iService Catalogue — Human Resources Services

Typing in a word or a phrase in the text box below will narrow or filter the list of Service Categories to the word(s) you are typing.

• Classification and Organizational Design

  Visit the Classification and Organizational Design section to access the services.

  Services:

  Abolish a position, Change in Geographic Location/Office of Work, Change of Reporting Relationship, Change of Tenure (Term/Indeterminate)/Term Extension, Classification Grievance, Create a position, Review and Update of a position's job description / Reclassification of a position, Unfreeze a position, Update a Dept. ID, and more!

• Compensation and Benefits

  For information concerning compensation and benefits, please refer to the glossary. The glossary is organized by topic and is a self-service tool to aid managers and employees with their compensation and benefits related questions, new items are consistently being updated.

• Emergency Salary Advance (ESA)

  Emergency Salary Advance (ESA)

• Pension

  To submit requests or obtain information related to Pension or Supplementary Death Benefit.

  For more information on Pension: Government of Canada Pension Centre, Pensions (TBS site).

  For pension information, questions, advice or guidance: contact the Pension Centre.

  For pension estimates: Basic Pension Calculator or for personalized pension tools (Pension Benefits Calculator, Survivor Benefits Estimator, Service Buyback Estimator) Compensation Web Application.

  For SDB questions refer the Supplementary Death Benefit section on the TBS website

• Replace Lost or Stolen Paper Cheques

  Lost / Stolen cheque

• Conflict of Interest

  Conflict of interest is a situation in which the public servant has a private interest that could improperly influence the performance of his or her official duties and responsibilities or in which the public servant uses his or her office for personal gain.For information on employee’s obligations with regards to conflict of interest and post-employment matters, consult the ESDC Code of Conduct.

  For more information: Policies, Guidelines and Legislation, Avenues for Resolution, Departmental Procedure for the Collection of Gifts for Disposal (PDF, 213 KB), Questions and Answers, Submitting a Confidential Report, Tools

  Confidential reports on potential and actual conflict of interest situations are submitted and updated through the Conflict of Interest Disclosure System. For information on the status of your request, contact the team.
  Service Standard – Resolution – 90 Business Days or longer if issue is complex

  For advice and guidance on preventing and avoiding situations which could give the appearance of a conflict of interest, result in a potential for a conflict of interest or result in an actual conflict of interest contact: Office of Values and Ethics.
  Service Standard – Acknowledgment – 2 Days
  Service Standard – Resolution – 4-5 Business Days or longer if issue is complex

  For advice and guidance on Post-employment Conflict of Interest and requesting a waiver or reduction of the one-year limitation period for designated positions (Ex/ Ex minus 1 and equivalents) contact: Office of Values and Ethics.
  Service Standard – Acknowledgment – 2 Days
  Service Standard – Resolution – 4-5 Business Days or longer if issue is complex

• Conflict Prevention and Resolution

  The Office of Informal Conflict Management (OICM) helps employees by acting as a neutral third party and offering them ways to prevent, manage and resolve workplace conflicts.

  For more information, visit the OICM section to learn more about the services available

• Disability Management

  Services to provide the necessary steps to addressing health-related absences within ESDC. It provides guidance that supports managers and employees to work together according to their respective responsibilities.

  For more information on: Disability Management

• Absence Management

  What to do when an employee accesses sick or injury on duty leave (paid or unpaid) continuously for a prolonged period?

  For more information on: Managing Long Term Sick Leave and Recommended Practices

  Managers should discuss information found in the Onset of Leave Information Package (DOCX, 915 KB) with employees who have been on 10 consecutive days of health related absence and who have not yet provided a return to work date or return to work within the next few months.

  As included in this package:

  • Managers and employees can use the Staying Connected Tool to discuss and agree on frequency of contacts as well as means to communicate (in person, telephone or e-mail) during the entire absence
  • Employees can use the Sick Leave Substantiation Form - HRB5051 (DOCX, 55 KB) to substantiate their leave of absence including any subsequent extensions to their manager
  • Managers must provide copies of the Leave Application and Absence Report Form (GC178) (PDF, 27 KB) (opens new window) to the employee in printable or paper format for completion from home and the employee should ensure the leave forms are completed and returned on a timely basis
  • Managers and employees should discuss applicable income maintenance options:
    • For sick leave absences (i.e. non occupational):
      • Employment Insurance
      • SunLife Disability Insurance (DI) Forms
      • Industrial Alliance Long Term Disability (LTD) Forms,
    • For injury on duty absences (i.e. occupational):
      • Provincial or Territorial Workers' Compensation Boards

  Managers can request advice on absence management by contacting the Human Resources Service Centre.

• Return-to-Work

  What to do when an employee is reintegrated back in the workplace after having been on a continuous health related leave?

  For more information on: Return to Work and Recommended Practices

  Managers and employees must complete the key steps in Return to Work:

  • Prior to the employee's return-to-work date:
    • The manager and employee gather medical information to confirm fitness to work and functional limitations, using the Fitness to Work and Functional Abilities Assessment Form (DOCX, 80 KB)
    • The manager and employee agree on a Return to Work Plan (RTW) Form (HRB5050) (PDF, 210 KB) (opens new window)
    • The manager implement the required accommodations and ensure the workplace is ready, using the Return to Work Checklist (DOCX, 71 KB)
  • Following the employee's reintegration in the workplace:
    • The manager submits a request through the Human Resources Service Centre (HRSC) Web Application to confirm the employee has reported to work on the first day
    • The manager and employee agree on a follow-up calendar using the Return to Work Plan (RTW) Form (HRB5050) (PDF, 210 KB) (opens new window) and collaboratively participate in discussions to review progress
    • Every two weeks, the manager approves the employee's hours of work using the Attendance Record Form (PER2406) (PDF, 181 KB) (opens new window), and sending it to the Compensation and Benefits Service Centre

  Managers can request advice with return-to-work situations by contacting the HRSC.

• Inability to Return-to-Work

  What to do when an employee on health related leave is medically confirmed unable to return to work?

  For more information on: Inability to Return to Work and Recommended Practices.

  Employees can use the Sick Leave Substantiation Form - HRB5051 (DOCX, 55 KB) as written medical information to provide their manager stating they are unable to return to work.

  Employees should contact the Public Service Pension Centre for relevant information with respect to their elected separation options (resignation, retirement or medical retirement).

