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PSMAC Subcommittee on People Resourcing


III.  Findings

General Observations

Focus groups with managers, HR professionals, candidates and employees confirmed that these communities have similar views on the critical gaps of the current people resourcing system. The groups led the Subcommittee to identify four gaps requiring immediate attention.

Furthermore, data analysis highlighted the sheer volume of transactions, and time frames pointed to the urgent need to improve staffing. This supported the feedback that was received in the consultations.

People resourcing encompasses a broad spectrum of activities, including recruitment, staffing, classification, learning and development, performance management and more. Little was heard from either managers or HR communities regarding topics such as the time it takes to acquire security screening, the time and effort needed to address official languages issues, or the impact of employment equity and diversity. These processes appear to be less "top of mind" with managers and HR professionals.

On the other hand, we heard a great deal about staffing. It is the number one area of concern for managers and HR professionals alike. Given the volume of staffing activity, any improvement will provide important benefits to managers, candidates and HR service providers.

Growth, along with retirements and continued strong internal mobility, resulted in persistent high levels of staffing activity this year [2008–09]. Organizations for which the PSC has delegated its authority to make appointments conducted a total of 126 651 staffing activities in 2008-2009. This represents an increase of 3.7% over the previous fiscal year.

—Public Service Commission 2008-2009 Annual Report

Focus group discussions also revealed that stakeholders perceive public service–wide initiatives with a degree of cynicism. In particular, the following views were expressed:

  • Although several initiatives were undertaken in the past (e.g., Public Service 2000 and the Universal Classification Standard) with a view to improving the overall efficiency and effectiveness of the people resourcing system, only a few projects were successful and provided tangible operational results;
  • Issues described by participants during focus group discussions have been brought to the attention of senior management on several occasions over the years, but there has been little significant progress; and
  • Despite this situation, managers and HR professionals consider this initiative to be relevant and timely, and are confident that it could constitute a cornerstone in addressing existing systemic gaps.

Characteristics of an Optimal People Resourcing System

According to stakeholders consulted, an optimal people resourcing system would feature the following characteristics and elements:

  • Flexibility and efficiency in a system that is adaptive, responsive and risk smart;
  • Effective workforce planning and management over the long term that is based on needs and given appropriate follow-up;
  • A distinctive brand that has a cohesive branding strategy;
  • Healthy relationships between employees, managers and HR professionals;
  • Reliable, practical tools that are standardized and accessible; and
  • Sound governance that is clear, engaged and accountable.

See Appendix C for a detailed description.



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