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Appendix 1

Staffing Management Accountability Framework37
Key
change
areas		 Intended effects: progress with key success factors Intended effects:
progress in improved
short-term outcomes
Delegation
of staffing to
deputy heads		 Planning for
staffing and
monitoring of
results		 Organizational
HR support
systems		 Organizational
accountability
for results		 Results:
flexibility and
efficiency		 Results:
effectiveness
and
adherence to
staffing values
Detailed ongoing lead performance indicators of long-run success
  • Mechanisms are in place to ensure that sub-delegated managers comply with their sub-delegated authorities
  • Staffing strategies support organizational staffing priorities and align with current and future needs
  • The organization assesses the extent to which expected results for staffing are achieved and adjustments are made as required
  • Managers' satisfaction with quality of overall staffing services
  • PE capacity: (a) PEs by population base; (b) PEs by volume of staffing; and (c) PE departures
  • Participation in learning by staffing advisors
  • Staffing performance deficiencies identified in feedback from the PSC are corrected in a timely fashion
  • Managers' satisfaction with flexibility to carry out staffing processes in an efficient manner
  • Length of time for hiring process
  • Candidates' satisfaction regarding duration of appointment process
  • Merit
  • Non-partisanship
  • Represen- tativeness
  • Access
  • Fairness
  • Transparency

37 In 2009-2010, departments and agencies were assessed individually based on 26 of the 29 indicators. It was not possible to assess three of the indicators in the 2009-2010 cycle (identified in red). Some organizations were not assessed on all indicators, if their level of staffing activity was not sufficient for statistical analysis. [Return]

Staffing Management Accountability Framework: Effectiveness and adherence to guiding values
Effectiveness/Values
Merit Non-partisanship Representativeness Access Fairness Transparency
  • Managers' satisfaction with quality of hires
  • Official language qualifications in staffing (non-imperative appointments where the person does not meet the official language profile within the time periods prescribed by regulations)
  • Candidates' perceptions of whether they were assessed for actual job requirements of the position
  • Candidates' perceptions of whether the posted qualifications and criteria for positions are bias-free and barrier-free
  • PSC investigations into staffing
  • In-house investigations into staffing
  • Perceptions of merit in staffing "In my work unit, I believe that we hire people who can do the job."
  • Managers' perception of external pressure to select a particular candidate
  • PSC investigations related to political influence in staffing
  • Staffing-related provisions or initiatives to increase representativeness
  • Percentage of external appointments that are non-advertised
  • Percentage of external processes advertised nationally to total external advertised processes
  • Percentage of internal appointments that are non-advertised
  • Candidates' perceptions of the fairness of the assessment process
  • Percentage of acting appointments with subsequent indeterminate appointment at the same occupational group and level within the same organization
  • Percentage of indeterminate hires coming from (a) casual; and (b) term positions within the same organization
  • Perceptions of fairness in staffing. "In my work unit, the process of selecting a person for a position is done fairly."
  • Organizational staffing priorities and strategies are communicated on organizations' Web sites; and contents are clearly communicated to managers, employees and employees' representatives where applicable
  • Candidates' perceptions of openness and transparency in internal staffing

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Date Modified:
2010-10-05