  Managers and employees must complete the Separation Clearance Process Roadmap (for retirement) in a timely manner.

  Managers can request advice or assistance with inability to return-to-work situations by contacting the Human Resources Service Centre.

• Diversity and Inclusion

  Visit the Diversity and Inclusion section to access the services.

  Services:

  Self-Identification, Employees with Disabilities Network (EwDN), Employee Pride Network, Indigenous Employee s Circle (IEC), Visible Minorities Network (VMN), Employment Equity, Black Employee Community.

• Duty to Accommodate

  Services to provide the necessary steps to addressing accommodation needs within the ESDC workplace. It provides guidance that supports managers and employees to work together according to their respective responsibilities.

  For more information on: Duty to Accommodate

• Step 1 - Support to Respond to a Request for Accommodation

  Support managers in what to do should they receive an accommodation request and employees in requesting an accommodation measure.

  For more information on: What is Accommodation?, Duty to Accommodate Process - Step 1: Recognize the Need for Accommodation, FAQ

  Employees can make a request by submitting the DTA Request and Agreement Form (DOC, 46 KB) to this manager.

  Managers should use the DTA Request and Agreement Form (DOC, 46 KB) to document accommodation requests.

  Managers can request assistance in responding to an accomodation request by contacting the Human Resources Service Centre.

• Step 2 - Obtaining Relevant Information for Accommodation Request

  What to do to obtain relevant information and ensure only the appropriate elements are sought to determine the employee's accommodation needs?

  For more information on: Duty to Accommodate Process - Step 2: Gather Relevant Information, FAQ

  Employees can use the Functional Abilities Form for requests that require information from a health care professional.

  Employees can use the Family Status Information Form for requests related to the care of a family member.

  Managers can request assistance in responding to an accomodation request by contacting the Human Resources Service Centre.

• Step 3 - Exploring Accommodation Options

  How to collaboratively explore and determine reasonable accommodation options?

  For more information on: Duty to Accommodate Process - Step 3: Make an Informed Decision, Accessible Information and Communication Technology (ICT) and FAQ

  Managers can request assistance with exploring an accomodation request by contacting the Human Resources Service Centre.

• Step 4 - Establishing an Accommodation Agreement

  What to do to implement the agreed-upon accommodation in a timely manner or what to do if the accommodation request is denied?

  For more information on: Internal Order (80981), Duty to Accommodate Process - Step 4: Communicate and Implement the Decision and FAQ

  Managers can request assistance in establishing an accomodation request by contacting the Human Resources Service Centre.

• Step 5 - Monitoring the Accommodation Agreement

  How to ensure accommodation measures remain relevant and regular follow-ups are conducted?

  For more information on: Duty to Accommodate Process - Step 5: Follow-up and Keep Records and FAQ

  Prerequisite: Accommodation has been deemed meeting the employee's need.

  Managers are responsible to review the accommodation on a regular basis (recommended every 6 months to 12 months).

  Managers can request assistance in monitoring an accomodation request by contacting the Human Resources Service Centre.

• Accommodating Candidates to Staffing Selection Processes

  How to ensure addressing accommodation needs assessment procedures are fair by modifying them in a way that allows a fair chance to candidates with disabilities to demonstrate their qualifications?

  For more information on: Staffing Selection Processes

• Other Accommodation Topics

  For information on particular subjects related to the Duty to Accommodate: Environmental Sensitivities, Hiring external services for persons with disabilities, Service Dogs, Limits to Accommodation.

• Employee Assistance Services

  Employee Assistance Program (EAP), Specialized Organizational Services, LifeSpeak, Advisory Services, EAP Information/Awareness Sessions, Trauma Management Services, EAP E-counselling, EAP Communiqués and Newsletters, Order EAP Promotional Items, EAS at Health Canada, and more!

• Employee to Manager Feedback Questionnaire (EMFQ)

  The Employee to Manager Feedback Questionnaire (EMFQ) is an annual department-wide questionnaire. It provides employees a unique opportunity to provide honest, constructive feedback to their manager or team leader on their leadership skills. Participation is mandatory for managers/team leaders who supervise three or more employees. Employee participation is voluntary and answers are confidential.

  For more information: Employee to Manager Feedback Questionnaire, FAQ, Glossary of Terms, Copy of Survey, Resources for Giving Feedback, Process work Flow diagram.

  Managers/team leaders receive the link on how to register from their Branch or Regional Coordinator following the launch of the questionnaire period. Employees receive an invitation from their manager/team leader to participate in the questionnaire along with their manager/team leader’s registration ID key.

  Individual Manager/team leader feedback reports are provided to managers and team leaders four to six weeks after the close of the questionnaire period in their branch or region.

  If you experience difficulties during the registration process or have questions concerning feedback reports, please contact: NC-HRP-PRH-GD.

• ESDC Code of Conduct

  The ESDC Code of Conduct is an overarching guide for employees’ professional conduct and it is a condition of employment for all employees of ESDC, Labour Program and Service Canada.

  For information on ESDC Code of Conduct and values: Respect for Democracy, Respect for People, Integrity, Stewardship and Excellence.

  For more information: Policies, Guidelines and Legislation, Frequently Asked Questions, Office of Values and Ethics, Values and Ethics Champions.

  Access the ESDC Code of Conduct or Values and Ethics Code for the Public Sector.

  For guidance and advice on the ESDC Code of Conduct contact: Office of Values and Ethics.
  Service Standard – Acknowledgment – 2 Business Days
  Service Standard – Resolution – 4-5 Business Days or longer if issue is complex

  To request an information session on the ESDC Code of Conduct: Office of Values and Ethics or Regional Advisors
  Service Standard – Acknowledgment – 2 Days
  Service Standard – Resolution – Determined on a case by case basis

  Values and Ethics courses can be obtained through:

  • Campusdirect;
  • Canada School of Public Service; or
  • ILMS/Saba
    • NOTE: If you do not yet have an ILMS/Saba username, please follow these instructions

  Service Standard – Acknowledgment – 2 Days
  Service Standard – Resolution – 4-5 days

  For tools and games to stimulate discussion on public sector values: toolkit for managers, continuing the dialogue/ for managers, tools and resources, lunch and learn and other activities.

• ESDC National Engagement and Recognition Program

  Program, services and tools to recognize colleagues for their hard work, contributions and achievements on a day-to-day basis to engage employees and foster a healthy workforce and instill a culture of recognition across all departmental business lines, whether they work at Employment and Social Development Canada, Service Canada, or the Labour Program.

