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Guidance Series - Assessment, Selection and Appointment
Table of Contents
IntroductionThis Guide is intended as a practical tool for human resources advisors to provide information and guidance in the areas of assessment, selection and appointment. The flexibility in appointment processes has increased significantly, as illustrated through many of the examples in this document. At the same time, the importance of transparency and accountability cannot be over-emphasized. Decisions must be communicated openly and must be substantiated. Through its Appointment Policy, the Public Service Commission (PSC) has set out its expectations that appointments must be based on merit, non-partisanship and the appointment values. As well, appointments must be free from political influence. Deputy heads must also ensure that assessments are free from bias, systemic barriers and personal favouritism, and that the processes and methods assess the merit criteria effectively. These expectations will help shape the thinking of delegated managers as they plan and manage the assessment, selection and appointment process. Managers also rely on the advice of human resources advisors to help them consider options and make informed decisions. This document provides examples of options, but managers may use their discretion and judgment to explore other options. It is anticipated that as organizations gain experience in the areas of assessment, selection and appointment under the new Public Service Employment Act (PSEA) and explore new possibilities, additional options may emerge. 1. AssessmentAt first glance, it may seem as though the field of assessment will not be affected by changes to the new PSEA. However, merit has been defined in a different way and there is no longer a need to compare and rank applicants (establish relative merit), as is currently the practice. These factors alone will have a significant impact on the way in which assessment is conducted, even if the assessment methods themselves remain essentially unchanged. For example, a manager may choose to assess an asset qualification first in order to determine which persons to further assess. An assessment process, regardless of whether it fits within an advertised or non-advertised appointment process, involves careful planning, open communication and time and effort. This will ensure that appointments result in the selection of qualified persons who are able to do the job. Therefore, the establishment of merit criteria by the manager is an important step in the appointment process, as these criteria will serve as a basis for the development/choice of appropriate methods or assessment tools and, ultimately, the appointment of a qualified person. Key message: An appointment should be seen as a long-term investment, since the person who is chosen may remain in the organization or the public service for many years. Thus, the quality of the assessment process and the tools used are fundamental to the identification of qualified persons. 1.1 PlanningIntegrated human resources and business planning is the foundation for understanding the current and future needs of an organization and those of the public service as a whole. The results of integrated planning can assist managers in determining appointment options, in identifying the essential qualifications and other merit criteria in an appointment process (e.g., organizational needs would result from integrated business and human resources planning, rather than being established arbitrarily), as well as in considering assessment methods. Human resources advisors can assist with this planning process by asking managers to reflect on a number of issues, such as:
An assessment plan (or rating guide) should be prepared by the manager, working collaboratively with the persons responsible for assessment and the human resources advisor, which would establish a link between each merit criterion and the assessment tools that are selected or developed. The plan should outline:
Key message: A clear assessment plan is an invaluable tool to assist the manager in the identification of qualified persons and to manage the assessment process. It can help the assessment board come to a common understanding about the meaning of the merit criteria, as well as the assessment approach. In addition, a plan can be used to give feedback to persons during informal discussion, an investigation or a complaint before the Public Service Staffing Tribunal (PSST). Finally, in a monitoring or audit role, it can provide insight into the manner in which information was gathered and used in the appointment process and support the selection decision. 1.2 CommunicationAn environment of open communication and practices that reflect integrated business and human resources planning will go a long way in building employee confidence in the new appointment framework. How managers treat persons in the process, how open they are and the level of trust they establish will be important factors in achieving this. Managers will have to think about what is going to work when they make their assessment decisions or design their approaches. For example, deciding to use an exam and performance reviews to assess certain qualifications or establishing at the outset how a process will work, such as increasing representation will be a merit criterion for some positions and then communicating these decisions to the persons involved in the appointment process. Tips
