ARCHIVED - RPP 2007-2008
Public Service Commission of Canada

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Section IV - Other Items of Interest

Corporate Risk Profile and Challenges

The Public Service Commission (PSC) faces significant risks and challenges in implementing a modernized staffing system. This table summarizes the risks and challenges emerging from both external and internal environments. The table includes an assessment of the extent of the risks and challenges, a description of the potential impacts, and the strategies and plans the PSC will adopt in response.

External Environment

Risks	Assessment	Impacts	Strategies
Lack of capacity in HR community	Significant lack of capacity in PE occupational group to implement the new staffing regime Brought about by high levels of turnover and retirement Increasing proportion of inexperienced staffing professionals	Inability of HR specialists to offer hiring managers advice and guidance to the extent requiredContinuing significant demands for PSC guidance, support and training on the new PSEA and for PSC staffing and assessment servicesOpportunities for flexibility and innovation under new PSEA not realizedPotential to recreate old staffing systemHigh expectations for immediate improvements to the staffing system not fully realized	Continue to offer guidance and support during transition to full PSEA implementation Continue to support capacity-building in HR community, knowledge of the PSC Appointment Framework, and sharing of best practices Continue to work with PSHRMAC and the Human Resources Council on collective staffing for the PE community
Inadequate HR planning	Staffing continues to be reactive and generally handled on a case-by-case basis as required to fill a vacancy	Lack of long-term view to planning staffing requirements and how they are integrated with business plans Inhibits managers’ ability to make appointment decisions quickly and in accordance with the new PSEA merit criteria and the appointment values	Promote the need for HR plans and their integration with business planning Require organizations to demonstrate that key appointment decisions are consistent with their HR plans Work with PSHRMAC on an integrated approach to HR planning that includes key appointment requirements
Insufficient merit protection and ineffective accountability	Given managerial discretion, potential for uneven adherence to staffing values and misuse of staffing flexibilities and authorities Weak and uneven departmental monitoring and reporting systems Proliferation and incompatibility of government-wide HR information systems	Potential non-conformity with Appointment Framework Difficulty verifying proper use of staffing flexibilities and authorities Inability to ensure system-wide integrity of appointments	Manage staffing system expectations and ensure managers understand the staffing values Continue to communicate PSC expectations under Appointment Framework, including departments’ capacity to analyze staffing data and assess patterns and risks Monitor adherence to staffing values and provide timely feedback Improve and harmonize systems for data collection, monitoring and reporting
Ineffective response to service needs of clients in new PSEA environment	Continued high demand for Staffing and Assessment Services Branch services and for more efficient and simpler services Requirement to develop and maintain a capacity to deliver state-of-the-art services and systems that are essential for appropriate engagement and cultural change required under the new PSEA	Narrow window of opportunity, which can affect departmental take- up Possible loss of clients if services are not provided as requested (quality and timeliness) Potential negative impact on relevance and reputation of PSC staffing services	Develop and implement new service vision based on consultation with clients 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, including training and development

