Employee’s Career Corner

Welcome to your career corner. This page provides tools and tips to help you with staffing processes.

Where to find job opportunities

Job opportunities are posted on the Public Service GC Jobs webpage.

Some temporary jobs can also be advertised on other sites such as the Interchange Canada Assignment Opportunities webpage or the GC Marketplace.

You can also consult the Job seekers and employees page for information on career management, practice tests, second language evaluations and more.

  • How to apply to a selection process

    Have a look at the Public Service Commission’s (PSC) Applying for Government of Canada jobs: What to expect website for a quick overview of the application process.

    • First and foremost, to be eligible for an opportunity, you must be included in the area of selection. This information is located in the Who can apply section.
    • Carefully read the advertisement, including the Intent of the process and the Other information sections. They contain important information related to the position to be staffed, any requirements concerning the application process and may provide key details on the assessment.
    • Before applying, ask yourself why you want this job and whether it fits with your career interests. This may also help you answer questions later in the process.
  • Types of qualifications on the Statement of Merit Criteria (SOMC)
    • Essential Qualifications
      • All of the essential qualifications, including official languages, will be assessed throughout the process.
      • To be found qualified, you must meet the minimum requirements established for these qualifications.
        • Tip: Before starting your application, assess yourself against the experience and educational qualifications. These qualifications are usually assessed during the first assessment phase (screening) so meeting them at the time of application is important. Other essential qualifications are usually assessed later in the process.
      • Note: You do not have to possess a valid second language evaluation result or security status/clearance to apply; these qualifications will be assessed/validated later in the process.
    • Asset Qualifications
      • Asset qualifications are not essential to perform the work, but possessing them could enable you to better perform the work, now or in the future, and would benefit the organization.
      • They may include education, experience, knowledge, abilities, personal suitability, competencies or any other qualification.
      • Asset qualifications may be assessed and applied at any time in the selection process, including the screening phase.
        • Tip: If the job advertisement contains one or more asset education or experience factors and you feel that you possess them, describe how you meet them in your application.
    • Operational Requirements
      • Operational requirements are important to perform the work to enable the effective functioning of the work unit or organization.
      • Example: Working on weekends, travel, frequent overtime
    • Organizational Needs
      • Organizational needs enable an organization or the Public Service, now or in the future, to enhance the way the organization operates and fulfill their mandates.
      • Example: Employment equity (improve under-representation of one or more designated groups).
    • Condition of Employment
      • Conditions of employment are requirements that a person must meet and maintain throughout their employment or conditions that a person must agree to before being appointed.
      • Example: Security clearance, Medical conditions, valid driver’s licence, etc.
  • Application information
    • Screening Questions and/or Cover Letter
      • Screening is usually the first step of the assessment process. Job postings may ask you to provide a cover letter or require you to answer screening questions. Your objective is to describe your experiences so that the board can assess whether you “meet” or “do not meet” the screening criteria.

        • Tip: When screening questions are used through the GC Jobs website, the system usually asks you whether you meet the criteria or not and then to explain how. If you select “No” the system may screen you out automatically.

          • Verify whether you meet all of the essential screening criteria before starting you application.
          • Be honest in your answer.
      • Use clear, concrete and easy to understand examples that describe how you meet all the screening criteria, including asset qualifications. To do so, you can use the S.T.A.R. method to help structure your information;
        • S: explain the situation.
        • T: describe the task(s) you had to do.
        • A: describe what concrete actions you took to complete the task(s).
        • R: Explain the results.
      • Be specific about projects you’ve worked on. For instance, describe where (occupational title, organization), when (from, to), what your role was, what actions you took, and any considerations and steps you completed in order to gain the required experience. You can also provide the final outcome/result as appropriate.
      • Make sure to link your experiences / accomplishments to the job you are applying to.
      • Make sure to talk about yourself using “I” and avoid using “we” or “the team” so it’s clear to the assessor what you accomplished.
    • Resume
      • The resume (or CV) is used to summarize your work experience, education and skills. Use action words instead of pronouns.
      • Make sure that it is professional in appearance (including your email address) and that the information is clear and easy to understand.
      • There are many ways to structure your resume, but most will include the following sections: personal information, career objective, skills/experience summary, employment history, duties/responsibilities, and additional experience/volunteer work.
      • Both the cover letter and resume should be reviewed and tailored each time you apply to a job to make sure you link your experiences to the job and the criteria being assessed.
      • For additional information, you can have a look at the How to write a good resume page.
    • Other Tips
      • Assume that the assessment board member knows nothing about you and your experience, even if your current manager or supervisor is part of the assessment board.
      • Your ability to communicate in writing may be assessed using your application documentation (i.e., cover letter, resume, screening questions) so ensure everything you submit is well written and free from typos and grammatical errors.
      • Start studying on the day that you send in your application. You never know how long the screening and testing phases will take.
  • How to prepare for an assessment