  Visit the ESDC National Engagement and Recognition Program section to access the services

  Services:

  Informal Recognition, Day-to-day Recognition, Certificates of Recognition, Formal Recognition, Deputy Ministers' Awards of Excellence, Assistant Deputy Minister Awards of Excellence, Long Service Awards, Retirement Recognition, Instant Awards, National Public Service Week (NPSW), and more!

• Harassment and Violence Prevention and Resolution

  The Harassment and Violence Centre of Expertise (HVCE) offers neutral prevention and resolution services to employees and managers to resolve harassment and violence related issues in order to create and maintain a respectful and healthy workplace.

  Visit our HVCE intranet page for more information on our prevention and resolution services and for more information on what workplace harassment and violence is.

• Labour Relations

  Labour Relations  section offers a variety of tools as well as helpful information to assist managers in supporting and managing their employees and teams, while creating a healthy and productive work environment.

    Services:

  Performance, Rejection on Probation, Duty to Accommodate (DTA), Discipline, Telework, Union-Management Relations, Leave for Union Business, Managerial or Confidential Positions (Exclusions) and more!

• Learning

  Acquiring new skills and knowledge or improving existing competencies is a lifelong commitment. The College@ESDC is here to help you navigate through the various activities that are available to support your current and future work. You can take action on your learning today by following the links below.

• Search for Learning Activities

  NOTE: This content is under review.

  Please review the Employee Learning Guide (PDF, 480 KB) for links to many types of learning activities that are available for employees, managers and executives.

  If you have any questions about specific learning activities, please contact your Learning Centre.

• Contact your Learning Centre

  Your regional learning centre is your first point of contact for learning enquiries or to reserve a space or other resources for in-person or virtual learning:

  • Atlantic
  • National Capital Region
  • Ontario
  • Quebec
  • West-Territories
• Access Second Language Learning

  Please see Second Language Learning under the Official Languages section

• Report on Learning Activities

  On April 1, 2017, a new national, streamlined process came into effect that uses ILMS/Saba to track and report on the completion of learning.

  If you are an employee and:

  • your learning activity is completed in the ILMS/Saba system, there is no action to take.
  • your learning activity was completed outside of the ILMS/Saba system, please manually update your learning history in the system. This will allow you to have a complete picture of your learning in one central location.

   

  If you are a manager, you are now able to use ILMS/Saba to approve your direct reports’ registration for training that is part of the system’s catalogue;

  • approve any learning history that your direct reports have entered manually in ILMS/Saba; and
  • view a training summary for your direct reports.

   

  In addition, employees should Update Section D: Learning and Development Plan within your electronic Performance Agreement (opens new window) to show that you have completed the learning activity.

  For more information about reporting on learning activities or to locate a learning code, please review this guidance.

• Lobbying Act

  The Office of Values and Ethics (OVE) provides information to ESDC's Designated Public Office Holders (DPOH-Ex-04 and higher) on their obligations and responsibilities pursuant to the Lobbying Act. In addition, OVE provides the DPOH with a list of their lobbying activities on a semi-annual basis and provides an oversight and monitoring role to ensure that the Department and all its DPOHs are in compliance with the Lobbying Act.

  For more information, visit the Office of the Commissioner of Lobbying of Canada or Lobbying Act.

  For advice and guidance regarding the responsibilities of the ESDC Designated Public Office Holders, contact: Office of Values and Ethics.
  Service Standard – Acknowledgment – 2 Business Days
  Service Standard – Resolution – 4-5 Business Days or longer if issue is complex

• Promote

  Promote understanding, awareness and acceptance of mental health in the workplace

  For more information on: Mental Health in the Workplace, Mental Health Concepts, Integrated Framework for Mental Health in the Workplace

  Mental Health resources: Public Health - Mental Health, Health Canada - Mental Health

  To provide feedback and/or suggestions, you may email EDSC.SMMT-WMH.ESDC *

  * This e-mail address is only intended to receive feedback and suggestions regarding the site content. It is not meant to request help. If you require assistance, please see the Mental Health Contact Us page to identify the resource that meets your needs.

  keywords

  mental health in the workplace, workplace mental health

• Prevent

  Equip managers and executives to proactively support employees in maintaining good mental health and addressing mental health issues.

  For more information on: Mental Health in the Workplace, Mental Health Concepts, Integrated Framework for Mental Health in the Workplace, Links and Tools

  To access Mental Health-Related Workshops, E-Learning Courses or Awareness Sessions

  Managers may organize Self-Organized Learning Sessions through Specialized Organizational services (SOS) contact Health Canada by telephone at 1-888-366-8213 or by email info-sos@hc-sc.gc.ca

  For managers self learning is also available through Mental Health First Aid in the Workplace - Manager's Guide (PDF, 9 MB).

  Employees and managers can also access Physical Activity and Corporate Fitness Memberships

  To provide feedback and/or suggestions, you may email EDSC.SMMT-WMH.ESDC *

  * This e-mail address is only intended to receive feedback and suggestions regarding the site content. It is not meant to request help. If you require assistance, please see the Mental Health Contact Us page to identify the resource that meets your needs.

  keywords

  mental health in the workplace, workplace mental health

• Resolve

  Build supportive mechanisms for employees and managers dealing with mental health challenges.

  For more information on: Mental Health in the Workplace, Links and Tools

  Employees in need of immediate support or consultation may contact the Employee Assistance Program at 1-800-268-7708 or 1-800-567-5803 for Telecommunication Device for the Deaf (TDD).

  Managers requiring guidance from Human Resources on a specific workplace related situation, open a ticket with the HR Service Centre.

  Managers needing to talk to a mental health expert may use the Advisory Services of Health Canada at 1-800-268-7708 or 1-800-567-5803 for Telecommunication Device for the Deaf (TDD).

  To provide feedback and/or suggestions, you may email EDSC.SMMT-WMH.ESDC *

  * This e-mail address is only intended to receive feedback and suggestions regarding the site content. It is not meant to request help. If you require assistance, please see the Mental Health Contact Us page to identify the resource that meets your needs.

  keywords

  mental health in the workplace, workplace mental health

• Peer Support Program (PSP)

  The objective of the PSP is to support and empower employees coping with mental health issues through peer supporters who have had similar experiences. The peer supporters are co-workers across the department. They are there to listen, provide hope and to support you as you acknowledge the challenges you may be facing.

