Lexicon: Succession planning and management guide

The descendants of the original inhabitants of North America. The Employment Equity Act recognizes three groups of Aboriginal peoples—Indians, Métis and Inuit.

Source: Department of Justice Canada — Employment Equity Act

The obligation to demonstrate and take responsibility both for the means used and the results achieved in light of agreed expectations.

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

An activity is a short- or medium-term initiative (1 to 3 years) at the operational level that supports implementation of strategies aimed at achieving business objectives. Activities focus on the what, how, when and who.

See also: Strategies

References:
Manzini, A., Didley, J.D., Integrating Human Resources and Strategic Business Planning, Amacom: New York, 1986.

Treasury Board of Canada Secretariat — Results-Based Management

Canada School of Public Service — Human Resources Planning (P702) Course

An activity is an operation or work process internal to an organization, intended to produce specific outputs (e.g. products or services). Activities are the primary link in the chain through which outcomes are achieved.

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

An action taken under the Public Service Employment Act (PSEA) to confer a public service position or an occupational level on a person. An appointment to the public service (external appointment) is the appointment of a person from the general public or an employee of a government organization that is not part of the public service.

See also: Assignment

Source: Public Service Commission of Canada —Glossary

The temporary performance of the duties of another position by an employee, if the performance of those duties would have constituted a promotion had he/she been appointed to the position.

See also: Acting assignment

Source: Public Service Commission of Canada — Glossary

The appointment of a person from within the Public Service or from within one's own department or agency.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Testing location where a professional team considers candidates for assignments or promotions. The tests include standardized questionnaires, interviews, practical exercises and other simulations that attempt to identify the skills and capabilities required for a specific position, as well as the competencies of candidates. The purpose of assessment centres is to provide a process of assessment that is consistent, transparent and fair.

For more information visit: Public Service Commission of Canada—Assessment Centres

Source: Society for Human Resources Management—Glossary of Human Resources Terms (English only)

Encyclopedia.com—Dictionary of Business and Management—Assessment Centre (English only)

Assessment tools enable employees and managers to determine:

• competencies required to carry out an employee's responsibilities;
• individual strengths and weaknesses; and
• learning solutions to address gaps.

Assessment tools are designed to gather information from both employees and managers privately and confidentially. They can be completed by the employee and the manager working either jointly or individually. The assessment, based on both an employee's and a manager's perception of the competencies required to achieve work objectives, evaluates the employee's strengths and weaknesses against the competencies. Once the assessment is completed, the employee, in consultation with the manager should develop an individual learning plan that includes achievable objectives, steps and performance measurement indicators to assess progress.

Source: Treasury Board of Canada Secretariat

The temporary movement of an employee within a department to perform the functions of another existing position or to take on a special project; cannot extend an employment period or be a promotion.

See also: Appointment

Source: Public Service Commission of Canada — Glossary

The temporary assignment of an employee to perform the duties of a higher classification level, for at least the qualifying period specified in the collective agreement or in the terms and conditions of employment applicable to the employee's substantive level.

See also: Acting appointment

Source: Treasury Board of Canada Secretariat — Glossary of terms and definitions

Often referred to as “natural attrition," refers to separations (exits or departures) of employees from the Public Service other than departures under existing incentive programs or due to devolution and privatization.

Some organizations assume an annual attrition rate of 4.5 percent. This could vary, depending on the size and nature of your organization, hiring freezes, downsizing, restructuring, and economic and political changes.

See also: Separation

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Employment Equity Act requires that employers identify and eliminate employment barriers for designated group members that result from the employer's employment systems, policies and practices. The goal is to institute positive policies and practices and make reasonable accommodations so that the representation of persons in designated groups in the employer's workforce reflects their representation in the Canadian workforce.

Source: Canadian Human Rights Commission

In the Government of Canada, the business plan is a concise statement of the strategy of a department or agency that focuses on how the organization will achieve its objectives within budget constraints. The strategy normally outlines commitments to perform major tasks and to achieve specified levels of service.

See also: Strategies

Source: Treasury Board of Canada Secretariat — A Review of Business Planning — Number 2

The process by which individuals establish their current and future career objectives; assess their existing skills, knowledge and experience; and implement an appropriate course of action to attain their desired career objectives.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

The process by which a position is allocated to an occupational group (and subgroup where applicable) and classification level.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

A specific, simple and attainable statement, expressed in active language, of the results an executive commits to achieve, and whereby the executive declares individual accountability.

