Overseeing a Modernized Staffing System

The months since the last issue of INFO-PSC in January have been eventful ones. We’ve celebrated the coming into force of the new Public Service Employment Act (PSEA). We’ve had a federal election and a new government has come to power. And we’ve seen the implementation of an amended policy on the use of national area of selection in the National Capital Region.

These changes have meant some adjustment for everyone and departments and agencies have been working hard to keep step. As I write, departments continue to work on implementation and are showing commitment to the ongoing process of modernizing the staffing system.

The PSC, in turn, is offering its support. This spring we offered a third series of “Get Ready Sessions” to help human resources professionals familiarize themselves with various aspects of staffing under the new PSEA. To facilitate the move to national area of selection, we are making the Public Service Resourcing System available in all of our regional offices. And our Staffing and Assessment Services Branch continues to provide expert staffing advice and other recruitment, executive resourcing and assessment services to departments.

We continue to support the full implementation of the PSEA. We are also focussing on our oversight mandate. During its 100 year history, the PSC has held a unique position — accounting to Parliament on the integrity of the staffing system in the federal public service. We provide reports and advice to Parliament. We recently commented on Bill C-2, a new bill to strengthen accountability in government, at the meeting of the House of Commons Legislative Committee reviewing the proposed legislation.

Parliament sets the direction for the PSC. With Bill C-2, Parliament is giving us a new direction. While the PSC has traditionally been responsible for the administration of ministerial priority appointments, Bill C-2 proposes an amendment to the Public Service Employment Act that would eliminate these appointments and change our practice of giving priority to ministerial staff.

We recently released a study exploring this issue. The PSC statistical study, Priority Appointments of Persons Employed in Ministers' Offices to the Federal Public Service, examines the appointment and career history of the 243 members of ministers’ staff, who were appointed to the federal public service, on the basis of their priority entitlement over an 11-year study period.

This study was released simultaneously with another — Time to Staff in the Federal Public Service. Staffing time has been an ongoing issue within the federal public service for many years now. This study provides benchmark information on how long various appointment processes take.

These statistical studies are the first in an ongoing series that makes use of the PSC’s data holdings to shed light on a variety of hiring and staffing issues. Our hope is that this information can be used to improve the staffing system as it is modernized.

We also tabled two special audit reports in May: our Follow-Up Audit of the Office of the Privacy Commissioner and our Audit of the Canadian Space Agency. Audits like these are used to verify how well the staffing system is working and to identify areas where improvements can be made. They can also result in changes to the delegation of staffing. In the case of the Canadian Space Agency, conditions were imposed; in the case of the Office of the Privacy Commissioner, the delegation of staffing authority was returned.

Further, we will table our 2005-2006 Annual Report on the state of the staffing system this fall. We’ll have more to tell you in the next issue of INFO-PSC.

Effecting change is never easy, but with ongoing commitment and hard work, it can be done. It is the goal of the PSC to be a positive instrument in achieving a more effective staffing system and we will continue to work with organizations who share our commitment to that goal.

Maria Barrados

Useful Links:

• Recruitment, executive resourcing and assessment services
• Priority Appointments of Persons Employed in Ministers' Offices to the Federal Public Service
• Time to Staff in the Federal Public Service
• Audit of the Canadian Space Agency
• Follow-Up Audit of the Office of the Privacy Commissioner
• Speech by Maria Barrados, Bill C-2, Federal Accountability Act

Thinking about becoming a candidate in an election?

While the federal election is now behind us, many communities across Canada are gearing up for municipal elections in the upcoming months. Are you thinking about running in one of these elections? The Public Service Employment Act (PSEA) recognizes the right of public servants to engage in political activities, while maintaining the principle of political impartiality in the public service. However, you may only seek nomination as a candidate if you first request and obtain permission from the Public Service Commission, whether it is a federal, provincial, territorial or municipal election.

So, what should you do?