  If you need to talk, visit the PSP Network page to access a list of Peer Supporters. It's completely confidential!

  keywords

  mental health in the workplace, workplace mental health

• Manager to Manager Network (M2M)

  A place where managers at all levels can connect and empower each other to help sustain a psychologically healthy and safe workplace.

  Benefit from the experiences of fellow colleagues who have supported employees potentially coping with mental health related challenges. In addition to being a confidential service, the Network is accessible across Canada and is free!

  To learn more, please visit the M2M Network page.

  keywords

  mental health in the workplace, workplace mental health

• Mentoring

  Mentoring is a one-on-one relationship between people with different levels of experience and expertise in which the mentor helps a less experienced employee learn the skills, attitudes and values required to be successful in the workplace. This self-directed learning opportunity is open to all employees across the Department looking for a social, collaborative and cost-effective learning experience.

  For more information on mentoring at ESDC, go to Mentoring.

  To request additional information on mentoring: managers can submit requests via HRSC and employees can send an email to NA-Mentoring-Mentorat-GD.

  To provide comments, suggestions or report bugs with the ESDC Mentoring Program site, send an email to NA-Mentoring-Mentorat-GD.

• Occupational Health and Safety

  Occupational Health and Safety is a shared responsibility. Your active participation is key in preventing and solving health and safety matters in your workplace.

  For more information on Occupational Health and Safety.

• Assurance of Voluntary Compliance and Directions

  Assurances of Voluntary Compliance (AVCs) and Directions are enforcement tools used by the Labour Program where they believe the Canada Labour Code has been contravened.

  For more information on: Assurance of Voluntary Compliance (AVC), Direction.

  For advice and guidance on AVCs and Directions, managers must contact: Regional OHS Advisor via HRSC.

• Duties and Responsibilities

  Individuals at all levels of the organization have duties and responsibilities to ensure the health and safety of all employees.

  For information on duties and responsibilities related to:

  • Employee
  • Manager/ Supervisor
  • Health and Safety Committee Members and Representatives

  For advice and guidance on duties and responsibilities, managers, Health and Safety Committee Members, and Representatives, contact: Regional OHS Advisor via HRSC.

• Emergency Planning and Fire Safety

  The department is responsible for ensuring the safety and security of its employees during a variety of emergency situations. This includes, but not limited to, the preparation of fire and emergency plans, planning for other situations such as water outages, and training of emergency wardens to respond to emergency situations.

  For more information on Fire and Emergency Facts.

  For advice and guidance on emergency planning and fire safety, managers may contact: Regional OHS Advisor via HRSC and Emergency Management and Business Continuity.

• Ergonomics

  Information for employees, managers and ergonomic coaches related to ergonomics, ergonomic requirements, procedures, reports, and recommendations.

  For information on Ergonomics: Ergonomics Awareness Training.

  Employees can use Self-Adjustment Tools for helpful tips on how to adjust your workstation equipment.

  Employees can speak with supervisor about requesting an ergonomic adjustment if an ergonomic coach is available in their workplace using the ergonomic adjustment request form (DOC, 52 KB).

  Managers / Team Leaders should follow the Procedures for Requesting an Ergonomic Workstation Adjustment.

  For advice and guidance on ergonomic adjustments may: contact their Regional OHS Advisor via HRSC.

  Prerequisite: An ergonomic assessment request must be supported by a medical indication or written verification from the employee’s manager on the physical variations that may impact the employee’s ability to perform his/her tasks.

  Employees can submit requests for an ergonomic assessment to their manager.

  Managers should follow the Procedures on Requesting an Ergonomic Assessment.

  For advice and guidance on Ergonomics, managers may: contact their Regional OHS Advisor via HRSC, refer to iService Procurement on Common Low-Dollar-Value Purchases on procuring ergonomic services.

• First Aid Program

  Providing information, advice and guidance to assist with the management of a fist aid program across the department.

  For more information on First Aid.

  First-Aid certification is available for employees located in the National Capital Region through the ILMS/Saba. For other regions, managers may consult with their Regional OHS Advisor via HRSC.

• Hazard Prevention

  Advice and guidance regarding occupational health and safety requirements, and hazard prevention - which includes identification and assessment of hazards.

  For more information on the Hazard Prevention Program: Workplace Inspections, Ergonomics, Raising OHS Issues, Workplace Violence Prevention, Training.

  For advice and guidance on hazard prevention managers may contact: Regional OHS Advisor via HRSC.

• Raising and Responding to Occupational Health and Safety Issues

  Advice and guidance on raising and reporting occupational health and safety concerns through informal and formal process, as well as on resolving occupational health and safety complaints.

  For more information on: Raising OHS Issues, Responding to OHS Issues, Internal Complaint Resolution Process, Right to Refuse Dangerous Work Process, Pregnancy and Nursing Employees.

  Employees can informally raise an OHS issue to their supervisor, either in-person, by phone or in writing.

  Managers can consult with their Regional OHS Advisor via HRSC on resolving OHS issues, the Internal Complaint Resolution Process, or the refusal to work process.

• Refusal to Work

  One of the basic rights of an employee is the right to refuse work that the employee believes presents a danger to themselves or another employee.

  For more information on Right to Refuse Dangerous Work Process.

  An employee wishing to exercise the right to refuse dangerous work shall immediately report the dangerous situation to the employer. The employee shall also specify to the employer whether he or she intends to pursue the matter under the Code or under the collective agreement, when applicable, to deal with the refusal. The employee's decision cannot be changed unless both the employee and the employer agree to do so.

  For advice and guidance on refusal to work situations, managers may contact: Regional OHS Advisor via HRSC.

• Reporting and Monitoring

  Managers, committees and employees have mandatory reporting requirements under the Canada Labour Code, Part II. They also have key monitoring roles to ensure the Departmental OHS Program is addressing key hazards and preventing injuries.

  For more information on OHS Reporting Requirements.

  Managers must complete a Hazardous Occurrence Investigation Report Form (LAB1070) (PDF, 180 KB) (opens new window) and send a copy to the Regional OHS Advisor if a work-related accident occurs.

  Managers must consult Regional OHS Advisor via HRSC and report specified hazardous occurrences to the Labour Program Office.

