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Warning This page has been archived.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.

Section I: Introduction

The fifth annual report to Parliament on human resources management in the public service highlights the progress made to modernize and renew core components of the people management system in the fiscal year 2009–10.This report is divided into three sections:

  • Section I: Introduction—Presents the fundamentals of people management in an overview of the foundational framework for people management modernization and public service renewal.
  • Section II: Providing Overall Stewardship for People Management in the Public Service—Introduces the people management drivers for a high-performing public service and highlights people management modernization by examining progress and achievements in 2009–10.
  • Section III: Conclusion—Addresses the state of people management in the public service.

Fundamentals of people management

The core public administration1 in the Government of Canada is the largest and most complex people management organization in the country. It comprises over 216,571 employees2 in 89 departments and agencies that are responsible for providing advice to government and for delivering a wide range of services to Canadians across the country and internationally.

In 2003, the Public Service Modernization Act (PSMA) redefined all aspects of people management, which resulted in increased staffing flexibility, clearer accountability, more harmonious labour management relations and better integration of learning and development for public service employees. The implementation of the PSMA responded to long-standing concerns that the human resources management regime was cumbersome, complex, inflexible, and outdated and that its roles and responsibilities were fragmented. The improved legislation is the foundational framework for ensuring a public service that is more responsive to addressing the changing needs of Canadians and delivering better services for them. Building on the PSMA framework, the Clerk of the Privy Council's public service renewal initiative has, since 2006, provided an even greater momentum for public service modernization.

In 2008, six central organizations involved in supporting public service people management underwent a horizontal strategic review. This resulted in the realignment of roles and responsibilities across these organizations, as well as in the redistribution of their responsibilities between the central organizations and departments. In March 2009, the Prime Minister announced changes to streamline the management of human resources in the public service, including the creation of OCHRO. The changes reinforced the leadership role assigned to deputy heads for people management in their respective organizations.3

The Chief Human Resources Officer provides government-wide leadership for human resources management within the public service. This is a strategic role that enables deputy heads to fulfill their responsibilities for human resources management issues. OCHRO initiatives, which include policy renewal, the development of the PSM dashboard and scorecard, and the implementation of the Common Human Resources Business Process, have contributed to people management excellence and the creation of a high-performing public service.