The first step is to submit a written request for permission. The PSC must receive your request at least 30 days (minimum) before you plan to become a candidate. A longer period may be required for more complex or sensitive situations. Your request should include:

• your position title
• a detailed description of the duties you perform, approved by your department
• the level of your position
• the location of your job
• an organizational chart
• the nature of the election involved, the electoral district and the position being sought
• the date by which you require a decision
• your contact information
• the PSC will advise if further information is required

There is no need to disclose what political party you plan to run for.

How does the PSC decide whether or not to grant permission to become a candidate or to seek nomination?

The PSC will only grant permission if it is satisfied that the applicant’s ability to perform his or her duties in a politically impartial manner will not be impaired or perceived to be impaired by their candidacy. The PSC considers a number of factors in making this decision. We look at factors such as the nature of the election and the nature of the applicant’s duties, as well as the level and visibility of the applicant’s position. Each decision is made on a case-by-case basis depending on the employee’s circumstances.

In one case, a draftsperson in a regional office requested permission to seek nomination for candidacy in a provincial election. The employee had no contact with the public and limited visibility. He did not manage a budget or supervise staff, nor did he manage contracts, hire consultants or disburse grants or contributions. On reviewing the request, the PSC determined that the applicant’s candidacy would not impair or be perceived to impair his ability to perform his duties in a politically impartial manner. The request was approved. When the applicant failed to win the nomination for candidacy, he was able to return to his job.

Not all cases are quite so clear cut. In reaching a decision, the PSC reviews all available information, including information that it has requested from the applicant’s department. The PSC provides a decision in writing as quickly as possible, and indicates the reasons for its decision. The PSC can also place conditions on the permission, such as the requirement that the applicant take leave without pay, if elected to municipal office.

In some cases, there is no other option but to deny a request. For example, in the case of a director general of communications the request would most probably be denied, due to the nature of the job and the high level and visibility of the position.

These are only examples. Each case is different — some are simple and some are more complex. All cases must be assessed individually.

Planning to run? — You may need leave without pay

If you are planning to run in a federal, provincial or territorial election, the PSEA requires that you must also request and obtain leave without pay for the election period. In the case of a municipal election, the PSEA gives the Public Service Commission the authority to determine whether it is necessary to take a leave of absence without pay, based on whether candidacy in the election would impair or be perceived to impair your ability to perform your duties in a politically impartial manner.

What happens if you are elected?

Once elected in a federal, provincial or territorial election, an individual ceases to be an employee of the public service. If elected municipally, the PSC may impose leave without pay, or may decide that he or she must cease to be employed in the public service.

The Public Service Employment Act upholds the rights of public servants to be politically active. At the same time, it emphasizes the importance of maintaining a non-partisan public service. The new approach to political activities strives to achieve this balance. For more information, visit the political activities section of the PSC Web site.

If you have questions or need more information, please contact your organizations’s designated political activities representative. Designates for political activities have been identified in each organization to act as a focal point for advice and assistance concerning political activities and to support the deputy head in the exercise of his or her responsibilities under Part 7 of the PSEA. A list of departmental representatives is available at www.psc-cfp.gc.ca/psea-lefp/political/political_contacts_e.htm.

Putting the PSC Audit Manual to work

Last June, INFO-PSC reported on the Public Service Commission (PSC) Audit Manual. This manual, which provides a rigorous and systematic approach to auditing, was developed to govern the conduct of audits and studies at the PSC.

In January, PSC auditors were trained on how to put the Audit Manual to work. The course was offered to new auditors once again this past March.

Participants (pictured above) included auditors from the Audit Branch,
as well as representatives from Legal Services, Investigations
Branch and Communication Services and Products.

Through a dynamic mix of lectures, discussion, and small group exercises, participants were guided through all phases of an audit, from planning, examination, and reporting, through to follow-up.

To see the original article about the PSC Audit Manual, visit
http://www.psc-cfp.gc.ca/centres/newsletter-bulletin/2005/issue2/3-audit_manual_e.htm

Is there a need for an independent authority for staffing of the Canadian public service?