  All workplace health and safety committees (WHSCs) must complete Workplace Committee Report (LAB1058) based on its activities conducted in the previous year.

  Management/Site Leads must immediately consult the Regional OHS Advisor via HRSC in any of the following situations: a refusal to work, a Direction is issued by the Labour Program, an Assurance of Voluntary Compliance (AVC) is requested by the Labour Program.

• Training and Awareness

  OHS training and awareness activities are designed to promote a healthy and safe workplace. Employees may also be required to attend other task-specific training or awareness sessions depending on their duties.

  For more information on Training and Awareness:

  • National learning codes list (PDF, 177 KB)
  • Orientation checklist for new employees (PDF, 514 KB)

  OHS training courses for employees through ILMS/Saba:

  • OHS Training for Employees
  • Hazard Prevention Program for Employees
  • General Office Ergonomics Principles Online Training
  • Workplace Violence Prevention for Employees

  For information on Fire and Emergency Awareness contact Chief Emergency Building Warden, Management Lead or Site Lead.

  OHS training courses specific for management and supervisors through ILMS/Saba:

  • OHS Training for Management, Team Leaders and Supervisors
  • Hazard Prevention Program for Managers
  • Workplace Violence Prevention for Managers and Supervisors

  OHS training courses specific for OHS committee members or representatives through ILMS/Saba:

  • OHS Training for Committee Members and Health and Safety Representatives
  • Conducting Workplace Inspections

  OHS training courses specific for other OHS enablers:

  • First-Aid Certification for Attendants
  • Fire and Emergency Training for Wardens contact Chief Emergency Building Warden, Management Lead or Site Lead

  Ergonomics Training for Ergo Coaches or Specialists contact Management Lead, Site Lead or Regional OHS Advisor.

• Workplace Inspections

  The goal of workplace inspections is to prevent accidents and injuries in the workplace by identifying and recording actual and potential hazards posed by buildings, equipment, the environment, processes and practices, and by recommending corrective actions.

  For more information on Workplace Inspections: Workplace Inspection Process (PDF, 152 KB), Workplace Inspection Checklist (PDF, 397 KB), Workplace Inspection Report (DOC, 412 KB), Workplace Annual Inspection Summary (DOC, 334 KB).

  Workplace Inspection Training is available through ILMS/Saba.

• Workplace Violence Incident

  Anytime there is an incident of workplace violence the focus should always be on employee safety. Follow local emergency procedures, including calling Security, and if necessary, the police.

  For more information on an incident of workplace violence: Step-By-Step Guide for Managers (PDF, 421 KB), Managing Workplace Violence: A Guide for Managers and Supervisors.

  Employees should follow workplace violence procedures and must report the incident to a manager or supervisor.

  The manager or supervisor should follow: Step-By-Step Guide for Managers (PDF, 421 KB) and Managing Workplace Violence a Guide for Managers and Supervisors.

  Depending on the nature and severity of the incident, the manager or supervisor must also report the incident using Hazardous Occurrence Investigation Report Form (LAB1070) (PDF, 180 KB) (opens new window) to Regional OHS Advisor via HRSC and Security Incident Report Security Incident Report Form (ADM3061) (PDF, 170 KB) (opens new window) to Regional Security Official.

  Employees can request support from the Employee Assistance Program (EAP) or Office of Informal Conflict Management (OICM), where appropriate.

• Work-Related Accident

  Advice and guidance to employees, managers, workplace committees, representatives, and other enablers for immediately responding to a workplace accident, injury or illness.

  For more information on Work-Related Accident.

  Employees must inform their supervisor of the wok related injury as soon as possible.

  Managers must complete a Hazardous Occurrence Investigation Report Form (LAB1070) (PDF, 180 KB) (opens new window) and send a copy to the Regional OHS Advisor if a work-related accident occurs.

  Employees and managers must complete of necessary forms, reports, or records if the employee sought medical attention or is absent the day after the work-related accident.

  Managers may consult with their Regional OHS Advisor via HRSC on work-related accidents.

• Workers' Compensation Claims and Appeals

  Advice and guidance to managers for completing workers’ compensation reports, managing claims and appeals.

  Managers must complete the appropriate Workers’ Compensation Board Form, if the employee sought medical attention or is absent the day after the work-related accident, and submit to the appropriate regional contact.

  Managers may consult with their Regional OHS Advisor via HRSC.

• Official Languages (OL)

  Visit the Official Languages section to access the services.

  Services:

  Communications with and Services to the Public (Part IV), Language of Work, Equitable Participation and Staffing Generally (Part V, VI and Section 91), Advancement of English and French (Part VII).

  An Official Languages Toolkit is also available and contains tools and resources such as Microsoft Teams Backgrounds, Chairing Bilingual Meetings, Reports and Publications, Bilingualism Bonus and Second Language Evaluation (SLE) as well as Identification and modification of language requirements, Non-imperative staffing and Official Languages (OL) exceptions and OL during appointment processes.

• Performance Management

  Effective performance management aligns the work of all executives, managers and employees to achieve the department’s objectives. It supports a culture where employees at all levels can more effectively make the link between their individual, day to-day performance and the organization’s priorities and desired outcomes. A sound performance management process is a key step in making ESDC a higher performing organization.

  For information on: Performance Management

• Performance Management - For employees (not eligible for performance pay)

  Performance management involves ongoing discussion between the employee and the manager on work performance that is based on work objectives and core competencies in order to set clear expectations from the beginning.

  Requirement: New managers and supervisors must complete the performance management mandatory training (Performance Management for the Government of Canada - G140) before managing their employee’s performance.

  Tools and information are available to support employees and managers: Performance Management, Tools to Register and Complete your Performance Agreement, Tools to Support Ongoing Performance Discussions, FAQ Using the PSPM App, Policies and Guidelines.

  Employees can access and complete their performance agreement (PA) using the Public Service Performance Management (PSPM) Application. Managers and supervisors looking for additional training in performance management can register with the Canada School of Public Service or the Learning Management System.

• Performance Management - For Managers

  Requirement: New managers and supervisors must complete the performance management required training before managing their employee’s performance.

  Tools and information are available to support employees and managers: Performance Management, Tools to Register and Complete your Performance Agreement, Tools to Support Ongoing Performance Discussions, FAQ Using the PSPM App, Policies and Guidelines.