Key message: Transparency! A manager should communicate to persons as much relevant information as possible regarding the appointment process (except personal information about others): what the merit criteria are, what the process will be, how the information will be collected and how decisions will be made. 1.3 Merit CriteriaAs specified in the new PSEA, there is more than one component to merit. The person to be appointed must meet all the essential qualifications (this includes official languages proficiency) for the work to be performed. In addition, the manager (or other delegate of the deputy head) may take into consideration qualifications that would be an asset for the work to be performed, currently or in the future, as well as any current or future operational requirements and organizational needs. Organizational needs may also include current and future needs of the public service, as identified by the employer. The essential qualifications, asset qualifications, operational requirements and organizational needs, collectively referred to as the "merit criteria", form the basis for the assessment of merit. More information on the merit criteria and about conditions of employment is available on the Public Service Human Resources Management Agency of Canada (PSHRMAC) Web site. Essential qualifications are qualifications that are required for the person to perform the work. To be considered qualified for an appointment, a person must meet each of the essential qualifications. When a manager identifies a qualification as essential, the manager is stating that if a person does not meet that qualification, that person could not function in the position. This means that if five essential qualifications have been identified, then each one must be met. If a qualification is identified that is not essential to perform the work, then that qualification may be an asset for the work to be done and, if so, it should be identified that way. The manager should clearly identify what he or she is looking for. If necessary, he or she should further detail an essential qualification, so that persons can fully understand the manager's expectations.
The manager could determine that each of the elements is critical and that each one must be met, or, the manager may opt to use an overall assessment of the two elements. For example, the manager might be satisfied that the qualification has been met if one of the two elements is met. The approach should be clearly established and documented at the outset. Although these elements may not appear on the Statement of Merit Criteria, they should be specified in the assessment plan, especially given that the choice of tools will depend on the nature of these elements. They will also be useful to the manager when explaining his or her decisions during informal discussions. Tips
1.4 Application of Merit CriteriaMerit criteria may be applied in any order (see Sample Options for Selection). To increase efficiency, an operational requirement could be applied first and then the essential qualifications might be assessed only for those who meet the operational requirement. This means that the appointment decision could be based on a person's meeting an asset or organizational need or operational requirement and that merit criteria other than essential qualifications could be used to limit the appointment process to applicants who meet them.
It is important to keep in mind that one appointment process may be used to fill positions that have common merit criteria, but also have some different merit criteria unique to each position.
1.5 ScreeningOnce the merit criteria have been established for a given appointment process, the manager(s) and the persons responsible for the assessment need to decide how the essential qualifications will be assessed, which of the other criteria will apply and be assessed for each appointment, as well as the most efficient way to proceed (some activities might be done in parallel, others sequentially) to assess the criteria. The assessment process may involve various stages where applicants must meet specific criteria or be eliminated from further consideration. An initial screening process is often one of the early stages of this elimination process, before proceeding to a further assessment of the qualifications and applying any merit criteria. Screening usually involves an initial determination of the eligibility of applicants based on information provided in an application or available on file to determine which persons will be further considered. It is important that any criteria that will be used for screening purposes be clearly identified in advertisements and information about inventories so that potential applicants can determine whether they are interested, and so that they are aware of what information they must provide in their application or inventory entry to demonstrate whether they meet these criteria. A person's qualifications may be assessed on a meets/does not meet basis against the criteria that the manager has identified for screening purposes, such as education, experience and occupational certification. Tip
Any essential or asset qualification (or combination of both), or organizational need, operational requirement or condition of employment may be used for screening purposes. A qualification could be assessed on a meets/does not meet basis during the screening phase and it could also be used during the assessment process. The assessment board should ensure that persons are assessed consistently against the qualifications throughout the process, including those used for screening.