A leader in public service policy, Peter Aucoin, explores this question in his study The New Public Governance and the Public Service Commission published March 2006 in The Journal of Public Sector Management. According to Mr. Aucoin, the new dynamics in public governance are reason to maintain an independent authority in public service staffing. Some of the concepts explored in the study include: public management reform and new public governance. INFO-PSC invites you to register on-line at Optimum Online (http://www.optimumonline.ca/) for access to Mr. Aucoin's study. (There is no cost associated with registering for Optimum Online services at this time.)

Mr. Aucoin is a well-known and respected university professor who has helped shape public service management in Canada. In 2005, Mr. Aucoin was the recipient of the highest public service award. The Institute of Public Administration of Canada (IPAC) awarded Mr. Aucoin with the 2005 Vanier Medal. The medal is awarded annually to a person who has shown distinctive leadership and accomplishment in the Canadian public service (http://www.ipac.ca/awards/vanier/peter_aucoin.html).

The PSC’s Statutory Powers - What do they mean to you?

The Public Service Commission (PSC) has an important job — to safeguard the integrity of the public service staffing system and the political neutrality of the public service. To get the job done right, the PSC has a number of statutory powers under the new Public Service Employment Act and the Inquiries Act. These powers allow the PSC to audit and investigate the appointment activities of federal organizations, to hold deputy heads accountable for the exercise of their delegated staffing authorities, to make recommendations or take corrective actions where necessary, and to oversee the political activities of public servants.

You may be wondering what this means for your department.

Well, if your department is being audited, it means that we may require your employees to produce any document necessary for a full investigation. We may also summon witnesses and require those witnesses to give testimony.

If your organization is being investigated, the PSC is authorized to enter and have access to every part of your premises. Once inside, we can examine any and all documents necessary for a full investigation. We may also, among other things, summon people to give evidence or require them to produce any document related to the investigation.

In addition to these authorities, the PSC is also responsible for granting permission and leave to public servants who wish to seek candidacy in federal, provincial, territorial or municipal elections. We also have the exclusive authority to investigate allegations of improper political activities of public servants — and we are authorized to take corrective measures or report on our findings.

The PSC is preparing fact sheets that outline exactly what we are authorized to do in carrying out our oversight activities. These will be made available on the PSC Web site.

Monitoring the staffing system

With the implementation of the Public Service Employment Act (PSEA) on December 31, 2005, deputy heads received delegated authority for nearly all staffing activity in their organizations. The Act gives deputies and, through sub-delegation, their managers, unprecedented flexibility in choosing what staffing processes to use and how. With this increased flexibility, departments and agencies are still expected to respect both the core values of merit and non-partisanship, as well as the guiding staffing values of access, transparency, fairness and representativeness. Managers must also conform to the legislative requirements of the Act and the PSC’s appointment policies.

But the question remains — in a highly delegated system, how can we be sure that staffing is being conducted properly?

Part of the answer lies with a tool called the SMAF – the Staffing Management Accountability Framework. This framework describes the PSC’s expectations for deputy heads. It also identifies the indicators that the PSC will look for in determining whether a federal organization is carrying out its staffing authorities properly.

Deputy heads are required to demonstrate that they meet the indicators set out by the SMAF, which are mandatory for all delegated organizations. They must also:

• ensure that their organizations maintain accurate information that provides a fair and reliable representation of their activities;
• ensure that staffing management practices, controls and results are actively monitored in their organization, whether the staffing is done internally or by an external service provider;
• adjust and improve their staffing systems and practices, as required;
• report to the PSC in time for the PSC to report to Parliament; and
• participate in the PSC’s oversight requirements, such as audits, investigations and special studies.

The SMAF plays an important part in how the PSC oversees the staffing system, but it is not the only means by which we do this. The PSC also uses other oversight mechanisms, such as audits, studies and investigations.