  Managers and employees can access and complete their performance agreement (PA) using the Public Service Performance Management (PSPM) Application. Managers and supervisors looking for additional training in performance management can register with the Canada School of Public Service, or for the following courses on ILMS/Saba:

  • Performance Management Program Module 1 - Overview
  • Performance Management Program Module 2 - The Public Service Performance Agreement
  • Performance Management Program Module 3 - Monitoring Performance and Providing Effective Feedback

  NOTE: If you do not yet have an ILMS/Saba username, please follow these instructions.

• Performance Management - For Certain Senior Excluded and Unrepresented Managers and Specialists

  Information and tools to support the Performance Management Program for Certain Senior Excluded and Unrepresented Managers and Specialists who may be eligible for performance pay. Performance management is an ongoing discussion between an employee and their manager about their work performance based on clearly set out work objectives (the "what") and competencies (the "how").

  Tools and information for employees and managers: Performance Management, Information on Ratings, Tools to Register and Complete your Performance Agreement, Tools to Support Ongoing Performance Discussions, FAQ - TBS, FAQ Using the PSPM App, Policies and Guidelines.

  Certain Senior Excluded and Unrepresented Managers and Specialists can access and complete their performance agreement (PA) through Public Service Performance Management (PSPM) Application.

• Performance Management Program For Lawyers (LP1, LP2, LP3)

  Information and tools to support the Performance Management Program for Lawyers.

  Specific tools for lawyers: Performance Management, Collective agreement and rates of Pay for Lawyers, Questions and Answers (DOCX, 23 KB), Rating Scale and Definitions for LP1, LP2, LP3 (DOCX, 15 KB).

• Performance Management - For Executives

  Requirement: New executives must complete the performance management required training before managing their employee’s performance.

  The Performance Management Program for Executives is designed to encourage excellent performance by setting clear objectives and evaluating the achievement of results; recognize and reward performance; and provide a framework within which a consistent approach to performance management can be applied.

  Tools and information for executives: Performance Management, PMP EX Rating Guide 2016-2017 (PDF, 149 KB), Guide for the Administration of the Performance Management Program for Executives (2016-2017) - TBS (PDF, 1 MB), Frequently Asked Questions on the Performance Management Program Results for Executives.

  Executives can access and complete performance agreement (PA) through ETMS (Executive Talent Management System).

  To support a whole organization view of performance management for the public service, Executives must register in the Public Service Performance Management Application (PSPM App) - even though their Agreements are not captured in that tool: EX responsibilities new PSPM App (DOCX, 24 KB).

• Political Activities

  Information, advice, guidance and tools for employees considering involvement in a political activity.

  For information and tools on political activities: PSC Website, Department Code of Conduct or Political Activities.

  For advice and guidance on political activities: contact ESDC’s Designated Political Activities Representative.
  Service Standard – Acknowledgment – 2 Business Days
  Service Standard – Resolution – 4-5 Business Days or longer if issue is complex

• Public Servants Disclosure Protection Act (PSDPA)

  The Public Servants Disclosure Protection Act (PSDPA) provides a mechanism for employees to make disclosures in the public interest if they can demonstrate that a wrongdoing has been or is about to be committed. Under the PSDPA, employees can be assured that they will be protected from reprisals when they make disclosures or take part in investigations.

  If you have reason to believe that a wrongdoing has or is about to take place in the workplace, you are encouraged to bring it to the attention of your supervisor, the Senior Disclosure Officer, or the Public Sector Integrity Commissioner using the PSDPA Employee Disclosure Form (HRB5037) (PDF, 149 KB) (opens new window).
  Service Standard – Acknowledgment – 2 Business Days

  If you are unsure if a wrongdoing or fraud has or is about to take place in the workplace, consult: When something seems wrong: Think it through.

  For information on: Disclosure of Wrongdoing and Fraud, Senior Disclosure Officer, PSPDA Internal Procedures, Questions and Answers, Tools

  For advice and guidance or to request training on PSPDA or on disclosure procedures contact: Office of Values and Ethics.
  Service Standard – Acknowledgment – 2 Business Days
  Service Standard – Resolution – 4-5 Business Days or longer if issue is complex

• Recognition Program

  Refer to ESDC National Engagement and Recognition Program

• Staffing

  Staffing provides strategic Human Resources (HR) management services to clients by way of workforce programs and services that support the Department's priorities. We also provide timely, up-to-date and relevant HR specialist expertise on the services below.

  Visit the Staffing web page to access the services.

  Services:

  Staffing Actions, Talent Inventories and Pools (including recruitment initiatives to support Diversity and Inclusion), Obtaining a Personal Record Identifier (PRI), Second Language Evaluations (SLE), Administration of the Staffing Sub-delegation Process, Support in the area of Staffing and Official Languages Recourse, Workforce Adjustment, and more!

• Acting Appointments

  An acting appointment is a temporary staffing option where an employee is required to perform the duties of a higher classification level.

  For more information: Acting Appointment, Appointment Process Roadmap.

• Assignments

  An assignment is the temporary move of an employee within their department or organization to perform the functions of a position or to take on a special project.
  For more information: Assignment.

• Candidate Referrals and Inventories

  Managers who want to fill vacant positions may request a list of qualified candidates available in current pools for similar positions in the department. Managers can also request new pulls from continuous intake (inventory) processes.

  Submit a Candidate Referrals request in the HRSC Portal.

• Casual Employment

  A casual worker is a person employed on a casual basis from outside of the Public Service of Canada for a maximum of 90 working days per calendar year (January to December) within the same department.

  For more information: Casual Employment.

• Conversion to Indeterminate Status

  Where a term employee has been employed in the same department/agency for a cumulative working period of three (3) years without a break in service longer than sixty (60) consecutive calendar days, the employee's tenure is converted to indeterminate status in their substantive position in accordance with subsection 59(1) of the Public Service Employment Act.

  For more information: Conversion to Indeterminate Status.

• Deployments

  A deployment is the permanent transfer of an employee from one position to another within the same or at an equivalent occupational group and level. Deployments can occur within and across departments. A deployment cannot constitute a promotion or change the person's tenure of employment from a specified term to indeterminate.

  For more information: Deployment.

• Early end of employment and/or termination notice

  For information, visit the "what you need to know" section of the relevant staffing action page:

  • Acting Appointment
  • Assignment
  • Interchange Canada
  • Secondment
  • Term Appointment and Extension
• Employment Opportunities

  Job opportunities within the federal government are posted on GC Jobs. Job opportunities may be internal (open to the department or the federal public service) or external (open to the general public).