    Assessments (especially interviews) make most people nervous. However, with some advance preparation and a few tips, you can make a good impression and demonstrate confidence. An interview can also be a good opportunity to find out if the position is right for you.

    • General Information
      • Read and follow the instructions from the invitation very carefully, including mandatory deadlines, confirmation requirements and providing additional assessment information such as proof of education documentation or names of persons who will act as references.
      • If you require accommodations, let the contact person know as soon as possible to allow the board sufficient time to adjust the assessment tool(s) accordingly.
        • Important: you do not need to self-identify as a person with a disability to request an accommodation in the context of a staffing process.
      • If your contact information changes (phone number or email address), make sure to advise the contact person.
    • Information specific to the assessment
      • Organizations want to know why they should hire you and will ask a variety of questions to be able to make their decision.
        • Tip: Ask yourself the following question, “As a manager, what questions would I ask to determine if someone is qualified for my position and what would I be looking for as an answer?”
      • Research the organization by visiting the department’s website to learn about its mandate and mission.
        • Tip: Ask yourself where you see yourself fitting in and what added value you can bring.
      • Review the SOMC, especially the criteria that will be assessed and prepare accordingly.
        • The information on knowledge criteria may be available on the web or through departmental policies.
        • Abilities and skills are associated with what a person can do. You will have to demonstrate these through the assessment process.
        • Personal suitability is related to personal traits, characteristics, or attributes which affect the performance of a person’s duties. Think of situations where you demonstrated these behaviors and be ready to describe these examples. You may also want to think of hypothetical situations and the way you would handle these.
        • Competencies are a combination of knowledge, skills, abilities and personal attributes required to successfully perform a job. For more information, visit the ESDC Competency Dictionary.
      • References are usually consulted; be prepared to provide names either before or on the interview day and make sure to contact them in advance.
      • Check out the PSC’s Job seekers and employees webpage for details on a variety of tests and to access practice tests including valuable information on Second Language Evaluations.
    • Information specific to virtual assessments (Teams, Zoom, Skype, etc.)

      As technology and human resources (HR) practices have evolved over the past few decades, virtual interviews have increased in popularity. They allow increased flexibility for both the hiring managers and candidates. Here are a few elements to help you prepare for a virtual interview:

      • Technology
        • Ensure your internet connection is stable – avoid public Wi-Fi connections if possible.
        • Check that your computer’s audio is working.
        • Test your computer’s webcam as well as the platform beforehand.
        • Close any unnecessary web browser tabs and applications.
        • Make sure your computer is fully charged or plugged into an outlet, to avoid a battery outage.
        • Make sure your computer/cell phone/tablet has the proper software installed.
      • Setting up your virtual interview environment
        • Find a quiet, private, and well-lit place to do the interview, making sure to avoid coffee shops and other communal spaces where you cannot control the background noise and possible interruptions.
        • Choose a neutral background, free of any personal items (e.g. family pictures, diplomas, etc.)
        • Use natural light where possible.
        • Eliminate any direct backlighting (like a window behind you) and avoid light shining directly over your head.
        • If you are using a cell phone, consider using a stand or a cell phone holder.
        • You may want to have a glass of water, a pen and paper to take some notes.