A hopeful beginning: implementation of the new Public Service Employment Act

The new Public Service Employment Act (PSEA), which came into force on December 31, 2005, is both a new beginning and an opportunity for all public servants to work together to shape tomorrow’s staffing system. For well over a year now, the Public Service Commission has been encouraging departments and agencies to embrace the opportunities that this landmark legislation presents. Over the past few months, many organizations have risen to that challenge.

We recently spoke to two deputy heads, both former co-chairs of the Deputy Ministers’ Subcommittee on Staffing and Staffing Resources, to get their reactions to the new PSEA and to find out what its implementation has meant to their organizations.

Larry Murray, Deputy Minister at Fisheries and Oceans, and Alain Jolicoeur, President, Canadian Border Services Agency, say successful implementation of the new Act involves three key issues: everyone giving the new staffing system a chance to work; senior managers giving priority to the new Act; and departments, agencies and hiring managers receiving the right tools and support.

Mr. Jolicoeur says the new Act requires a fundamental cultural change. “The new staffing system is built on values, credibility and trust, rather than on rules. Whether employees agree or not with the results of a staffing action, they must have the sense that it was a values-based process.” Otherwise, he says, managers and employees will be tempted to recreate the old staffing system.

Undoubtedly, the values set out in the PSEA will play a central role in the new staffing system. For the new system to work effectively, managers, human resources practicioners and deputy heads must respect the core values of merit and non-partisanship and the guiding staffing values of fairness, access, transparency and representativeness.

Mr. Murray says senior managers are very committed to the staffing values of the new PSEA. “The new PSEA is a work in progress that requires leadership and engagement at all levels. We must give managers the tools and support for taking ownership of their leadership responsibilities.”

The implementation of the new PSEA is an ongoing process, not a milestone that we have already met and surpassed. There’s no doubt that, there’s still a lot of work to do but, in talking to people in departments, it’s clear that the commitment is there to make the new staffing system a success.

Mr. Murray and Mr. Jolicoeur, for their part, are optimistic about the full implementation of the new PSEA, which they both feel will take some time and patience to achieve. In the meantime, they say, we are all responsible for the success of the new staffing system.

Larry Murray (left) and Alain Jolicoeur (right) are optimistic
about the full implementation of the new PSEA.
Photo Credit: Harry Turner, National Research Council

The new PSEA — making a mark in the regions

To help launch the new Public Service Employment Act (PSEA), Public Service Commission (PSC) President Maria Barrados met with members of the Federal Regional Councils across Canada, between December 2005 and May 2006. With stops in Montreal, Halifax, Vancouver, Edmonton and Toronto, Mrs. Barrados spoke to council members about the new legislation and how it’s affecting their work.

The Federal Regional Councils are made up of senior federal officials in each region. They serve as the executive fora on regional perspectives and federal initiatives in the regions. As such, they have an important role to play in the implementation of the new PSEA. The councils agree that the new legislation presents significant opportunities for them and for other managers.

“As a Regional Council, we seek opportunities to share efforts and rewards. The new PSEA allows us to further our common interests,” said Jim Vollmershausen, Chair of the Alberta Federal Council (AFC). “The new Act’s more fluid approach to staffing aligns the public service more closely with what is going on in society.”

There is no doubt that the PSEA will change the way the public service functions and the public service, in turn, will need some time to adjust. Mr. Vollmershausen commented on “the commitment and culture shift” required to develop the Act’s potential. He also acknowledged the PSC’s role in holding the public service to a standard that is higher than that for other sectors. “The PSC’s oversight role will help guide us in meeting the many challenges and respecting the Act’s staffing values.”

In her presentations, Mrs. Barrados reiterated the objectives of the legislation — to allow the public service to attract the people it needs to serve Canadians, to provide flexibility in hiring the right people, and to ensure transparent staffing.

At each of the meetings, participants acknowledged the need for all players in the system to work together to take advantage of the flexibility inherent in the legislation. Mrs. Barrados left them with this thought: “The new Act presents tremendous opportunities and we will do everything we can to make it work, but you must seize these opportunities by closely integrating human resources planning with business planning.”