In order to assist in the screening of applicants, it is important for the manager to develop a definition of certain words; for example, what is meant by a requirement for "recent" or "significant" experience. Once such a definition has been established, the manager or the assessment board, if requested by the manager, should be prepared to respond to inquiries and convey this information to applicants or to prospective applicants. In clarifying merit criteria, the manager should be careful not to define a qualification in a way that would make the qualification broader than the way it was expressed on the Statement of Merit Criteria. Broadening a qualification could have an effect on persons who did not apply but who might have done so, had they known the qualification was going to be broadened. Definitions are developed based on the requirements of the position, and not on the experience or qualifications persons have. Therefore, the definitions should be established prior to the review of applications or qualifications of the persons being considered.
The persons who meet the screening criteria can be further considered further and assessed in regard to the other merit criteria. Persons who do not meet the screening criteria would be eliminated from further consideration in the appointment process. In the interest of fairness, transparency and efficiency and in accordance with the PSC Policy on Informal Discussion, persons eliminated from an internal appointment process are notified of the results in a timely manner so that they may request informal discussion. Tip
1.6 Assessment of Qualifications and Other Merit CriteriaThe assessment for each appointment that may be made from an appointment process must be completed before that appointment can be made. However, it is not necessary to complete the assessment of all merit criteria for all possible appointments at once. Essential qualifications must always be assessed, but it is not always necessary to assess all of the other identified criteria at the outset of the appointment process for every appointment decision. The manager will decide which of the other criteria will be applied to choose the person who is right for the position to be filled, (e.g., it is possible to apply different criteria to different appointments in the context of the same appointment process).
In large appointment processes where many appointments will be made over a period of time, it may be more efficient to assess all common elements early in the process and apply other merit criteria as positions are to be filled. This could be the case where the manager (or managers) apply different criteria to different appointments, depending on factors that are specific to each position. On the other hand, it might be more efficient in some situations to determine which persons meet an organizational need, operational requirement or condition of employment (and give them the opportunity to determine if they would meet this) before assessing essential qualifications. It is the person's responsibility to demonstrate that he or she possesses the merit criteria being assessed, since the assessment result will be based on the information gathered during the assessment process.
The assessment board should use all of the information at its disposal, as long as it is factual. This includes the direct, personal knowledge that persons responsible for assessment may have about an applicant.
1.7 Assessment BoardThe role of the manager is to set the merit criteria, decide which of the merit criteria will be assessed/applied for each position and select the person(s) to be appointed. A manager may, however, decide to call upon the services of others to assist in the assessment process. An assessment board can be one or more persons and may or may not include the manager. A manager may choose to have other persons on an assessment board because it is more efficient or because he or she would like to increase the appearance of impartiality. In addition, an assessment board can be comprised of members from outside the organization. For example, board members could be from other organizations or the private sector, and the board could involve different persons at different stages of the assessment process. The role of the assessment board is to assess persons against the merit criteria, as determined by the manager, and to provide the manager with the information required to make an appointment decision. Managers can help ensure that appointment decisions are free from bias and systemic barriers by:
Activities carried out by the assessment board are determined by the manager, based on the type of appointment process chosen, (e.g. advertised or non advertised, internal or external) and on the assessment tools/methods chosen. It is important that the manager discuss the merit criteria with the assessment board prior to the beginning of the assessment process to ensure a clear and accurate understanding of the requirements of the position. The assessment board plays an important role in the appointment process, since the quality of the assessment process and the tools chosen are fundamental to the identification of qualified persons. In addition to the requirements of the PSC Appointment Policy and any organizational policies and guidelines, the assessment board may be involved in and/or undertake some or all of the following responsibilities, as determined by the manager:
When there are a large number of applicants or there is a need to assess applicants in various locations, sometimes it is not possible to have the same persons assess all applicants. In such cases, the manager should take the necessary measures to be confident that the assessment can be carried out in a consistent manner. For example, all persons responsible for assessment could be briefed through a conference call or other means prior to the commencement of the assessment process, in order to ensure that the assessments are conducted in a consistent manner and that the information collected by those persons can be integrated to determine the merit of all persons being assessed. It may also be helpful to send an information package (containing job-relevant information and assessment procedures) to all of the persons responsible for the assessment, outlining that they will be required to document their reasons, ratings or observations and provide concrete examples to ensure that the results were achieved using comparable criteria. Once the assessment board has completed all of the assessments for the particular appointment(s) and integrated the information collected, it would provide this information to the manager, so that the manager can finalize the appointment process and make selection decisions. 