Source: Treasury Board of Canada Secretariat — Performance Management Program, Annex E: Glossary of terms

Simplicity is a standard used to judge commitments. A commitment is simple when it has one definite theme or topic. For example:

• Develop service-level agreements with the main client groups of the Branch

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Specificity is a standard used to judge commitments. A commitment is specific if it is concisely expressed and based on a definite theme or topic. For example:

• Develop a five-year human resources planning framework.

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Community of practice refers to people with a common interest in a subject or problem who collaborate over an extended period of time to share ideas, find solutions and create innovations.

See also: Functional community

Source: Canada School of Public Service—Centre of Expertise in Communities of Practice

Many organizations define a competency as any knowledge, skill, or ability, demonstrated through behaviour, that results in superior job performance. Some definitions include personal qualities, values, or traits as competencies. Examples of competencies include interpersonal effectiveness, teamwork, technical capability, and reliability.

A competency profile is a set of competencies typically applied to groups of positions such as occupational groups (e.g. executives) or that are function-specific (e.g. IT, finance). Some organizations also identify a set of core competencies that are aligned with their organizations mission and values and that apply to all employees in the organization. Competency profiles facilitate the integration of HR activities, such as succession planning aligned with recruitment, learning, performance evaluation, etc. through a common language and framework.

Source: Treasury Board of Canada Secretariat — Succession planning and management guide

Competencies are also defined as the characteristics of an individual that underlie performance or behaviour at work.

Human resources management competencies include:
team building which includes mentoring, motivating staff, staff relations, selection, promotion and development of people, encouraging participation, developing talent, providing feedback on performance, valuing diversity.

Leadership competencies include:
positioning, organizational development, managing transitions, strategic orientation, developing a vision, planning the future, mastering change, promoting a healthy workplace.

Source: Public Service Commission of Canada — Competencies

Values and ethics: Integrity and respect
Serving with integrity and respect

Strategic thinking: Analysis and ideas
Innovating through analysis and ideas

Engagement: People, organizations, partners
Mobilizing people, organizations, partners

Management excellence: Action management, people management, financial management
Delivering through action management, people management, financial manage

Source: Treasury Board of Canada Secretariat — Key leadership competencies

A condition of employment is a requirement that a person must meet on appointment and maintain throughout his or her tenure in a position. Examples include holding and maintaining a specified security clearance, travelling and working weekends.

A condition of employment is necessary to performing the functions of a job; failure to meet a condition of employment will result in the termination of a person's employment.

Persons must be told in advance what the conditions of employment are and be informed that these conditions must be met and maintained throughout their tenure in the position for which they are applying.

Source: Treasury Board of Canada Secretariat - Government of Canada Staffing Toolkit for Managers (2006)

The process of changing the designation of all positions in an occupational group or level to cover their assignment to a new or revised evaluation plan.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

The departments named in Schedule I and IV of the Financial Administration Act.

For more information visit: Department of Justice Canada — Financial Administration Act

Source: Treasury Board of Canada Secretariat — Definitions

Cost-benefit analysis is a technique used to quantify and compare the costs and benefits of a program. Costs may be direct (e.g. covering money spent on an assessment centre) or indirect (e.g. covering time spent away on training).

See also: Effectiveness

Source: Canada School of Public Service—Human Resources Planning (P702) Course

The science that charts the characteristics of a population in a given region, jurisdiction or organization. Age, sex, ethnic origin, linguistic profile, employment class, income and education are all considered to be demographic variables.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Methods of examination, assessment and interpretation of the components and processes of population change, especially births, deaths and migration. Modern demographic analysis uses censuses, vital registration records and surveys; earlier analysis used parish registers and genealogies.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

All departments and agencies as defined in section 2 of the Financial Administration Act, namely:

• any of the departments named in Schedule I of the Act;
• any of the divisions or branches of the federal public administration set out in column I of Schedule I.1 of the Act;
• a commission under the Inquiries Act that is designated by order of the Governor in Council as a department for the purposes of the Act;
• the staffs of the Senate, House of Commons, Library of Parliament, office of the Senate Ethics Officer and office of the Conflict of Interest and Ethics Commissioner; and
• any departmental corporation named in Schedule II of the Act.

