Civilian Human Resources Service Center (Atlantic) UNDE NL and Lab /NB / PEI - Regional Conference 10 July 2009

Civilian Human Resources Service Center (Atlantic) Created in 1997 Regional organization Part of a departmental wide HR network Advice and guidance in civilian HR Delegated in Staffing and Classification Provision of comprehensive HR services to employees and supervisors/managers

CHRSC(A) Services Compensation Classification Staffing/Resourcing Labour Relations HRP Learning and Career

CHRSC(A) – Who are we ? Director Subject Matter Experts (SME – LR, Class and staffing) Mangers of service delivery MHRS – HRO s – HRA s MComp –Team Leaders – CAdvisors- C Assts MLCC – L Advisors- Learning Assistants

Compensation Services Compensation Advisor Pay Administration Benefits Administration Personnel Files Leave Administration Pension/Superannuation Administration

Classification Services Classification Officer/ HR Officer Review and Assess Work Descriptions Assign Occupational Group and Level Assist in Organizational Analysis and Design Delegated by DM following training program

Classification Classification is of a described set of duties vs employee performance Classification vs reclassification requests Classification Standards Delegation / authorities Work Descriptions – Format Prioritization of work Grievances

Service Delivery Drivers An existing methodology for prioritization Challenges in prioritization when the overall client group comprises 70+ units across 10+ Command/Group Principals SWE / Tax impacts from retroactive classifications Recognition that all service requests need action at some point Prioritization today is: Urgent for vacant or new positions awaiting staffing action; ‘E’ signifies an encumbered position and may be in for WD review for general update or changes that can potentially result in reclassification or a new position Classification decisions in support of ‘acting’ situations can be impacted by timing of submission and ease of completing it and cyclical reviews with or without changes SWE impacts particularly at year-end Recognize that Coll Agr provide an entitlement for a current WD; morale/retention

Influencing Workload Repeat submissions Re-writing of WDs when change is minimal Timing of WD submissions Model/generic WD vs uniques Lack of understanding of process and roles and responsibilities of managers Having the same position WD submitted several times in a 5 year cycle either because of ongoing changes or dissatisfaction with results Re-writes every time there is a new supervisor(mil) or change to any KA WDs commonly submitted just as mgrs are posted – no continuity exc ee Stats show that identical/similar to WD decisions are fast (<5) yet there is resistance to adopting model/generic WDs by managers, employees,unions because of belief that jobs are unique, all tasks must be reflected, detail is good

Did you know? Cyclical review of WDs may not require a re-write of WD Management assigns duties and can do so temporarily WD changes to a position can have wide impacts – supervisors / occupational group Cyclical review can involve review and updating of information only and updating of a WD could update many positions, e.g. GS FOS, GL ELE 3 For temporary requirements, managers can assign duties & later remove them dealing with needs/changes

The Regional Picture Atlantic Region 230 active cases 420 completed actions this year 149 active grievances N.B/PEI 51 active cases 126 completed actions this year 8 active grievances NFLD and LAB 6 active cases 10 completed actions this year 0 active grievances

Staffing Services Human Resources Officer Human Resources Planning Providing HR Support and Training to Supervisors and Managers Recruitment/Selection/Promotion Delegated by DM following training program Outreach Support for HR programs (e.g. : Apprenticeship, Job Experience Training Program and Employment Equity) Senior Management support and funding is essential. Proper support from level one's (equivalent of Assistant Deputy Minister level) is extremely important. Adequate support to both Mentees and Mentors is essential toward success. Supervisors need to support professional and personal developments for their staff first; otherwise there will be undue pressure. The terms of reference and the establishment of the program MUST be endorsed by senior management.

Staffing within the Region Types of processes CF members Briefings/communications to managers has commenced & will be ongoing Briefings commenced at LMRCs? And other unit meetings? Continuing development of staffing strategies with all levels Of management and across org units and regions Suggestions for meeting the needs of employees? i.e. emails, brochure, info sessions, training

National Area of Selection (NAOS) All External Advertised appointment processes are now open to all persons across Canada NAOS broadens Canadians’ access to job opportunities in the Federal Public Service

NAOS Policy Application External Advertised processes with some exceptions PSC implementation of NAOS was incremental: -before 30 Dec 08 applied to officer levels -since 30 Dec 08 applies to all occupational groups -transition strategy during 2009 For internal advertised processes DND Area of Selection Framework continues to apply – mgmt discretion in Determining an appropriate AOS for groups/levels. Transition allowed for some EA posting in Jan/Feb To still have local area selection

