Directive on Digital Talent

• A.1.1These procedures take effect on April 1, 2023.

• A.2.1These procedures provide details on the requirements set out in section 4 of the Directive on Digital Talent.
• A.2.2These procedures apply to any person whose primary or contracting function supports the development or delivery of Government of Canada (GC) digital initiatives, products or services. For the purpose of these procedures, digital talent does not refer to those supporting other mandate areas whose daily work requires the use of digital skills and tools. For the purpose of these procedures, scope of digital talent includes:
  • any employee that is classified in the IT group;
  • any person whose primary work function is or is expected to be covered under the mandate authorities of the Chief Information Officer of Canada, including all chief information officers and heads of information technology (IT), but not including corporate support functions, such as administrative professionals and finance;
  • cybersecurity;
  • information management;
  • data management for the development or delivery of a GC digital initiative, service or product;
  • data science and analytics for the development or delivery of a GC digital initiative, service or product; and
  • user‑experience research or service design for the development or delivery of a GC digital initiative, service or product.

Planning and reporting

• A.2.3Departments are required to complete and submit the Annual Digital Talent Survey in accordance with instruction provide by the Office of the Chief Information Officer at Treasury Board of Canada Secretariat (TBS‑OCIO) and are encouraged to use TBS‑OCIO provided tools for data collection. The survey and the tools will be circulated in a manner and timeframe determined by TBS‑OCIO.
• A.2.4Business owners of digital initiatives are required to take the following actions if a new or expanded digital initiative requires the addition of the equivalent of 10 or more net new digital talent full‑time equivalents (FTEs) to a single department:
  • A.2.4.1Notify TBS‑OCIO by email (GCTalentGC@tbs-sct.gc.ca) at least 6 months prior to the selection of sourcing mechanism for the net new digital talent. If 6-month advance notice is not feasible, notify TBS-OCIO as soon as the business owner is aware of the digital talent requirement.
  • A.2.4.2Ensure compliance with all reporting requirements related to IT investment and departmental plan on service and digital, in accordance with relevant Treasury Board policy instruments.

Digital talent sourcing

• A.2.5The manager or the delegated authority overseeing the digital talent sourcing process, in collaboration with their HR advisor or contracting authority, is required to take the following actions:
  • A.2.5.1Prior to launching a department‑specific recruitment process for digital talent or initiating a contract for digital services:
    • A.2.5.1.1Check with TBS‑OCIO‑led centralized talent recruitment and talent management pools using the GC Digital Talent platform to verify the availability of existing talent;
  • A.2.5.2In instances where the manager or the delegated authority intends to launch a recruitment process for digital talent that aims to make multiple hires or create a pool of qualified candidates, consult with TBS‑OCIO via email (GCTalentGC@tbs-sct.gc.ca) on the option to run a jointly coordinated recruitment process, leveraging TBS‑OCIO’s talent tools and processes;
  • A.2.5.3Use generic work streams and standardized job descriptions related to digital talent, where possible and appropriate.
  • A.2.5.4In instances where the manager or the delegated authority overseeing the talent sourcing process intends to initiate a procurement for digital services, the manager or the delegated authority, in collaboration with the contracting authority, is required to take the following actions:
    • A.2.5.4.1Follow all the planning steps in accordance with the Directive on the Management of Procurement, including its supporting instruments.
    • A.2.5.4.2Follow instruction on the GC Digital Talent Platform to complete and submit the Digital Services Contracting Questionnaire to TBS‑OCIO at the time when any procurement for digital talent or IT‑related services is submitted to the contracting authority for processing (including contracts, amendments and task authorizations that exceed $40,000, in alignment with the Mandatory Procedures for Business Owners When Procuring Professional Service).
    • A.2.5.4.3Prior to concluding that a shortage of available or qualified digital talent is the primary rationale for contracting out, managers or delegated authorities must confirm with TBS‑OCIO using the GC Digital Talent Platform that there is no available pre‑qualified talent in a TBS‑OCIO‑coordinated talent pool that could meet the need in the timeframe provided.
  • A.2.5.5Implement measures identified by TBS OCIO to advance diversity, inclusion and equity in the recruitment and development of the GC digital community, as appropriate.

Digital executive roles and structures

• A.2.6The delegated authorities responsible for the appointment of the departmental CIO, the designated senior official for leading IT, or equivalent senior digital role are required to take the following actions:
  • A.2.6.1Engage TBS‑OCIO by email (GCTalentGC@tbs‑sct.gc.ca) when a department becomes aware that a departmental CIO position or equivalent senior digital role will become vacant, prior to the selection of an HR vehicle for replacement or candidate selection.
  • A.2.6.2Engage with TBS‑OCIO by email (GCTalentGC@tbs‑sct.gc.ca) prior to making significant changes to the digital executive organization structure.
  • A.2.6.3Prior to finalizing the executive performance management agreement for the departmental CIO or equivalent senior digital role, engage with TBS‑OCIO to identify and verify government‑wide commitments.
  • A.2.6.4Encourage employee participation in TBS‑OCIO‑led executive talent management initiatives.

Enabling conditions

• A.2.7Business owners of digital initiatives must work with their financial management advisors or equivalent to ensure that the fiscal parameters of an initiative, project, program, service, or operation reflect the intentional selection of the best options to support delivery through staffing or contracting.
  • A.2.7.1In the planning of new digital initiatives, programs, services or operations, every effort must be made to ensure the necessary financial flexibilities to allow for expenditures in staffing, where appropriate, and to avoid unnecessary dependence on contracting due to financial constraints.
  • A.2.7.2In cases where new or revised funding support is being sought for the digital initiative, all scoping and approval documentation, including memoranda to Cabinet and Treasury Board submissions, must allow the necessary flexibility to source digital talent as needed, including fiscal structures to support staffing options.
  • A.2.7.3In cases where finance‑related barriers are identified that prevent departments from sourcing digital talent using staffing, engage TBS‑OCIO to verify if there are flexibilities or alternatives, as well as to report the situation for aggregated trend analysis.
• A.2.8Managers and business owners of digital initiatives must work with their HR advisors to ensure that the organizational structure and staffing options available support digital service delivery and operations, balancing any HR‑related risks carefully against the risks of non‑delivery or artificial dependence on contracting out. Further guidance on flexibilities is provided in the Guidance on Enabling Human Resources Support for Digital Talent.