Guidance Document for Establishing the Scope of Selection for Retention Processes within HRSDC

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Definition:

  • Section 21 of the Public Service Employment Regulations (PSER) requires that if the services of one or more employees of a part of an organization are no longer required, that the Deputy Head assess the merit of the employees employed in similar positions or performing similar duties in the same occupational group and level within that part of the organization, and identify, in accordance with merit, the employees who are to be retained and those to be subject to workforce adjustment.

Background:

  • Given the large number of generic work descriptions and jobs across the organization, certain guiding principles have been developed to ensure a consistent approach to establishing the scope of selection for retention processes and conducting them in an efficient manner.
  • Selection for retention processes must be completed within a 90-day timeframe for accelerated proposals in order for realization of cost savings to be achieved.

Departmental Approach to Establishing the Scope of Selection for Retention Processes:

  • The determination regarding “similar duties” should not be determined on the basis of a work description alone. Given the extensive use of generic work descriptions which describe the work assigned to a number of similar or identical positions at the same occupational group and level, the determination of those to be included in a retention process should be on the basis of the actual job duties currently being performed as it relates to the positions impacted by a given transformation initiative.
  • All substantive indeterminate incumbents of the affected positions are to be included in the selection for retention process; this includes those on assignment or secondment outside of the organization.
  • The determination regarding the “affected” part the organization must be based on organizational and geographical boundaries within which the employees performing similar functions are to be retained or laid off:
    • The affected area may be local, regional, or national.
    • The affected area may be a section, a Division or a Directorate.
    • In rare cases the affected area will be an entire branch or region.
  • The scope for selection for retention processes should be established in such a manner as to lessen the amount of disruption to individual employees and the organization as a whole, and to subject the fewest amount of people possible to workforce adjustment (WFA).
  • Management will be responsible to explain and rationalize the decision to include or not include certain groups of employees in a given selection for retention process.

Overall Process - Selection for Retention Processes:

  • Managers are responsible to elaborate their end-state organizations and the qualifications required to meet their current and future needs.
    • Determine whether there is a requirement for the same or new duties to be performed in the future.
    • Determine the qualifications (same or new) required to perform the current and future work of the organization.
  • Confirm who is “in scope” (i.e. who will be declared affected and be assessed in the selection for retention process).
  • Confirm assessment strategy (i.e. SoMC and assessment tools).
  • Employees to be formally notified in writing of their affected status prior to commencing selection for retention processes.
  • Assessment and selection of employees - in all cases, employees selected for retention must be assessed and found to meet each essential qualification identified on the SoMC and any other merit criteria that are being applied in the right-fit selection decision (i.e. asset qualifications, operational requirements and organizational needs).
    • In cases where the duties and qualifications remain the same, the majority of qualifications on the SoMC can be assessed on a meets/does not meet basis. The selection criteria on the SoMC should be assessed in such a manner as to distinguish between candidates in order to establish those employees to be retained.
    • Any new qualifications identified by management to perform the work in the future must be fully assessed to ensure that employees meet merit.
  • Confirm employees to be retained and notify employees not being retained of their WFA status (i.e. surplus with GRJO or opting status).
  • PSST complaint rights are provided to those employees not being retained and who will be subject to workforce adjustment (i.e. provided with surplus or opting status); management will be responsible to explain and rationalize their decisions.

Key Success Factors:

  • Expedited completion of selection processes is to the benefit of both the organization and employees (i.e. expect lower workplace productivity during selection for retention processes); the target is for selection for retention processes to be completed within a maximum of 90 days.
  • Open and consistent communication with employees regarding the impacts of selection for retention processes (i.e. GRJO vs. opting for those employees not being retained).
  • Bargaining agents should be informed upfront and receive all relevant information regarding the selection process to be able to provide informed union representation. /li>
  • Assessment strategies should be clearly linked to merit criteria, and processes documented so that the right fit rationale and selection decisions can be explained to employees not being retained and to bargaining agents.