Public Service Commission OF CANADA RDIMS #1073264

1. Global Best Practices in Public Administration Reforms: A Collective, merit-based approach to Managing Workforce Adjustment Public Service Commission OF CANADA RDIMS #1073264

2. Whole-of-government effort to reduce the size of the Canadian public service Led by the Office of the Chief Human Resources Officer (OCHRO) of the Treasury Board Secretariat Included all key stakeholders in the human resources management system Canada School of Public Service Privy Council Office (PCO) Public Service Commission (PSC). Human Resources management in the Canadian Public Service Federal Human Resources Management

3. Canadian workforce Reduction exercise – An overview • TBS/OCHRO and other central bodies proactively developed public service-wide tools and solutions promoting a responsible and coherent approach to managing public servants faced with potential job loss as a result of the workforce reduction initiated in 2012. • Anticipated and took advantage of opportunities to strategically plan for human resources needs by managing vacancies and using attrition to minimize number of employees affected once a workforce reduction process was initiated. • Reductions guided by Workforce Adjustment Directive and the Directive on Career Transition for Executives. • Affected employees provided with several options to manage their affected status, including voluntary departure, job swapping through an alternation initiative and education and retraining allowances.

4. Canadian workforce reductions– A framework overview Alternation (job swapping) between those declared affected and those who wanted to leave voluntarily • Work Force Adjustment • Deputy Head decides that the services of one or more indeterminate employees will no longer be • required due to: lack of work; discontinuance of function, relocation (where employee refuses to • relocate); or alternative delivery initiative. • Deputy Head must determine which employees will receive a Guaranteed Reasonable Job Offer • (GRJO) and which ones will become “opting” employees. Employee with a GRJO On surplus priority status until receives/accepts a RJO, is laid-off or resigns. Opting Employee – No GRJO Employee has 90 to 120 days to choose one of three options depending on which agreement applies • Option C: Education • Allowance • Cash payment equivalent • to TSM plus education • allowance of up to $11,000. • Employee resigns or • takes leave without pay • (LWOP) for up to 2 years to pursue education. • After LWOP, if no alternate employment is found employee is laid off with layoff priority status for 12 months (unpaid). • Employee • Accepts RJO • Removed from • surplus priority • status. • Employee refuses RJO • Laid-off but no sooner than 6 months from beginning of surplus period; • Layoff priority status (unpaid) for 1 year. • Option B: Transition • Support Measure (TSM) • Employee resigns. • Receives cash payment • of up to 52 weeks salary, • based on years of service. • Option A: 12-Month • Surplus Status to • Secure a RJO • Receives/accepts RJO. • If does not receive/accept RJO, is laid-off (no sooner than 6 months) with layoff priority status for 12 months (unpaid). • If no RJO received / accepted during layoff priority status, entitlement ceases. No longer an employee of PS. Source: TBS

5. workforce Reduction using a Merit-based approach – Legislative obligations PSC Mandate: Promote and safeguard merit-based appointments that are free from political influence and, in collaboration with other stakeholders, protect the non-partisan nature of the public service. In the context of workforce reductions PSC has two roles: to provide policy guidance and support to departments in selecting employees for retention or lay-off; and to support persons that have a priority for appointment in the public service.

6. partnering to manage change Engagement and Priority Setting Involving Human Resources Management Partners Merit-Based Workforce Reduction Capacity Building & Training to Ensure Effective Roll-out Consistent Communication, Collaboration and Coordination

7. workforce Reduction using a Merit-based approach Enabling Factors • Shared accountability, collaboration and coordination between organizations responsible for Human Resources Management, Deputy Heads in organizations and Bargaining Agents • Enabling legislation • A mature delegated system with appropriate checks and balances

8. workforce Reduction using a Merit-based approach Impacts

9. workforce Reduction using a Merit-based approach Sustainability and Transferability • The requirement for leaner public service organizations may become a reality in other jurisdictions. • Overall business continuity was maintained during the workforce reduction process. • A merit-based approach to workforce reductions and priority placement allows the public service to redeploy skilled and experienced employees.

10. workforce Reduction using a Merit-based approach Lessons learned