1.8 Assessment MethodsAssessment methods are chosen or developed by the assessment board based on the quality of the information that the methods can provide. The kind and amount of information sufficient to assess a given qualification must be determined and a clear link established between the qualification being assessed and the methods or tools chosen. Collectively, assessment methods must be able to produce results relevant to all of the qualifications being assessed. The amount of information needed to assess a person's competence with respect to a particular qualification depends on the nature and importance of the qualification, as identified by the manager. The Assessing for Competence Series provides additional information on the development and use of various assessment approaches, including information on setting cut-off scores (or pass marks), determining linguistic profiles for bilingual positions and the assessment of persons with disabilities. Assessment should be seen as a process, rather than just the administration of individual assessment tools. To increase efficiency, human resources advisors can help managers identify assessment tools that complement each other, and those that can assess more than one qualification. The use of multiple, well-developed assessment tools usually provides more complete and valid information, and the integration of information from more than one source ensures a more complete and accurate picture of the persons being assessed. Conversely, a single well-developed assessment tool could be used to assess a group of qualifications. The choice of assessment tools can be affected by various factors, such as:
First and foremost, the decision as to which assessment tools to use in a particular process should be based on how effectively the tools assess the qualifications identified for the position; for example, that they measure these qualifications accurately. For instance, while a single-question interview may be quick and inexpensive to create and administer, its ability to assess all of the merit criteria might be questionable. 1.9 AccommodationProviding information in a timely fashion to applicants regarding the assessment methods or tools that will be used is in line with the values of fairness and transparency, as well as the policy on assessment and will allow persons the time to adequately prepare for the assessment. It will also allow sufficient time to arrange for accommodation should a person request it and to discuss the particulars of the person's case (for example, obtaining medical documentation or involving a specialist, such as an accommodations specialist from the organization or the PSC). It is not necessary for persons to self-identify in order to request accommodation during the appointment process, since accommodation is not limited to designated groups. Accommodation applies to anyone who is protected from discrimination on the grounds specified in the Canadian Human Rights Act (CHRA).
As mentioned earlier, assessment methods should treat all persons in an equitable and non-discriminatory manner and the assessment must be free of bias, systemic barriers, political influence and personal favouritism. Equitable assessment does not necessarily require the use of the same assessment methods or sources of information for all persons; rather, methods or tools can be adapted to the specific situation.
In some circumstances, equitable assessment will require the modification of usual procedures.
The manager should ensure that the use of different assessment methods or sources of information for different persons provides an accurate assessment and that the information gathered from these different methods or sources is comparable. For example, the modification or accommodation does not alter the level or the nature of the qualification being assessed. In addition, accommodation in assessment methods or tools should not give an undue advantage to the person receiving the accommodation. There are limits to accommodation; for example in circumstances where the qualification being assessed is a bona fide occupational requirement (BFOR), it may not be possible to adapt a tool (e.g., a visual acuity test for a pilot). To support managers in equipping themselves to meet the challenge of building and maintaining a diverse federal workplace through inclusive and barrier-free assessment, the PPC has produced Guidelines for Fair Assessment in a Diverse Workplace: Removing Barriers to Members of Visible Minorities and Aboriginal Peoples, as well as Guidelines for Assessing Persons with Disabilities. Tips
1.10 Official LanguagesComprehensive information on official language requirements is available in the Policy on Official Languages in the Appointment Process and the Guide to Implementing the Policy on Official Languages in the Appointment Process. Tips
1.11 Assessment ToolsThere are various means of assessing applicants. The objective is to identify the tools most likely to assist in predicting the future performance of a person on the job. A person's performance over a period of time and in various situations can be determined by using several sources and methods of assessment. Assessments will normally fall into one or more of the following types:
Tips
Standardized TestsIn determining methods and processes for assessing qualifications, organizations may develop or purchase assessment tools known as "standardized tests." A standardized test is a systematic procedure for sampling a person's behaviour/ability in order to evaluate job-relevant qualifications. The document entitled Testing in the Public Service of Canada, published by the Public Service Commission, provides guidelines on the development of standardized tests. A number of standardized tests, ranging from tests designed to assess basic skills, such as written communication, to tests designed to assess leadership and managerial abilities for middle and senior manager positions, such as simulations and in-basket exercises, are available from the PPC. As well, some tests can be tailored to meet specific needs. Organizations can also consult the PPC for information, advice and training as needed, or to learn about essential components of test development, such as validity and reliability. In accordance with the PSC Policy on Assessment, before using any tests of personality, intelligence, aptitude or tests of like nature, PSC approval must be obtained.