  For more information: Government of Canada jobs, Applying for Government of Canada jobs: What to expect, Employee's Career Corner.

• Federal Internship for Newcomers (FIN) Program

  The FIN Program is a means to fill short term staffing requirements with highly qualified candidates possessing foreign-trained university or community college credentials.

  For more information: FIN Program.

• Student Bridging

  Student Bridging allows managers to hire qualified graduates on a term or indeterminate basis who have previously worked in the public service under approved student employment programs.

  For more information: Student Bridging (PSC), Staffing Actions (Indeterminate and Term Appointments), Recruitment Options.

• Indeterminate Appointment

  An indeterminate appointment is when an employee is appointed on a permanent basis, such as an appointment from a pool of qualified candidates or as a result of a non-advertised process, and generally results in a promotion or change in tenure.

  For more information: Indeterminate Appointment, Appointment Process Roadmap.

• Initiate / Finalize an Advertised Process (Internal and External)

  An appointment process is advertised when the process is posted on the GC Jobs Website, where persons in the area of selection are informed of and can apply to an appointment opportunity.

  For more information: Initiate / Finalize an Advertised Process (Internal and External), Appointment Process Roadmap.

• Interchange Canada Program

  Interchange Canada is an exchange program that facilitates temporary assignments of individuals between the core public administration and other organizations in the public, not-for-profit, or private sectors in Canada and internationally.

  For more information: Interchange Canada.

• Obtaining a Personal Record Identifier (PRI)

  For more information: Obtaining a Personal Record Identifier (PRI).

• Part-Time Workers

  A part-time worker is a person who is not ordinarily required to work more than one third of the normal scheduled daily or weekly hours of work (i.e., 12.5 hours) established for persons doing similar work (i.e., 37.5 hours). A part-time worker is not an employee as defined in the Public Service Employment Act.

  For more information: Part-Time Worker.

• Post-Secondary Recruitment

  Post-secondary recruitment supports organizations wanting to recruit post-secondary graduates from across the country. Managers can select someone who is qualified from an inventory or advertise a specific job opportunity.

  Want to obtain advice and guidance? Submit a General HR Enquiry request in the HRSC (Category: Staffing and Sub Category: Post-Secondary Recruitment).

  For more information: Post-secondary Recruitment (PSR), Recruitment of Policy Leaders (RPL), Emerging Talent Pool (ETP), Careers in finance and internal audit (FORD/IARD), Recruitment Options.

• Priority Administration

  Priority administration is a legal responsibility governed by the Public Service Employment Act (PSEA) and the Public Service Employment Regulations (PSER) managed by the Public Service Commission. Persons with a priority entitlement are to be considered and appointed, in priority to all others, to positions for which they meet the essential qualifications.

  Want to obtain advice and guidance? Submit a General HR Enquiry request in the HRSC (Category: Staffing and Sub Category: PSC Priority Request).

  For more information: Information on priority entitlements (PSC), Request for PSC Priority Referrals and Clearance Manager's Guide.

• Probationary Period

  A probationary period applies to the initial appointment of persons appointed from outside the public service.

  Want to obtain advice and guidance? Submit a General HR Enquiry request in the HRSC (Category: Staffing and Sub Category: Probationary Period).

  For more information: Regulations establishing periods of probation, Termination – Rejection on probation.

• Recruitment Options

  There are many recruitment options available to staff a position including the use of pools and inventories and targeted recruitment.

  For more information: Recruitment Options.

• Request for PSC Priority Referrals and Clearance

  The purpose of the priority referrals and clearance process is to ensure that Persons with a Priority Entitlement (PPE) are considered ahead of others for permanent and term positions in the public service.

  For more information: Request for PSC Priority Referrals and Clearance.

• Secondments

  A secondment is the temporary move of an employee from one organization of the Core Public Administration to another to perform the functions of a position that already exists or to work on a special project.

  For more information: Secondment.

• Separation Clearance Process

  An individual who is leaving the department on a temporary or permanent basis is required to initiate a separation clearance process.

  For more information: Offboarding Employee – Departure Roadmap.

• Special Deployments (Executives only)

  A Special Deployment, applicable to Executives only, allows deputy heads to deploy executives out of their substantive positions into unclassified duties and staff behind them for purposes of special projects, assignments, pre-retirement knowledge transfer or developmental purposes.

  Want to obtain advice and guidance? Submit a General HR Enquiry request in the HRSC (Category: Executive Programs and Sub Category: Special Deployment).

  For more information: Directive on Terms and Conditions of Employment for Executives (Appendix C).

• Staffing Planning

  Staffing planning is a process that identifies an organization's current and future staffing needs and the objectives and strategies planned to meet these needs.

  Want to obtain advice and guidance? Submit a General HR Enquiry request in the HRSC (Category: Staffing and Sub Category: Other).

  For more information: Workforce Planning.

• Staffing Recourse

  Staffing complaints can be placed against internal appointment processes to the Federal Public Sector Labour Relations and Employment Board (FPSLREB). Investigations can also occur against both internal appointment processes and external appointment processes to determine if an error, omission or improper conduct has compromised the appointment process.

  Want to obtain advice and guidance? Submit a General HR Enquiry request in the HRSC (Category: Staffing and Sub Category: Other).

  For more information: Staffing Recourse, Investigations (PSC), Federal Public Sector Labour Relations and Employment Board.

• Staffing Sub-Delegation

  Staffing sub-delegation provides managers with the authority to conduct appointment and appointment-related authorities.

  For more information: Human Resources Authorities.

• Staffing Tools, Templates

  There are a number of useful tools and templates available to managers conducting staffing activities.

  For more information: Staffing, Staffing Templates and Reference Documents, Administrative Letter Templates.

• Student Employment

  Student employment programs enable managers to hire students pursuing full-time studies for temporary work.

  Available student employment programs are:

  • Federal Student Work Experience Program (FSWEP)
    • Indigenous Student Employment Opportunity (ISEO)
    • Employment Opportunity for Students with Disabilities (EOSD)
  • Co-operative Education and Internship Program (Co-op)
  • Research Affiliate Program (RAP)

  For more information: Student Employment, Recruitment Options, Student Recruitment - PSC.

