DEL-2: Staffing Management Framework ensures monitoring of key staffing areas

1. Staffing Management Accountability Framework Indicators Small, Medium and Large Organizations 2011-2012 Cycle Intended Effects:Progress with Key Success Factors Intended Effects: Improved Outcomes Key Change Areas Planning for Staffing and Monitoring of Results Organizational HR Support Organizational Accountability for Results Results: Flexibility and Efficiency Results: Effectiveness and Adherence to Staffing Values Delegation of Staffing to Deputy Heads PLN-1: Staffing strategies support organizational staffing priorities and align with current and future needs OAR-1: Staffing performance deficiencies identified in feedback from the PSC are corrected in a timely fashion FLX/EFF-1: Managers’ satisfaction with flexibility to carry out staffing processes in an efficient manner FLX/EFF-2: Length of time for hiring process FLX/EFF-3: Candidates’ satisfaction regarding duration of appointmentprocess • Merit • Non-partisanship • Representativeness • Access • Fairness • Transparency SUP-1: Managers’ satisfaction with quality of overall staffing services SUP-2: PE capacity: (a) PEs by population base; and (b) PEs by volume of staffing Indicators of Success DEL-1: Mechanisms in place to ensure that sub-delegated managers comply with their sub-delegated authorities DEL-2: Staffing Management Framework ensures monitoring of key staffing areas • PLN-2: Extent to which expected results for staffing are assessed ; Adjustments made as required SUP-3: Participation in continuous learning by staffing advisors DEL-3: Appointment policies are current Self-report if organization received acceptable rating in 2010-2011

2. SMAF Indicators (cont.) Effectiveness/Values Merit MER-1: Managers’ satisfaction with quality of hires MER-2: 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) MER-3: Candidates’ perceptions on whether they were assessed for actual job requirements of the position MER-4: Candidates’ perceptions on whether the posted qualifications and criteria for positions are bias-free and barrier-free Representativeness REP-1: Staffing-related provisions or initiatives to increase representativeness Access Fairness FAIR-1: Candidates’ perceptions of the fairness of the assessment process FAIR-2: Percentage of acting appointments with subsequent indeterminate appointment at the same occupational group and level within the same organization FAIR-3: Percentage of new indeterminate hires coming from (a) casual and (b) term positions within the same organization FAIR-4: Candidates’ perceptions on whether staffing processes to select employees for the work unit are done fairly Transparency TRANS-1: Organizational staffing priorities and strategies are communicated on organizations’ websites; and contents are clearly communicated to managers, employees and employees’ representatives where applicable TRANS-2: Candidates’ perceptions of openness and transparency in internal staffing Non-Partisanship • ACC-1: Percentage of external appointments that are non-advertised: • non-EX group; • EX group NP-1: Candidates' perceptions on whether they are aware of their rights and responsibilities as public servants, under the Public Service Employment Act, with respect to participation in political activities • ACC-2: Percentage of internal appointments that are non-advertised: • non-EX group; • EX group • MER-5: Investigations into staffing: • PSC; • In-house MER-6: Candidates’ perceptions on whether the people hired in the work unit can do the job. FAIR-5: Priority entitlements in staffing are respected [Note: PSC data (i.e. from PIMS) would be used to assess organizations] New indicator for 2011-2012