For more information on the implementation of the new PSEA, please visit our Web Site.

From left to right: in Edmonton, Doug Nelson, Regional Director General, PSC Alberta and Northwest Territories Regional Office; Heather Peden, Executive, Alberta Federal Council; Maria Barrados, President, PSC; and Jim Vollmershausen, Chair, Alberta Federal Council.

How to Resolve Staffing Issues – A Proactive Approach!

Resolving staffing issues can be a complex and sensitive process. Most managers still associate the resolution of staffing matters with the appeals process that characterized the old human resources management regime – a process notorious for being time-consuming and adversarial. The good news is that things have changed under the Public Service Employment Act (PSEA).

As a manager, your first and best course of action to resolve staffing issues is to try to minimize the number of issues that can arise. This can be accomplished by running an appointment process that upholds the spirit of the PSEA – one that is fair, transparent, accessible and representative. Your decisions, when determining how to run an appointment process, are important.

For example, managers should ensure that their choice of appointment process is consistent with the staffing values, as well as with the criteria that their organization has established for the use of advertised or non-advertised processes; this is also required by the PSC’s policy on Choice of Appointment Process.

The intention of the PSEA is to promote a fair and transparent appointment process and to foster an open and positive work environment. Under the old system, appeals tended to heighten conflict in the workplace. By contrast, under the current PSEA, matters can be addressed informally and within the organization in which they occur, so they can be resolved more quickly. This may prevent any escalation of the situation and may ensure that the appointment process can be concluded in a timely manner.

For example, if, despite your best efforts to uphold the staffing values, concerns arise as a result of the appointment process, those with concerns can bring them forward during informal discussion. As the name suggests, informal discussion is a conversation between a manager and a person who has been eliminated from consideration for appointment. While this discussion can be conducted at any stage of the appointment process, the PSEA and the PSC require that, once an assessment process is complete, the delegated manager notify the persons in the area of selection (in the case of a non-advertised appointment process) or the persons in the area of selection who participated in the appointment process (when the process was advertised), of the name of the person being considered for appointment at least 5 days before a final appointment decision is made. This gives employees an opportunity to raise their staffing concerns and allows managers to clarify and resolve these concerns, as well as to correct any errors or oversights, before the appointment is finalized.

The expectation is therefore that managers will use informal measures to resolve problems themselves, before a complaint proceeds. For example, under the PSEA, deputy heads may correct errors after the appointment has been made. For example, if an investigation determines that an internal appointment process was conducted improperly, the deputy head has the authority to take corrective action, up to and including revoking the appointments from that process. To do so, the deputy head must be satisfied that an error, omission or improper conduct affected the selection decision.

The use of informal measures by managers is also expected to help resolve problems internally, before a complaint proceeds to outside parties. For example, the PSC may investigate appointment processes where fraud or political influence is suspected. Again, corrective action, up to and including the revocation of an appointment, may be taken.

Last, but not least, whenever an appointment is made from an internal appointment process, employees who feel they were improperly eliminated from consideration for that appointment may make a complaint to the Public Service Staffing Tribunal (PSST), the new organization in place to deal with complaints related to internal appointments. In addition, complaints may be made to the PSST on these other staffing matters: lay-offs, revocations, and the implementation of corrective measures. With respect to internal appointments, the grounds of complaint are limited to:

• Abuse of authority in the establishment and application of merit criteria;
• Abuse of authority in the choice of appointment process; and,
• Failure to assess in the official language of choice.

Of course, the additional flexibility, like informal discussion, that allows departments and agencies to resolve problems quickly will be more frequently used, and may help avoid complaints to the PSST or the need for deputy head or PSC investigations. In addition, they will help maintain a healthy work environment and help keep appointment processes running smoothly.

For more information, please contact your PSC Staffing Consultant or visit the PSC Web-site at http://www.psc-cfp.gc.ca/centres/psst-tdfp/index_e.htm.