Standardized tests from private firms can also be used. However, tests of personality, intelligence or aptitude, or tests of a similar nature must be approved for use by the PSC's Assessment Oversight unit. When considering the use of any types of tests from private firms, it is important to ensure that these tests have been assessed to ensure that they are bias-free, are equivalent in both languages and that they accurately assess the relevant merit criteria. Organizations are encouraged to explore the whole range of options when developing, tailoring and using assessment tools (e.g., using their own in-house assessment tools and/or those of other organizations, or using commercial products). Tips
1.12 Completion of AssessmentIn an internal appointment process, appointments can be made after the assessment of persons is completed and notification requirements have been met. As a general guide, the assessment is completed when each merit criterion that is being used for the appointment has been met. As well, in the case of a single appointment process, where a manager is making only one appointment, this concept is easy to apply. The manager knows what is needed and the assessment could be completed before all of the merit criteria have been assessed. For example, if only one person meets the essential qualifications, the manager may decide not to assess the asset qualification(s) and proceed with the appointment. In the case of multiple appointments where more than one manager (or organization) may be involved, this concept is more complex.
2. SelectionSelection represents the application of the merit criteria in choosing and deciding among persons who have been found qualified during the assessment process. It is a critical decision point in the appointment process, since it builds on the earlier decisions of establishing and assessing merit criteria, and is the final step before the actual appointment of a person. The values of fairness, access and transparency must be respected in each selection decision. 2.1 OptionsThere are several selection options a manager may use in selecting the person suited for the job (often referred to as the "right fit") and choosing from among persons who have been found qualified during the assessment process. In addition to assessing the essential qualifications, other merit criteria, such as asset qualifications, organizational needs or operational requirements that were identified at the beginning of the appointment process, may also be applied in making a selection decision.
It is also possible to apply different criteria to different appointments in the context of the same advertised appointment process.
A situation may arise where a manager has applied all of the established asset qualifications, operational requirements and organizational needs and the manager still needs to choose between two or more persons who are qualified and appear to be the right fit for the position. In this circumstance, the manager may choose to apply an existing criterion in a different manner in order to make the selection.