Internal Environment

Risks	Assessment	Impacts	Strategies
Delayed implementation of e-resourcing technology to re-engineer staffing and recruitment processes	Slow implementation Opportunity cost associated with delay in providing a system that facilitates more efficient and effective operations and Canada-wide access	Delayed transition to modernized staffing system Slowed implementation of National Area of Selection policy Challenges in terms of supporting the public service as employer of choice	Vigorously promote e-resourcing technology, integrate with other service innovations Promote continued public service-wide buy-in and support Secure longer-term funding Maintain sufficient internal capacity to deliver e-resourcing Offer learning and training sessions on  e-resourcing technology and provide departments and agencies direct access to the e-resourcing technology
Inability to build sufficient capacity in critical new PSEA areas	Difficulty in hiring and retaining staff in audit, investigations, service transformation and corporate human resources management	Delays in fulfilling key aspects of PSC mandate under new PSEA Difficulty conducting sufficient number of audits, evaluations and studies based on rigorous methodologies in order to make improvements to the staffing system and adequately report to Parliament Inability to be a leader in investigation matters Inability to deliver full range of new staffing and assessment services Inability to further develop corporate-wide HR planning and succession planning approaches	Pursue vigorous capacity-building strategies in key sectors Pursue multi-year plan for audit and seek additional funding for special resource requirements through PSMA funding exercise Complete reorganization of Investigations Branch to take on new investigation mandates Implement new operational frameworks and procedures and recruit and train new investigators Actively recruit PE resources through dedicated corporate and public service-wide efforts
Inability to obtain appropriate funding and/or cost-recovery authorities	Difficulty in implementing and realizing key aspects of PSC mandate	Slower achievement of HR modernization and staffing system modernization Inability to provide Parliament with adequate assurance on staffing system integrity and political impartiality	Pursue opportunities under new PSMA funding exercise and discussions with Treasury Board on cost-recovery authorities Pursue discussions with Parliament and TBS to obtain independent funding mechanism
Ineffective HR and succession planning and human resources strategies to meet resourcing needs of the PSC	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 and succession planning processes Develop knowledge retention strategies Improve learning and development opportunities for staff Build staff capacities and competencies in critical new PSEA areas Embrace flexibilities in the new PSEA, including the use of collective staffing processes

Contacts for Further Information

Maria Barrados
President
Telephone: 613-992-2788
Fax: 613-996-4337
maria.barrados@psc-cfp.gc.ca

Linda Gobeil
Senior Vice-President
Policy Branch
Telephone: 613-995-6135
Fax: 613-995-0221
linda.gobeil@psc-cfp.gc.ca

Mary Clennett
Vice-President
Audit Branch
Telephone: 613-992-5354
Fax: 613-995-6044
mary.clennett@psc-cfp.gc.ca

Yvette Mongeon
Vice-President
Investigations Branch
Telephone: 613-992-5418
Fax: 613-995-6985
yvette.mongeon@psc-cfp.gc.ca

Donald Lemaire
Vice-President
Staffing and Assessment Services Branch
Telephone: 613-992-0894
Fax: 613-992-9905
donald.lemaire@psc-cfp.gc.ca

Anne-Marie Robinson
Vice-President
Corporate Management Branch
Telephone: 613-992-2425
Fax: 613-992-7519
anne-marie.robinson@psc-cfp.gc.ca

Information on the Public Service Commission may be obtained at: http://www.psc-cfp.gc.ca/

Supplementary information on Planned Spending for the Public Service Staffing Modernization Project can be found at: http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.

Common Acronyms

• ADAI – Appointment Delegation and Accountability Instrument
• CSPS – Canada School of Public Service
• DPR – Departmental Performance Report
• EAO – Exclusion Approval Order
• EBP – Employee Benefits Plan
• EMC – Executive Management Committee
• FAA – Financial Administration Act
• FTE – Full-Time Equivalents
• HR – Human Resources
• HRC – Human Resources Council
• HRMAC – Deputy Minister’s Human Resource Management Advisory Council
• IAC – Internal Audit Committee
• MAF – Management Accountability Framework
• NAOS – National Area of Selection
• PAA – Program Activity Architecture
• PE – Personnel Administration Occupational Group
• PPC – Personnel Psychology Centre
• PSC – Public Service Commission
• PSEA – Public Service Employment Act
• PSHRMAC – Public Service Human Resources Management Agency of Canada
• PSOLEAO – Public Service Official Language Exclusion Approval Order
• PSMA – Public Service Modernization Act
• PSST – Public Service Staffing Tribunal
• PSRS – Public Service Resourcing System
• RPP – Report on Plans and Priorities
• SASB – Staffing and Assessment Services Branch
• SLE – Second Language Evaluation
• SMAF – Staffing Management Accountability Framework
• TBS – Treasury Board Secretariat

 

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