Expanding access to public service jobs

On April 1, 2006, the Public Service Commission’s (PSC) policy on area of selection changed. From now on, all officer-level job opportunities in the National Capital Region (NCR) that are open to the public are required to use a national area of selection. This change represents another phase in the PSC’s commitment to gradually enhance access to federal government jobs for Canadians.

The expanded use of national areas of selection will also be implemented, on a pilot basis, by selected departments in Alberta and Quebec starting on June 30, 2006. The PSC will assess the impact of these pilots, as well as the implementation in the NCR and, depending on the results, national areas of selection will be extended to all officer-level job opportunities that are open to the public across the country in April 2007. The long-term goal, subject to the assessment results, is to establish a national area of selection for all remaining job opportunities that are open to the public across Canada by December 2007.

To facilitate the implementation of national area of selection, the PSC has introduced the Public Service Resourcing System (PSRS) in all of our regional offices. Combined with the availability of new flexibilities in the Public Service Employment Act, this Web-based recruitment and screening tool helps manage the increased numbers of applications expected with the use of national area of selection.

The PSC’s regional officers are now advising organizations on the best ways to use this tool to select only those candidates who are the right fit for the job. We are also providing the training and technical support needed to use the system. In the coming months, we will provide demonstrations of PSRS and its functionality to human resources professionals and managers across the country. If you would like an information session at your organization, please contact the PSC regional office closest to you.

Since high volumes of applications are a concern for departments and agencies, the PSC is offering a number of informational tools to help guide organizations as they adjust to the amended policy on national area of selection. We sent a message to heads of human resources outlining the requirements of the amended policy. We’ve also developed frequently asked questions on national area of selection and fact sheets on PSC services and the PSRS. These products have been distributed to departments and agencies and are available on the area of selection Web site.

Finally, the PSC recently presented 17 «Get Ready III” information updates on national area of selection across Canada. We have also established a toll free number (1-866-900-6267) to answer departmental questions. In the months to come, we will provide further support through information sessions and our series of guidance documents, which offer practical advice on how to implement the staffing process, including national area of selection.

The Public Service Resourcing System — a new way to screen applicants

The Public Service Resourcing System (PSRS), is changing the way the public service screens external applicants for public service jobs. The web-based applicant screening and recruitment tool developed by the PSC has been in operation in the National Capital and Eastern Ontario Region and the Central and Southern Ontario Region since 2003. It was introduced to federal organizations on a larger scale last fall, when it was provided to all PSC regional offices.

In December 2005, the PSC enhanced the system to address the requirements of the new Public Service Employment Act. Since then, the PSC has held discussions with two departments to provide them with direct access to this version of the system. Plans are in place to provide direct access to these departments in the immediate future. Discussions have also commenced with other departments and agencies who have expressed interest in direct access to PSRS.

So what are the benefits of PSRS and how is it changing the federal public service screening process?

Most importantly, the tool can dramatically reduce the number of applications that have to be manually screened by federal public service human resource professionals and hiring managers. And, it provides individuals from the Canadian public who are pursuing employment opportunities within the federal public service a clearer, more responsive and transparent screening process.

Moving away from a paper-based system benefits human resource professionals and managers, by making their work more efficient and less time-consuming, and gives applicants several advantages as well. For example, the system allows applicants to safely save personal information in their own on-line file and it identifies for them job opportunities for which they may be qualified.

The tool is multifaceted and provides users with a variety of options to ensure the most appropriate pool of candidates are screened in for any given job.

By building a questionnaire from one or several ‘ job families,’ the client organization can extract what level, how recent, and how well an applicant meets various experience criteria. Potential candidates provide the information by responding to these questions when applying. Hiring managers may also compose their own specific question for an experience factor not found in the questionnaire, to obtain more in-depth information on a crucial experience requirement.

The responses to these questions provide those who are doing the hiring with the ability to more closely screen for compatible applicants by narrowing the field down to people who really have the background being sought. In addition, PSRS permits user-groups to pose questions such as, whether the applicant has a specific driver's licence or unique experience working in a specific sector, depending upon the requirements of the job. Options like those mentioned above, and other functions, such as being able to ask applicants to provide a short essay related to any job requirement, help further streamline the screening process for human resources professionals and hiring managers to ensure a high quality group of applicants.