For more information visit: Department of Justice Canada — Financial Administration Act

Source: Treasury Board of Canada Secretariat — Management, Resources, and Results Structure Policy

Organizations for which the Treasury Board is not the employer, but for which the Public Service Commission has exclusive authority to make appointments. They represent a portion of the federal public administration named in Schedule V of the Financial Administration Act.

For more information visit: Department of Justice Canada - Financial Administration Act

Source: Public Service Commission of Canada – Glossary

Departmental performance reports (DPR), tabled in the fall of each year by the President of the Treasury Board, on behalf of all federal departments and agencies named in Schedule I, I.1 and II of the Financial Administration Act, are part of the Estimates and supply process. The DPR explains what the department has accomplished with the resources and authorities provided by Parliament. The performance information in the reports is intended to help Members of Parliament advise the government on resource allocation in advance of the annual budget and supply process in the spring.

Source: Service Canada — Appendix D: Glossary and Acronyms

A periodic report organizations provide to the Public Service Commission concerning the management and results of departmental/agency staffing. The departmental staffing accountability report (DSAR) is provided in response to questions from the Commission, which are based on the Staffing Management Accountability Framework and appointment values.

See also: Staffing Management Accountability Framework

Source: Public Service Commission of Canada — Glossary

The movement of an employee from one position to another (in the same occupational group and at the same or lower level) that does not constitute a promotion and to which the employee has agreed. When an employee accepts a deployment, ties to the employee's former position are cut.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

The deputy head is the head of a federal government institution, accountable to the Minister, and through the Minister to Parliament, for all the institution's activities and achievement of results.

Source: Treasury Board of Canada Secretariat — Glossary

The extent to which an organization, policy, program or initiative is meeting its expected results. Related term: Cost Effectiveness - The extent to which an organization, program, policy or initiative is using the most appropriate and efficient means in achieving its expected results relative to alternative design and delivery approaches.

See also: Expected results and Cost-benefit analysis

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

The extent to which an organization, policy, program or initiative is producing outputs in relation to resources used.

See also: Outputs

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Employee means a person employed in the Public Service of Canada, as defined in the Public Service Labour Relations Act.

For more information visit: Department of Justice Canada — Public Service Labour Relations Act

Source: Treasury Board of Canada Secretariat — Glossary of terms and definitions

The status of people appointed to the Public Service for a fixed period of time, with a clearly stated termination date.
These people cease to be employees when that period expires. This status is commonly referred to as "term employment" and the individual employees as "terms".

1. Short-term employment:
   Status for those who are appointed for less than three months; and
2. Long-term employment: Status for those who are appointed for three months or more.

See also: Indeterminate (permanent) employment

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce - HR Concepts and Definitions

A person appointed for an indefinite period, part-time or full-time employment, including seasonal, of no fixed duration.

See also: Determinate (term) employment

Source: Public Service Commission of Canada — Glossary

Treasury Board of Canada Secretariat — Glossary of terms and definitions

Casuals are workers hired for specified periods that may not exceed 90 working days in one calendar year, in a department or agency to which the Public Service Commission (PSC) has exclusive authority to make appointments. The period of casual employment may be for one or more than one term, but is not to exceed 90 working days in a department or agency.

Source: Treasury Board of Canada Secretariat — Human Resources Management – Employment Policies

To be considered for employment by the federal government under one of the student employment programs, a person must be:

• registered as a full-time secondary or post-secondary student in an accredited institution;
• currently recognized as having full-time status by the academic institution; and
• returning to full-time studies in the next academic term.

Students who are in their final year of academic study and who are not intending to return to full-time studies are eligible to work part-time up until the time they graduate. Managers must ensure that students hired in their final year are not employed under a student employment program beyond their graduation date.

Source: Treasury Board of Canada Secretariat — Human Resources Management – Employment Policies

The Employee Assistance Professionals Association defines an employee assistance program (EAP) as a worksite-based program designed to assist in identifying and resolving problems associated with poor productivity due to an employee's personal or professional concerns, including, but not limited to, stress, health, marital, family, financial, alcohol, drug, legal and emotional concerns, and that adversely affect job performance.