      Note: Job interviews are stressful, so it is normal to feel uncomfortable the first few times you experience virtual interviews. Take some time to practice and test the environment with colleagues or friends before the interview. Remember to be yourself.

    • Assessment

      The assessment is the most important part of the staffing process and can include a written exam, an interview, reference checks and any other assessment method that the hiring manager deems appropriate. It may vary from one process to another.

      To be qualified, candidates must meet all of the essential qualifications and, at the manager’s discretion, some or all of the asset qualifications.

    • General information
      • Be a few minutes early. This can go a long way in reducing your stress level!
      • Take your time when answering questions, review your answers when possible and try not to leave any answers blank.
      • Organise your ideas before answering; be clear and concise and always bring your answers back to the job/qualifications.
    • Assessment methods

      There are a number of ways to assess merit. Hiring managers have the flexibility to determine the assessment methods, pass marks and expected answers that they feel are the most relevant and the best for assessing the qualifications for the position to be staffed. Here are the most commonly used assessment tools and a quick summary of the type of criteria typically assessed by them:

      • Tests assess knowledge and certain abilities, while Standardized tests assess abilities and some personal suitability.
        • Tip: Read all the questions first to determine your approach to completing the test (i.e., which questions are worth answering first).
      • Simulations assess abilities and personal suitability.
        • Tip: Put yourself in the role; act as if your audience knows nothing about what you are performing. In addition, remember that role-plays are often used to test your reactions in conflict situations so prepare for this.
      • In-Basket Exercises usually assess abilities, but can also assess certain knowledge criteria (usually assesses the ability to prioritize, multi-task and work under tight deadlines).
        • Tip: Go through all the documents before you begin, and do not overlook any information! Note that often the thinking process and rationale for your decisions is more important than perfect content.
      • Interviews usually assess knowledge, abilities and personal suitability (can be in-person or virtual).
        • Tip: You will not be penalized for taking a few moments to think about your answer or to jot down a few notes before you start speaking so take your time. You can also ask to move on to another question and come back if you go blank. Use proper vocabulary and avoid jargon or acronyms; your ability to communicate orally is generally assessed throughout the interview.
      • Reference checks are used to assess personal suitability and sometimes ability. They can be used to assess a qualification on its own but are mainly used to confirm what has been seen through other assessment tools.
        • Tip: Contact your references before providing their names to the selection board so they can prepare accordingly. You can also provide them with a copy of the SOMC so they know what qualifications they may be asked questions about.
    • Types of questions
        • Directive Questions
          • Usually targeted at your skills, experience and educational background:
            • Ex: What skills have you developed which qualify you for this position?
            • Ex: How has your education/training prepared for you for this job?
        • Non-Directive Questions
          • Open-ended questions focused on your skills and experiences allowing some freedom in how to answer; however it is important to focus on the job qualifications:
            • Ex: Tell me about yourself.
            • Ex: What do you consider your strengths?
        • Knowledge Questions
          • Questions that ask you to explain, name, describe, etc…
            • Ex: Describe the types of programs offered by our department.
            • Ex: Tell us, in your own words, what you know about the Treasury Board Secretariat’s Directives on the Management of Expenditures on Travel, Hospitality and Conferences.
        • Situational Questions
          • This type of question is used to assess how you would perform on the job (usually assesses abilities and personal suitability) :
            • Ex: Suppose you were working in a team with five other people. Two of the team members did not get along and this was hindering the completion of a project. If you were team leader, what would you do? If you were a team member, what would you do?
            • Ex: You are part of a working group where a colleague does not complete their tasks and does not meet deadlines. They do not create a good working environment within the team. What would you do in this situation?
        • Behaviour-Based Questions
          • This type of question allows candidates to discuss past performance and achievements. They are usually designed to assess personal suitability and some abilities.
          • The goal is to provide the board with real life examples of behavior to help predict how the candidate might be expected to perform in the future.
            • Ex: Tell me about a project on which you worked; what was the goal of the project? What role did you play? How did you go about determining the process for completion of the project? What did you learn from working on this project? What would you do differently?
            • Ex: Tell us about a situation where a client was unhappy about the delay of a request. How did you react? What did you tell him?