As with any new technology, we continue to look for ways to improve the effectiveness and functionality of the software for users and clients. Constant modifications are being made to the system to ensure it is user friendly and capable of handling diverse situations, including large volumes of applications. Training sessions and access to the experience and expertise of those well-versed in the system’s full functionality, have helped accelerate learning and increase the expertise of users. As well, the Staffing and Assessment Services Branch is hosting workshops for user-groups to help respond to their specific needs.

With the expansion of National Area of Selection (NAOS) last April, PSRS has become even more essential to the recruitment and screening process. A paper-based system is inadequate in the face of expanded areas of selection and volume increases are definitely anticipated.

The Staffing and Assessment Services Branch, with the assistance of PSRS, is ensuring the PSC is prepared to move forward and respond to the recruitment needs of client organisations, including a capacity for possible increases in applicant volumes as a result of expanded NAOS.

Heads up – there are qualified EX-1 candidates ready to work for your department

Forty-one highly-qualified EX-1 candidates are ready and available to work across government. They have successfully made it into the Public Service Commission's (PSC) EX-1 pre-qualified pool. If you work in a department that is looking for EX-1 candidates, then this list might be the solution you’ve been looking for.

Where did these successful candidates come from? In May 2005, the PSC launched a Canada-wide selection process to create a pre-qualified pool of EX-1 visible minority candidates. Each candidate was subjected to the same rigorous series of tests that apply to any other EX-1 selection process. The final list of successful candidates was released in February 2006.

The PSC’s involvement in this process was driven by the Embracing Change benchmark. Set for 2005, the objective of this benchmark was to have 1 visible minority employee for every 5 at the Executive level. The pre-qualified pool came about when the PSC identified gaps in EX staffing at eleven departments. We contacted these departments to discuss their interest in a pre-qualified pool of EX-1 visible minority candidates. Later, five more departments expressed an interest in participating.

The process revealed a number of misconceptions. For instance, the term ‘visible minority’ seemed to cause some confusion. In Canada, visible minorities are defined as "persons, other than Aboriginals who are non-Caucasian in race or non-white in colour." Canadians sometimes use the terms ‘visible minority’ and ‘employment equity group’ interchangeably. While there is some overlap, the term ‘employment equity group’ is much broader and includes women, visible minorities, Aboriginal peoples, and people with disabilities.

The list of pre-qualified candidates has been shared with all departments under the Public Service Employment Act. The list will expire after two years, after which departments will have to handle their EX-1 selection processes like any other. So, now’s the time to make use of this list! The process is straightforward and the PSC is ready to answer any questions you may have. For further information about this list please contact Jocelyne Bérubé, Executive Resourcing Coordinator, by telephone at 613-947-3330 or by e-mail at jcberube@psc-cfp.gc.ca.

How to Choose an EX: Assessing Executives with the New Key Leadership Competency Profile

In August 2005, the Public Service Commission (PSC) and the Public Service Human Resources Agency of Canada introduced the new Key Leadership Competency Profile. This document standardizes the key competencies required by executives and helps to ensure a consistent level of competence throughout the executive (EX) group.

The Treasury Board’s new EX Group Qualification Standards require that the Key Leadership Competency Profile be assessed for appointments to the executive level. To assess these key leadership competencies, the PPC has prepared 3 tools — Simulations for the Selection of Executives (SELEX), Identification of Paths to Executive Development (IPEX) and the Standardized Reference Checks.

These instruments can help departments and agencies carry out their executive resourcing and develop potential executives in their organizations.

SELEX

The Simulations for Executive Selection provides a rigorous and independent assessment of EX candidates aspiring to entry-level executive positions in the federal public service.

SELEX was recently updated to assess four key elements of the new Key Leadership Competency Profile — values and ethics, strategic thinking, engagement, and management excellence (in particular, action management and people management).

