council for Canada. The Agency was
subsequently transferred to the portfolio of the Treasury Board
in July 2004.
2 The HRMM branch
has a broad mandate to modernize the classification system,
update employment policies and manage the implementation of the
PSMA.
3 The operational
approach to modernizing standards is detailed in the Progress
Report section of the Classification Reform Annual Update
Report published in May 2003. It highlights the criteria used
to establish the work program priorities scheduled for FY
03-04.
4 Approval of the
new standard for the EC Group by Treasury Board is anticipated in
FY 04-05.
5 PSHRMAC also
initiated a project to develop a Performance Measurement System.
The system is being designed to measure the results achieved by
the organization in four areas, one of which is classification.
As part of this system a new Time Reporting System (TRS) was
introduced in March 2004. This system has the ability to anchor
cost collection of staff time, the component that represents the
majority of costs associated with standards modernization
work.