Source: Human Resources and Social Development Canada — Work-Life stress management (Workplace programs, policies and practices)

Employee engagement consists mainly of two distinct yet related factors:

Employee satisfaction: The level of contentment or happiness people assign to attributes of their job/position and the organization, and the general or overall way they feel about their employment.

Employee commitment: The pride people feel for their organization, as well as the degree to which they intend to remain with the organization, desire to serve or to perform at high levels, positively recommend their organization to others, and improve the organization's results.

See also: Engagement — leadership

Source: Faye Schmidt, Workplace Well-Being in the Public Sector: a review of the literature and the road ahead, a paper prepared for the Public Service Human Resources Management Agency of Canada (now a Treasury Board Secretariat of Canada organization), August 2004.

Organizational policies and practices designed to meet the diverse needs of employees and create an environment that encourages employees to stay with the organization.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

Her Majesty in right of Canada as represented by

• the Treasury Board, in the case of a department and agencies named in Schedule I and IV of the Financial Administration Act; and
• the separate agency, in the case of a portion of the federal public administration named in Schedule V of the Financial Administration Act.

For more information visit: Department of Justice Canada — Financial Administration Act

Source: Treasury Board of Canada Secretariat — Definitions

The purpose is to achieve equality in the workplace so that no person shall be denied employment opportunities or benefits for reasons unrelated to ability and, in the fulfilment of that goal, to correct the conditions of disadvantage in employment experienced by women, aboriginal peoples, persons with disabilities and members of visible minorities by giving effect to the principle that employment equity means more than treating persons in the same way but also requires special measures and the accommodation of differences.

Source: Department of Justice Canada — Employment Equity Act

Four designated groups are recognized by the Employment Equity Act: women, Aboriginal peoples, persons with disabilities and members of visible minorities.

See also: Aboriginal peoples, Persons with disabilities and Members of visible minorities

Source: Department of Justice Canada — Employment Equity Act

When workforce analysis reveals under-representation of persons in the employment equity designated groups, departments and agencies are required to conduct a review of their employment systems. An employment systems review (ESR) is a comprehensive examination of an organization's policies and practices to identify and permit removal of systemic and attitudinal barriers to employment opportunities for persons in the employment equity designated groups.

See also: Workforce and Designated groups

Source: Treasury Board of Canada Secretariat — Employment Systems Review - A Guide for the Federal Public Service

Engagement is one of four key leadership competencies that Public Service executives must demonstrate, and is defined as the ability to mobilize people, organizations and partners. To do this, Public Service leaders must:

• engage people, organizations and partners in developing goals, executing plans and delivering results;
• lay the groundwork by building coalitions with key players;
• mobilize teams, build momentum to get things done by communicating clearly and consistently, and invest time and energy to engage the whole organization;
• use their negotiation skills and adaptability to encourage recognition of joint concerns, to encourage collaboration, and to influence the success of outcomes; and
• follow and lead across boundaries to engage broad‑based stakeholders, partners and constituencies in a shared agenda and strategy.

See also: Employee engagement

Source: Treasury Board of Canada Secretariat — Key leadership competencies — Model and definitions

Those necessary for the work to be performed; they must be met in order for a person to be appointed. The other merit criteria are asset qualifications, operational requirements or organizational needs established by the deputy/agency head.

Source: Public Service Commission of Canada — Glossary

Evaluation is the systematic collection and analysis of information on the performance of a policy, program or initiative to make judgments about relevance, progress or success, and cost-effectiveness; and/or to inform future decisions about design and implementation of policies, programs or initiatives.

Note that evaluation:

• is periodic (has a "cycle");
• involves judgment about a policy, program or initiative's merit or worth (based on systematic and high-quality data);
• focuses on how and why results are achieved;
• looks at intended and unintended effects; and
• attempts to address future options and strategies for improvement.

Evaluation provides a periodic opportunity to take an in-depth look at how a program, policy or initiative is doing. The primary focus is usually on being able to bring about improvements to facilitate the achievement of results or determine the degree to which the program, policy or initiative led to the achievement of desired results.

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Executive Talent Management (EX TM) is designed to support the ongoing development and retention of executives (EX levels 1 to 5) in line with current and future departmental business goals. Dialogue, feedback, career support and learning tailored to each individual ensure that executives are matched to the right job for their skills, competencies and career plans. EX TM allows executives to realize their potential at the same time as it supports organizational priorities and Public Service excellence.