Managers can also compare and rank persons where it makes sense to use the ranking of persons in accordance with the qualifications. However, neither the new PSEA nor the PSC Appointment Policy include any such requirement in making selection decisions. Managers may use their judgment by taking into account the appointment values and practical management considerations. Tips
2.2 Changes to Merit CriteriaIn light of the flexibility available to managers, they should be particularly conscious and respectful of the values of fairness and transparency when making selection decisions. Decisions should be linked to the established merit criteria and communicated for a given appointment process. A decision to use new or different merit criteria to select a person might be perceived as unfair. If a manager decides that a change to the merit criteria is necessary, (e.g., as a result of a review of the work to be performed), this change should be carefully analyzed to determine its impact on those involved in the appointment process. If the change could have resulted in a wider pool of applicants, particularly in the case of an advertised appointment process, it may be necessary to re-advertise the appointment process. For example, changing an advertised requirement for "experience in the development of policy in international affairs" to a more general statement, such as "experience in the development of policy," would result in a larger pool of persons. In other cases, if a change affects only those already participating in the process, the manager may be able to continue with the appointment process. To ensure that the process is transparent, managers must communicate their decisions openly. 2.3 Use of Previous Assessment ResultsIt may be necessary to determine whether the assessment results of a completed appointment process can still be used. Before making a decision to start a new process or use previous assessment results, the manager may consider factors such as:
2.4 Persons with a PriorityA person with a priority entitlement may be referred to, or may self-identify, at any point in the appointment process, up to the point of the actual appointment, and if qualified, he or she must be appointed in priority to all other persons. Persons with a priority entitlement need to meet the essential qualifications of the position in order to be appointed. As mentioned, persons are able to identify themselves as a priority and do not need to be formally referred by the PSC. Should a person self-refer, the person's status should be discussed and verified with the Priority Administration Section of the PSC before proceeding further. Additional information is available in the Choice of Appointment Process Policy and the Guide to Implementing the Choice of Appointment Process Policy. The assessment of persons with a priority entitlement can include any of the assessment methods or tools previously outlined. For example, if a person with a priority entitlement is identified during an appointment process and there are a number of positions to be filled, it could be more efficient to assess the person with the priority entitlement at the same time as the other applicants in an advertised appointment process. This assessment would, however, be separate from the appointment process. 2.5 Preference for Veterans and Canadian CitizensIn an advertised external appointment process, subject to priorities, a person in receipt of a pension by reason of war service, a veteran or survivors of veterans (e.g., spouse or common-law spouse) and Canadian citizens who meet the essential qualifications must be appointed ahead of other persons, in that order. However, if it is determined that two or more persons described in one of the groups above meet the essential qualifications for the position, the manager may assess those persons against the other merit criteria, i.e., the asset qualifications, operational requirements or organizational needs. Examples
2.6 Sample Options for SelectionThe following sample appointment process illustrates some options for selection of a qualified person who is the right fit in a specific situation. 2.6.1 SituationThe Department of Cultural Affairs recently advertised an appointment process to staff two Senior Policy Officer positions in different areas of the department (see Statement of Merit Criteria below). Two managers will use this appointment process to fill their individual positions since it was determined that the essential qualifications are the same for both positions. However, they each have additional merit criteria in terms of their own position to be staffed. The positions to be staffed are as follows:
Thirty applications were received in response to this advertisement. The persons were screened against the essential qualifications of education and experience. As a result, 20 persons were screened in for further consideration. Note: Merit criteria may be assessed in any order. As well, since the managers know in advance which merit crtieria will be applied to each position, it can be indicated on the advertisement which criteria will be applied for which positions. This will allow persons to identify which position they are interested in. 2.6.2 Statement of Merit Criteria
2.6.3 Examples of OptionsThe following examples illustrates various assessment approaches and some options for selecting a qualified person who is the right fit for a position. Example 1Option
Result after assessment
Selection
Example 2Option
Result after assessment
Selection
Example 3Option
Result after assessment
Selection