      Tips:

      • When answering questions, use “I” as much as possible and avoid using “we” or “the team” as this will make it easier for the board to know what concrete actions you took as part of the team.
      • Use the S.T.A.R. method to help structure your thoughts and answers when appropriate;
        • S: explain the situation.
        • T: describe the task(s) you had to do (or would do).
        • A: describe what concrete actions you took (or would take) to complete the task(s).
        • R: Explain the results.
        • You may want to add your lessons learned and how you would deal with the situation if it would happen again.
      • If you cannot find an example, think of a situation in another context, such as a school situation or a volunteer situation.
      • Always make sure to answer the question while keeping in mind the targeted criteria. As an example, if the question assesses “initiative” put emphasis on the concrete actions you undertook that demonstrates initiative.

      Notes:

      • During the selection process, both cheating and plagiarism are considered forms of misconduct and are not permitted. Any person found cheating, including those who help to cheat, may be subject to removal from the selection process as well as other disciplinary measures.
      • Values and Ethics – To ensure the integrity of the selection process, any content including questions must remain confidential until the end of the selection process. You must complete the assessment by yourself and without the help of others.
      • If, prior or during an assessment session, you experience a physical or psychological indisposition of sufficient severity to interfere with your test performance, inform the contact person as soon as possible. If you choose to be assessed despite such physical or psychological indisposition, you must accept the results of the assessment.
  • Communication of Results and Completion of the selection process

    At the end of each phase of the selection process, the assessment board will let you know by email where you stand in the process; whether you passed or failed the qualifications assessed during a particular assessment as well as whether you have been added to a pool of qualified candidates.

    • Establishing a pool and appointing a candidate (Selection Decision)
      • Based on the information the assessment board has collected throughout the assessment process, the hiring manager will make a selection decision and appoint the right person for the position they are looking to fill.
      • A pool of qualified candidates may be created allowing candidates who qualified, but who were not appointed, to be considered for other similar positions. This information is usually included in the job advertisement under the Intent of the process section (e.g., A pool of fully qualified candidates will be established to staff similar positions within the department).
        • Important: Being placed in a pool of qualified candidates does not mean you will receive an offer for the position that was advertised.
        • Tip: As a successful candidate in a fully assessed pool, you can market yourself by contacting managers from other branches, regions or even other departments if you feel you could be a good fit for their team.
          • It is however at the manager’s discretion to determine whether they will consider your candidacy for their positions.
    • Informal discussion
      • During an internal appointment process, candidates eliminated from consideration have an opportunity to have a brief, constructive and meaningful discussion with the selection board member(s) regarding the decision to eliminate them.
      • The purpose of the informal discussion is to allow candidates to understand the decision to eliminate them. It encourages communication during the appointment process and promotes fairness and transparency.
      • Requests for informal discussions should be made as soon as possible to allow possible errors or omissions to be corrected in a timely manner.
      • During the discussion, be prepared to ask questions on your strengths and areas that need improvement.
      • Information regarding a candidate’s own performance may be disclosed, however, the selection board will not share any information regarding other candidates for confidentiality and privacy reasons.
    • Notification (Internal processes only)

      Before being able to appoint a selected candidate, the assessment board must post a notification through the GC Jobs site.

      Notification is a two-step process:

      1. Notification of Consideration (NoC or 1st notification)
        • The purpose of the NoC is to provide the name(s) of the person(s) being considered for appointment. The notification date is the beginning of a waiting period of at least five calendar days, during which informal discussions may take place. No appointment may be made during the waiting period.
      2. Notification of Appointment or Proposal of Appointment (NAPA or 2nd Notification)

      Note: Candidates are responsible for visiting the GC Jobs site regularly to be informed about notifications.

    • Staffing Recourse and Investigations

      At the end of the appointment process, unsuccessful candidates who have questions or concerns regarding the selection process are encouraged to contact the responsible Selection Board or Hiring Manager and visit the Staffing Recourse webpage for further details on mechanisms in place to ensure fairness in the selection processes