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

2. 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

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

4. 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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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.

13. 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. s, brochure, info sessions, training

17. 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

18. 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

19. 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

20. 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

21. 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.

22. 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 communications,
Strict application of accuracy in applying (or out) and assessment dates, etc.

23. 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 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.

24. 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.

25. 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

26. 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

27. Who ‘s Who in the CHRSC(A)
Website -
Contacts –