• Term Appointment and Extension

  A term employment is of fixed duration, whether part-time, full-time. A term appointment can be made from an advertised selection process or non-advertised selection process, whether internal or external.

  For more information: Term Appointment and Extension, Appointment Process Roadmap.

• Veterans Hiring Act

  The Veterans Hiring Act (VHA) amended the public service staffing system to provide employment opportunities for current and former Canadian Armed Forces (CAF) members and provide hiring managers with better access to this group of skilled candidates.

  For more information: Veterans Hiring Act, VAC Web site, Staffing: Hiring Veterans (PSC).

• Talent Management

  Talent management is the bridge that connects the performance, potential and career aspirations of employees to the current and future needs of the organization. It is a shared responsibility between the employee, the manager and the organization.

  Information and tools for employees and managers on Talent Management for employees (excluding executives) or Executive Talent Management.

• Talent Management - For employees (excluding executives)

  Talent management is the bridge that connects the performance, potential and career aspirations of employees to the current and future needs of the organization. It is a shared responsibility between the employee, the manager and the organization.

  Information and tools for employees and managers on talent management: Overview (PDF, 589 KB) on Talent Management at ESDC, TBS Talent Management Plan Information, Sample Talent Management Plan (PDF, 85 KB), Learning Lab - Talent Management Plans (15 min 41).

  Talent management plans are accessed and completed Public Service Performance Management (PSPM) Application (Section G).

  For additional information, you may also contact the Branch Coordinator Network.

• Talent Management - For Executives

  Executive Talent Management (TM) is a set of integrated processes designed to attract, develop, motivate, and retain productive, engaged employees.

  For more information: Talent Management Overview - TBS, Executive Talent Map Titles and Definitions 2016-17 (PDF, 470 KB), EX Talent Management Framework - TBS , EX TM Benefits, Roles and Responsibilities - TBS, EX Talent Management Exercise Guide - TBS, Reflection Questions for Talent Management Dialogue - TBS, Frequently Asked Questions on Executive Talent Management - General - TBS.

  Submit or update your Talent Management Questionnaire through ETMS (Executive Talent Management System).

• Workforce Adjustment

  Workforce Adjustment (WFA) is a situation that occurs when a deputy head decides that the services of one or more indeterminate employees will not be required beyond a specific date due to:

  • lack of work;
  • discontinuance of a function;
  • relocation of a work unit to a place where the employee does not wish to relocate; or
  • work or function transfer outside of Public Service (Alternative Service Delivery).

  The objective of WFA is to ensure employment continuity for indeterminate employees by providing alternative employment opportunities wherever possible.

  For more information on the WFA process: Workforce Adjustment.

• Advice for Employees

  There are a number of services available throughout the Department that are helpful to employees during a period of transition, namely workforce adjustment (WFA) counselling, career counselling and the Employee Assistance Program. Tools and resources are available to support employees subject to a WFA situation.

  For more information: Workforce Adjustment, Employee’s Toolkit, WFA FAQ, Compensation and Benefit Services.

  Employees can contact their Manager or Human Resources Consultant should they have any questions relating to their WFA situation.

  Employees requiring additional information concerning their benefit entitlements in the context of WFA can submit a request to Compensation and Benefit Services or contact the Government of Canada Pension Centre for inquiries related to pension services.

  Employees can also receive counseling from the Employee Assistance Program:

  Toll-free: 1-800-268-7708
  Telecommunication Device for the Deaf (TDD): 1-800-567-5803

• Advice for Managers

  There are a number of tools and resources available to support ESDC managers in managing a workforce adjustment situation (WFA) within their work unit.

  For more information: Workforce Adjustment, Manager’s Toolkit, WFA FAQ.

  Managers can request advice and guidance relating to the WFA process by submitting a general inquiry to the Human Resources Service Centre.

• Alternation

  Alternation enables someone who has not received a guarantee of a reasonable job offer and has been declared an opting employee to remain in the core public administration by exchanging positions with another employee, who is not affected, but is willing to leave the core public administration with a transition support measure or an educational allowance.

  For more information: Alternation, Alternation FAQ, GCconnex Alternation Group.

  Employees can contact their Manager or Human Resources Consultant should they have any questions relating to the alternation process.

  Employee requiring additional information concerning their benefit entitlements in the context of an alternation can submit a request to Compensation and Benefit Services.

  Managers can request advice and guidance relating to the alternation process by submitting a general inquiry to the Human Resources Service Centre.

• Selection for Employee Retention or Layoff

  The objective of the selection for retention or lay-off process is to assess indeterminate employees performing similar positions/duties, in the same occupational group and level in the affected part of the organization, and to select on the basis of merit those employees who are to be retained to carry on the continuing work, and those who are to be subjected to workforce adjustment (WFA).

  For more information: Selection for Employee Retention or Layoff, FAQ.

  Employees can contact their Manager or Human Resources Consultant should they have any questions relating to the selection for employee retention or layoff process.

  Managers can request advice and guidance relating to the selection for retention or lay-off process by submitting a general inquiry to the Human Resources Service Centre.

• Workforce Analysis

  These tools / reports are designed to provide management with useful demographic information and support resource allocation decisions linked to business priorities. They were developed to address managers' needs for succinct and pertinent facts about their workforce and to enable stronger, evidence-based HR management decisions. Management of LWOP, progress made regarding the reduction of the workforce, use of overtime and retirement eligibility are some examples of the elements which can be consulted.

  For more information on: ESDC People Management Dashboards.

  Access ESDC People Management dashboards: ESDC People Management Dashboards (PDF, 430 KB), ESD Portfolio, Service Canada Portfolio, Labour Program Portfolio, Archived Dashboards.

  If you have any comments, questions or feedbacks about the dashboards or if the dashboards are not accessible to you contact: NC-HRP-PRH-GD.

• Workforce Planning

  Workforce Planning is a process that identifies an organization's current and future workforce and workplace needs and the objectives and strategies planned to meet these needs.

  For more information: Workforce Planning

• Workplace Mental Health

  Services geared to direct employees and managers to resources and tools that can support them in creating a workplace that promotes psychological health and/or support them during work & life situations that may affect their mental health.

  For more information on:

  • Workplace Mental Health (NOTE: This content is under review),
  • Integrated Framework for Mental Health in the Workplace,
  • Messages from the Mental Health Champion.

  keywords

  mental health in the workplace, workplace mental health