It works like this — a candidate participates in three, interrelated simulations. The simulations, which all take place on the same day, deal with a variety of issues and challenges that are typical of an entry-level EX position. The candidate can demonstrate the key leadership competencies by how he or she reacts during the simulations. Trained assessors observe, record and evaluate the candidate's behaviour using standardized rating procedures.

Following the assessment, a report describing the candidate's performance is provided to the selection board and to the candidate. The candidate may also request personal feedback from a PPC psychologist.

IPEX

The Identification of Paths to Executive Development (IPEX) is a new assessment instrument. Unlike SELEX, which is used for staffing purposes, this tool is designed to facilitate the development of executives. IPEX provides participants with a wide-ranging assessment of their leadership behaviour and makes detailed, tailored recommendations on how they can develop their leadership competencies. It is geared towards individuals who have been pre-selected for their leadership potential at the EX entry level, EX equivalent and EX minus one levels.

The IPEX assessment process consists of 3 parts. First, IPEX uses psychometric testing to assess personal leadership skills. Second, a 360° feedback process is conducted. This process collects input regarding workplace behaviour from the participants’ superiors, peers and employees. Participants also undergo a series of simulation exercises. Their behaviour is observed and their leadership competencies are assessed. Finally, the department or learning program receives a report containing personalized recommendations to guide the participant’s leadership development.

Standardized Reference Checks

Standardized reference checks are often used to evaluate abilities, skills, personal suitability and other qualifications. They are useful in corroborating, clarifying, and adding to assessment information that has already been gathered from other instruments.

Following the introduction of the new Key Leadership Competency Profile, the reference checks offered by PPC have been redesigned. New, streamlined and targeted reference checks are now available for the EX-1,2 and 3 levels. In-depth reference checks have also been developed for the Leadership Network at the EX-4 and 5 levels.

The PPC reviews and updates its assessment tools regularly to ensure they remain relevant and effective. Ensuring that our assessment instruments are consistent with the new Key Leadership Competency Profile is a part of this process. In the months to come, the PPC will revise its other assessment instruments, bringing them up to date and into line with the new profile.

For more information, please contact the PPC at (613) 992-9741 or visit our Web site at: http://www.psc-cfp.gc.ca/ppc/ppc-cpp.htm.

INFO-PSC Question Corner

Dear INFO-PSC,

I’ve been a city councillor for a number of years and want to run again in the upcoming municipal election. I’ve never had to talk to the PSC about this before — what should I do?

Born to Run,
Waterloo, ON

Dear BTR,

Not to worry. Although the requirement to seek permission from the PSC to be a candidate in a municipal election is new, it’s not complicated. To seek permission, make a request in writing. Make sure to include your position and its level, a detailed description approved by your department of what you do, where you work, which election you’ll be running in and information on how to contact you. Don’t forget to indicate when you require a decision, as more complex or sensitive situations may take longer to review! You can’t begin campaigning until you’ve received permission from the PSC.

The PSC will evaluate whether your candidacy in the municipal election would somehow impair your ability to perform your duties in a politically impartial manner. Just as important, the PSC considers whether others might perceive that your political impartiality has been impaired by your candidacy.

Next, the PSC determines whether you need to take a leave of absence to become a candidate. If it finds that you do, your permission to be a candidate is conditional upon your taking that leave. Again, this decision depends on whether your candidacy could impair or be perceived to impair your ability to perform your duties in a politically impartial manner.

The PSC will also decide whether you must take a leave of absence from your public service job if you win the election or if you cease to be employed in the public service. In the case of municipal elections, it may be possible to do both jobs without any perception of your political impartiality being impaired

Hope that helps, BTR! For more information on how to request permission to become a candidate, visit the PSC Web site.

If you have questions or need more information, please contact your organizations’s designated political activities representative. A list of departmental representatives is avaialble at http://www.psc-cfp.gc.ca/psea-lefp/political/political_contacts_e.htm.

Good luck.