Exceptions to NAOS Policy Advertisements for terms < 6 months FSWEP student appointments Part time workers Seasonal employment Selection process specific to Employment Equity recruitment EE selection process would have an AOS restricted to Applicants from Designated Group(s) Depts would submit a business call to PSC for Consideration of exemption from a NAOS

NAOS Impact on DND Now applicable to Operational and Administrative Support groups Increase in volume of applicants for many occupational groups/levels New strategies needed for volume management Pools were created in advance of NAOS In many instances there will be significant increase in # of applicants Geographic dispersity of applicants across country Must use electronic systems for efficiency in applications, & communications & assessment (screening) In NS pools exist for Clerical, Storespersons, Drivers, Food Services, Cleaners, Firefighters, Ship’s Crew, GL – trades and helpers/labourers

HR(Civ) NAOS Framework Developing recruitment/staffing strategies Increased partnering/collaboration with others in recruitment Recognition of regional differences in labour market availability Minimizing impact on applicants National processes initiated for common, high-usage occupational groups Recruitment needs are high because of retirements/turnover Joint processes will have more advertisements with a Locations listing and applicants specify preferences Reducing # of advertisements and over-assessment of applicants Through common assessment plan administered once Searches of applicants can be done by work location chosen Or by Org Need/Designated Groups members only, etc.

What to Expect More multi-location and multi-level job postings Varying timelines to apply Electronic applications essential Increase in electronic communications Necessity to closely monitor website for job postings Joint processes have leads in various areas and issue job ads So employees/others must monitor website or set up a career watch Efficiency in staffing requires use of electronic tools for searching of Job applications, system screening, system or email communications, Strict application of accuracy in applying (or out) and assessment dates, etc.

Labour Relations Services Human Resources Officer Demographic and trend analysis Targeted/special employment programs Analysis and input into National Programs Local strategies for national programs, e.g.: National PS Survey Participation in local strategies and programs - 3 ASG Supervisor - Student programs Senior Management support and funding is essential. Proper support from level one's (equivalent of Assistant Deputy Minister level) is extremely important. Adequate support to both Mentees and Mentors is essential toward success. Supervisors need to support professional and personal developments for their staff first; otherwise there will be undue pressure. The terms of reference and the establishment of the program MUST be endorsed by senior management.

HRP Services Human Resources Officer Collective Agreement applications/interpretations Union Relations & Consultation strategies Grievance/redress support / advice Misconduct/Performance advice / guidance Collective Bargaining/labour disruptions Return to Work/Duty to Accommodate Senior Management support and funding is essential. Proper support from level one's (equivalent of Assistant Deputy Minister level) is extremely important. Adequate support to both Mentees and Mentors is essential toward success. Supervisors need to support professional and personal developments for their staff first; otherwise there will be undue pressure. The terms of reference and the establishment of the program MUST be endorsed by senior management.

Learning and Career Centre Learning Advisors Training Delivery (State of the Art Classroom and E-learning training) Leadership Instructional Technique Basic Writing Skills HR related courses Prior Learning Assessment Unit Professional Development Computer Software Training Mentoring Website: Overview of the concept of mentoring and the Corporate Mentoring Program (i.e. definition, benefits to the Department, to personal development and its link to Public Service priorities, namely PS Renewal General information on the roles and responsibilities of mentors and mentees Online registration forms and downloadable information kits for both mentors and mentees Comments/Feedback and General Inquiries link Web-based Registration System A system with the capability to perform intelligent matching of Mentors and Mentees based on submitted information and a predefined algorithm. This will allow for the entry, tracking and display of mentoring relationships created with the use of this tool. Logic model Helps in program implementation Forms the core for a focused plan that helps identify and collect the data needed to monitor and improve the programming Next slide – from logic model… we came up some specific outcomes we would like to see from program

Learning and Career Centre Resource Library Internet/DWAN Computer access Books, Videos CD’s available for loan Video Conferencing capability Learning and Career Advisory Services Civilian Education Support Program Job Experience Training Program Job Shadow Program

Who ‘s Who in the CHRSC(A) Website - http://hr.ottawa-hull.mil.ca/hrciv/dgchrmo/dchrsc_atlantic/en/home_e.asp?reference=110570001 Contacts –