Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Annual Report to Parliament 2009–10 - Human Resources Management


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Executive Summary

This fifth annual report to Parliament presents the state of people management in the federal public service in fiscal year 2009–10, in accordance with the reporting provisions of sections 11 through 12.3 of the Financial Administration Act and section 28 of the Public Service Employment Act (PSEA).

Other reports to Parliament on human resources prepared by the Office of the Chief Human Resources Officer (OCHRO) include the Annual Report on Official Languages, the Annual Report to Parliament on Employment Equity in the Public Service of Canada, the Annual Report on the Public Servants Disclosure Protection Act and the Report on the Public Service Pension Plan.

This report reflects accomplishments in policy development and program administration to achieve employee engagement and a culture of excellence by modernizing the key areas of the people management system: integrated planning, classification, compensation, staffing, learning and development, and labour relations. The report provides information on the state of human resources management in the public service in 2009–10 through the lens of the people management drivers model.

Accomplishments at a glance

The following people management results in 2009–10 reflect efforts targeted at improving human resources infrastructure, as well as the leadership, workforce and workplace of the core public administration:

  • Implementation of the Common Human Resources Business Process in 11 vanguard departments signalled the beginning of a consistent approach to the standardized delivery of human resources services in the Government of Canada.
  • Review of the Treasury Board of Canada Secretariat's (the Secretariat's) people management policy suite resulted in the elimination of six redundant policies and the development of a Policy Framework for People Management that enables deputy heads to assume primary responsibility for people management in their organizations.
  • Development of the public service management (PSM) dashboard supported performance monitoring and the development of system-wide departmental strategies and action plans to address key people management issues.
  • Strengthening the governance of human resources management resulted in the establishment of new governance committees to engage deputy heads in collaborative priority-setting exercises.
  • Enhancement of executive leadership development and talent management contributed to strengthening the capacity and skills of the executive community.
  • Development of the Public Sector Equitable Compensation Act regulations enabled a new equitable compensation regime across the public sector.