For more information visit: Treasury Board of Canada Secretariat—Guide for Executives and Managers of executives—Executive Talent Management Framework

Source: Treasury Board of Canada Secretariat—Guide for Executives and Managers of executives

An outcome that a program, policy or initiative is designed to produce.

See also: Outcome/Result

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

People who work in the Public Service of Canada and who share common work purposes, functions and professional interests belong to what is known as functional communities. Most public servants are members of at least one such community. Each functional community helps its members meet personal, professional development or career needs and aspirations. Those who share a specific concern or personal interest (such as learning) may decide to work informally together, even with those in other functional communities, in what is known as a community of practice.

Functional communities may also support federal departments and agencies by sharing best practices and coordinating both recruitment and communications programs.

See also: Community of practice

Source: Treasury Board of Canada Secretariat—Functional Communities

The processes and structures through which decision-making authority is exercised; e.g. an effective governance structure ensures individuals or groups of individuals are responsible for setting policy directions and priorities, making investment decisions, re-allocating resources and designing programs.

Source: Treasury Board of Canada Secretariat — Management, Resources, and Results Structure Policy

A complaint in writing presented in accordance with the Public Service Labour Relations Act by an employee on his/her own behalf or on behalf of himself/herself and one or more other employees.

For more information visit: Department of Justice Canada — Public Service Labour Relations Act

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Impact is a synonym for outcome, and is somewhat more direct than an effect. All terms are commonly used, but neither is a technical term. The Treasury Board of Canada Secretariat recommends that result be used instead of impact.

See also: Outcome

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

The Public Service Commission of Canada offers in-basket exercises to three different audiences:

• The career assignment program (CAP) in-basket exercise (827) is for employees with experience up to three levels below the executive group or as an EX equivalent. The exercises assess an individual's ability to manage. This assessment tool will be used for screening participants for the redesigned CAP.
• The managerial in-basket exercise (810) is for employees at the senior manager level. The exercises provide information on the overall ability to manage at the senior manager level. The information yielded on managerial effectiveness can be highly useful in selecting people for management positions. It can be used for screening purposes, to rank candidates in terms of their managerial ability, and to establish the training and developmental needs of current or potential managers. It can also help in determining organizational development needs and in counselling for career transitions.
• The middle manager in-basket exercise (820) is for employees at the middle management level. The exercises provide information on the overall ability to manage at the middle-management level. The information on managerial effectiveness can be highly useful in selecting people for middle-management positions, in establishing the training and developmental needs of current or potential middle managers and in counselling for career transitions.

For more information visit:

Public Service Commission of Canada:

• CAP In-Basket Exercise (827)
• Managerial In-Basket Exercise (810)
• Middle Manager In-Basket Exercise (820)

Source: Public Service Commission of Canada—PSC Tests

The person who occupies a given position.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Integrated risk management is a continuous, proactive and systematic process to understand, manage and communicate risk from an organization-wide perspective. It is about making strategic decisions that contribute to achieving an organization's overall business objectives.

See also: Risk management

Source: Treasury Board of Canada Secretariat—Integrated Risk Management Framework

Internal audit is a function that provides assurances on a department or agency's risk management strategy, management control framework, and financial and non-financial information used for decision making and reporting.

The internal audit function does the following:

• assesses the adequacy of internal control;
• verifies compliance with established rules, regulations or procedures;
• assesses the risk of each of the above;
• systematically reviews operations to ensure conformance with policies, strategies and plans;
• systematically reviews management practices and controls;
• reviews information for validity (e.g. financial, operational and management information); and
• defines policies, projects and initiatives that are managed by an entity (audit domain).

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Consists of the number of people age 15 and over who are employed (that is, those who currently have jobs) and unemployed (that is, those who do not have jobs but who are actively looking for work). Individuals who do not fall into either of these groups—such as retired people and discouraged workers—are not included in calculating the number of people in the labour force.

Labour force data (employment and unemployment) is among the most timely and important measure of performance of the Canadian economy. This information can help you plan for your current and future workforce.

For more information visit: Statistics Canada—Immigration—The Changing Profile of Canada's Labour Force

Source: Treasury Board of Canada Secretariat—Canada's Performance Report 2006—Annex 1: Glossary

Statistics Canada—Definitions, data sources and methods

The market that determines wages and the number of jobs based on the supply of and demand for workers.