3. AppointmentOnce the selection decision has been made, the notification for consideration has beenissued and the waiting period is over, only then can the offer of appointment be made. An oral offer of appointment can be made first, but, in accordance with the PSC policy, it must be followed by a written offer that clearly sets out all of the conditions of the appointment. Any offer, whether oral or written, must be made by a person with the sub-delegated authority to do so. It is important to remember that the offer must be made in the official language of the person's choice and be provided in accessible formats, if required. 3.1 Conditional OffersIn certain situations, when it is not possible to make a firm offer of employment, a conditional letter of offer may be issued. A conditional offer can only be made by a person with the sub-delegated authority. It is as legally binding as an offer without conditions, subject to the conditions being met. There may be a number of reasons why a conditional offer is needed, (e.g., to maintain the interest of prospective employees in a competitive marketplace or to help speed up the appointment process by allowing persons to give notice from their current employment). It should be made clear to recipients of conditional offers that if the condition is not met, the offer is no longer valid. It would not be wise for the person to quit his or her current job or sell his or her house, for example, until the offer is final. The following are examples of situations where a conditional offer might be issued:
3.2 Effective Date of Appointment and Oath or Solemn AffirmationIn accordance with the Policy on Selection and Appointment, persons appointed or proposed for appointment must meet all the essential qualifications (unless excluded from meeting the language requirements in accordance with the Public Service Official Languages Exclusion Approval Order). The appointment can only take effect after all the conditions of the appointment have been satisfied and no appointment or proposed appointment can be made, as a result of an internal appointment process, during the waiting period identified in the notification process. When a person is being appointed (or deployed) from within that part of the public service to which the Commission has exclusive authority to make appointments, the effective date of the appointment is the date agreed to in writing by the person to be appointed and the deputy head, regardless of the date of their agreement (e.g., the date of the letter does not establish the effective date). When a person is being appointed (or deployed) from outside that part of the public service to which the Commission has exclusive authority to make appointments, his or her appointment can only take effect once he or she has taken and subscribed an oath or solemn affirmation (as indicated below). Where the oath or solemn affirmation is a requirement, the effective date of the appointment is the later of the date that is agreed to in writing by the deputy head and that person and the date on which that person takes the oath or solemn affirmation. The oath or solemn affirmation must take the form indicated in Section 54 of the PSEA. The oath or solemn affirmation must be taken and subscribed before the person delegated to administer the oath. The oath or solemn affirmation cannot be administered through a letter of offer, through a fax, etc., and the signature attesting to the fact that the appointee has taken and subscribed the oath should be made before that person. This requirement allows the person administering the oath to ascertain for himself or herself the identity of the person taking and subscribing the oath and it reinforces the seriousness of the oath for the person taking it. Since appointments (or deployments) of persons not already employed under the PSEA cannot be effective until the administration of the oath or solemn affirmation, deputy heads may want to establish an organizational process to ensure the timely administration and documentation of the oath or solemn affirmation. As long as the oath or solemn affirmation is taken and subscribed on or before the appointment and is done in person, the appointment can take effect.
If the oath or solemn affirmation has not been taken or subscribed to on or before the effective appointment datewhen the appointment is effective,there may bea negative impact on other aspects of employment. Examples may include:
3.3 Content of the Offer of AppointmentThe offer of appointment should contain all relevant information about the position and the conditions that apply to the particular appointment. These could, for example, include:
3.4 TenureA period of employment is indeterminate, unless a term of employment has been specified by the deputy head (e.g., term, casual, student employment or acting appointment). Therefore, it is extremely important that letters of offer for term employment specify an end date. 3.5 Official LanguagesInformation with respect to official languages is available in the Policy and Implementation Guide on Official Languages. 3.6 Duty to AccommodateDeputy heads must respect the Treasury Board/Public Service Commission Policy on the Duty to Accommodate Persons with Disabilities in the Federal Public Service, which requires the provision of accessible formats, upon request, for communicating with persons with disabilities when making an offer of appointment or administering the oath or solemn affirmation. 3.7 Staffing DocumentationIn accordance with the Policy on Selection and Appointment, the reasons for an appointment decision must be documented. This documentation will help to ensure fairness and transparency and also reinforces the manager's accountability for decisions. This documentation will be useful during informal discussion, or in providing information during an investigation or in a complaint at the Public Service Staffing Tribunal. In addition, this information must be accessible for a period of five years from the last administrative action (changed in ADAI). |
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Updated: 2006-10-04 | Important Notices |