ARCHIVED - RPP 2006-2007
Public Service Commission of Canada

Significant lack of skilled HR specialists brought about by forecast retirements and long-standing high mobility in community.

Government transition and new policy agenda competing for managers' attention - limiting "room" to take on expanded PSEA roles.

Continuing significant demands for PSC guidance on the new PSEA, as well as support and training.

Continued demand for PSC recruitment and assessment services and new demands for investigation services.

Opportunities for flexibility and innovation under new PSEA not realized.

Potential to recreate old staffing system.

High expectations for immediate improvements to the staffing system not fully realized - potential cynicism about HR reforms.

Continue to offer guidance and support during transition to full PSEA implementation.

Continue to monitor progress on implementation and adjust/develop PSC support activities and services as required.

Continue to support capacity-building in HR community, knowledge of the PSC Appointment Framework, and sharing of new practices.

Continue to support learning for managers.

High expectations for increased accountability and controls.

Uneven implementation of accountability frameworks in departments and agencies.

Uneven adherence to staffing values -- potential for misuse of flexibilities and abuse of authorities in staffing processes.

Lack of HR planning consistent with new definition of merit.

Manage staffing system expectations and ensure managers understand the values and undertake HR planning.

Continue to articulate PSC expectations under Appointment Framework through a variety of media/fora.

Proliferation and incompatibility of HR tools and systems.

Uneven reporting capacity by departments and agencies to deputy heads and to the PSC.

Increased accountability and controls could limit risk-taking and innovation under new PSEA.

Lack of or inconsistent compliance with the PSC oversight requirements could affect the PSC's accountability to Parliament.

Monitor adherence to the values, provide regular and timely feedback; work with departments to address irregularities.

Promote more harmonized HR information systems to support PSEA requirements.

Work with central agencies to integrate and streamline reporting demands.

Validate and assess effectiveness of Appointment Framework elements and adjust as required.

Continued high demand for Staffing and Assessment Services Branch services and for more efficient and simpler services.

Possible loss of clients if services not provided as requested (quality, timeliness).

Potential over longer term for competition from other service providers.

Continued high demand for current services limits Staffing and Assessment Services Branch capacity to develop new state-of-the-art recruitment and assessment services.

State-of-the-art services essential for engagement and cultural change required by new PSEA.

Multiple changes impacting Staffing and Assessment Services Branch (new PSEA, new technologies, reorganization), hinders capacity to take on transformation requirements.

Develop and implement new service vision.

Standardize service levels to ensure highest quality of service across Canada.

Continue to transform and integrate recruitment and assessment programs, develop innovative, wide-ranging new services and e-resourcing tools.

Better communicate current services and plans for new services to clients (Canadians, delegated managers).

Re-orient Staffing and Assessment Services Branch focus and staff roles to support implementation of new service vision.

Slow implementation.

Need to ensure continuing government-wide buy-in and support.

Need to maintain sufficient internal capacity to deliver e-resourcing.

Delayed transition to modernized staffing system.

Slowed implementation of new National Area of Selection policy.

Competitiveness of public service as employer of choice compromised.

Vigorously promote e-resourcing technology, integrate with other service innovations, and continue to seek support for project.

Offer learning and training sessions on e-resourcing technology.

Further extend areas of selection in a targeted way.

Secure longer-term funding.

Improved budgeting and forecasting will take two to three years.

Possible delays in obtaining authority to respend revenue.

Unrealistic financial requirements and forecasts would prevent optimal resource allocation and budget utilization.

A total of up to $6M may be returned to the CRF in 2005-2006 if authority to respend revenue is not approved, possibly limiting the PSC's carry forward amount (maximum of $3.8M) for 2006-2007.

Continue the implementation of an improved budgeting and resource allocation process following zero- based budgeting principles and approach.

Implement rigorous procedures to review and challenge financial and HR forecasts and plans through an integrated operational planning process.

Discuss/negotiate with TBS to identify other funding arrangements or solutions to protect the PSC's carry forward.

Lack of understanding of the PSC roles as auditor, investigator, interpreter, supporter and service provider.

Loss of credibility with departments, agencies, HR community and other stakeholders.

Potential for inefficiencies if branches work at cross-purposes.

Lessening in effectiveness of the PSC oversight role.

Weakening of efforts to solidify PSC independence.

Fully articulate and implement elements of oversight vision, including audits and investigations as well as support and services.

Clearly define and communicate the PSC's position within government.

Articulate different roles and branch functions.

Improve two-way communications across branches to ensure each is supporting the others, in particular for interactions with departments.

Conflict inherent in conducting oversight of organization that approves PSC budget.

Perception of reduced independence.

Pursue discussions with Parliament and TBS to obtain independent funding mechanism.

High executive and staff turnover.

Over-reliance on internal staffing and insufficient external recruitment (i.e. lack of programs for PE recruitment).

Lack of human resources to meet the future leadership and other resourcing needs of the PSC.

Diminished opportunities for career growth and development.

Lack of corporate memory.

Implement more rigorous, corporate-wide HR planning process.

Develop knowledge retention strategies.

Build staff capacities and competencies in critical new PSEA areas (audits, investigations).

Embrace flexibility in the new PSEA, including the use of collective staffing processes.