Classification Conversion

Following the successful implementation and conversion of employees to the new Foreign Service (FS) classification standard, a number of lessons learned have been identified that should facilitate future classification modernization projects.

Currency/Accuracy Issue:

• Work descriptions should be current and accurate.
• Occupational group allocations and classification levels should be appropriate.
• Data on the HR information system should be current and accurate.
• A currency and accuracy check followed by a clean-up exercise should be undertaken as early as possible in a classification modernization project. Ideally, this would be performed before a new standard is designed.
• If not addressed early on, currency and accuracy issues can become major problems at various steps/milestones of a modernization project. (i.e. internal and external relativity analysis, providing evaluation data for costing, APN, OPN,  conversion activities and grievances)

Multi-disciplinary team approach:

• All HR disciplines and line manager representatives have to be aware and involved, either as project team members or as contacts to be regularly updated on project activities and progress.
• A classification modernization project has significant impacts on all HR functions and project activities have to be undertaken and co-ordinated with all disciplines.
• A balanced mix of HR and line manager involvement and input is required. The lead role in departments will be taken by HR or line management depending on the project phase and activity to be undertaken, but both have to be involved throughout the entire project.

Line Management Involvement:

• It is imperative that line managers take ownership of the modernization initiative; HR may lead certain phases of the project but classification modernization for a group is a management initiative and should be seen as such.
• All affected line managers have to be well informed and should take the lead in informing/communicating with employees.

Communications:

• Employees' prime concern will always be on how the modernization project will affect them personally (classification level and pay). This type of information will not be known early on. Proposed classification levels will only be communicated at APN once department and central agencies are satisfied with evaluation results and collective bargaining data is available, and pay impacts are determined after collective bargaining has concluded.
• It is important to inform employees on the modernization project milestones and schedules so that they will understand when the impacts of modernization on their personal situation will be known.
• A variety of tools should be used to communicate this information, i.e. information sessions, broadcast messages/communiqués, modernization intranet website with key messages, milestones schedule and Qs & As, and a modernization mailbox for individual employee questions.
• Once collective bargaining has concluded, it is imperative that departments be provided with pay notes as soon as possible to enable them to post conversion scenarios on their modernization websites, which should reduce the number of individual enquiries that the pay offices will receive.
• There needs to be close cooperation and nearly constant communications between the Office of Chief Human Resources Officer (OCHRO) and departmental modernization project staff throughout the process. There needs to be a forum where departments can provide feedback and information on emerging issues and discuss with OCHRO and other departments methods to address these issues in a coordinated fashion. 
• There needs to be a good flow of information to and from the employer negotiation team and the departmental project teams; potential thorny issues, such as treatment of acting and secondments at conversion, could be settled at the negotiations' table. 

Capacity:

• Departmental HR and line management capacity will be an issue throughout the modernization project.
• Departments should not underestimate the additional workload associated with a classification modernization project and should plan for its impact; often, it cannot be addressed with the hiring of temporary staff just prior to undertaking a labour intensive activity.
• Significant effort will be required for training HR employees and line managers on the new standard, revising/rewriting work descriptions, evaluating all affected jobs with the new standard, preparing and delivering communication and change management programs to employees, preparing and delivering APNs and OPNs to employees and finally, converting all affected employees to new classification and pay levels. 

Union Involvement:

• The Office of Chief Human Resources Officer should provide clear direction on the role and involvement of bargaining agents.