Source: Department of Finance Canada — Glossary

The labour market is the forum where buyers of labour (i.e. employers) and sellers of labour (i.e. employees) meet to satisfy job requirements within the Canadian economy or marketplace.

Source: Service Canada — Glossary

The designation of all Public Service positions as bilingual or unilingual, depending on their specific language proficiency requirements and according to the following categories: bilingual, English essential, French essential, or either English or French essential.

Source: Public Service Commission of Canada — Glossary

The manager is responsible for determining the language requirements of a position or linguistic status of a position. This determination is based on an objective assessment of the duties and responsibilities of the position. If the position requires the knowledge of both official languages, the manager must also determine the proficiency level, in English and in French, in each of three language skills: Reading, Writing and Oral Interaction. The proficiency levels that can be assigned to each skill are: A (beginner), B (intermediate), C (advanced). In addition, certain positions requiring specialized training or expert proficiency could be assigned Code P.

Source: Public Service Commission of Canada — Overview of language requirements

The termination of employment because of lack of work or the discontinuance of a function.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

A learning organization is a collective undertaking characterized by continual improvement through new ideas, knowledge and insights, which it uses to constantly find new and better ways to fulfil its mission. A learning organization cannot exist without a commitment to lifelong learning built around people, their knowledge and ability to innovate.

For more information visit:
Treasury Board of Canada Secretariat — Supporting a learning organization
Treasury Board of Canada Secretariat — A primer on the learning organization

Source: Treasury Board of Canada Secretariat — A Policy for Continuous Learning in the Public Service of Canada

Absence from duty, as provided by the applicable terms and conditions of employment.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

A set of ten statements summarizing the Treasury Board of Canada Secretariat's and the Canada Public Service Agency's expectations for modern public service management. It was developed to provide Public Service managers, especially deputy heads, with a clear list of management expectations within an overall framework for high organizational performance.

Source: Treasury Board of Canada Secretariat — Performance Reporting: Good Practices Handbook

The Management Accountability Framework (MAF) defines and clarifies expectations for modern Public Service management.

The MAF aims to:

• improve management practices and stewardship of resources across government;
• align management expectations to the vision of Results for Canadians; and
• represent management as a broader integrative function.

The MAF will be used in the following ways:

• as a basis of dialogue between Treasury Board of Canada Secretariat and departments or agencies;
• as an assessment tool to measure organizational health;
• as input for assessing a deputy head's performance; and
• for framing future reporting on management.

For more information visit: Treasury Board of Canada Secretariat – TB Management Accountability Framework

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

The Management Resources and Results Structure (MRRS) replaces the Planning, Reporting and Accountability Structure. In accordance with the Management Accountability Framework, the MRRS supports governance and strategic direction, accountabilities, results and performance. The MRRS is directed to the organizational level and encourages the alignment of programs, resources and management practices with expected results.

It includes the Program Activity Architecture (PAA), which comprises

• clearly defined and appropriate strategic outcomes; and
• a complete program inventory that links all department/agency programs and program activities so that they lead up to achievement of strategic outcomes.

Over time, an integrated MRRS should also include:

• performance measures for each level of the organization's PAA; and
• a governance structure that defines decision making and accountability by strategic outcome and by program.

In addition, the Expenditure Management Information System will provide a common framework that aligns information on plans, priorities, actual expenditures and results.

See also: Expected results, Program Activity Architecture and Strategic outcome

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

For human resources purposes, Minister means the member of the Queen's Privy Council for Canada, other than a member of the Treasury Board, designated by the Governor in Council as the Minister for the purposes of the Public Labour Relations Act.

Source: Department of Justice Canada — Public Service Labour Relations Act

A specification of what is to be accomplished, the timeframe in which it is to be accomplished and by whom.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

A subdivision of an occupational category comprising similar kinds of work requiring similar skills. The occupational group often bears a relationship to an identifiable labour market outside the Public Service.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

An external consequence attributed, in part, to an organization, policy, program or initiative. Outcomes are not within the control of a single organization, policy, program or initiative, but are within an organization's influence. Outcomes are usually further qualified as immediate, intermediate or ultimate (final), expected or unexpected, direct or indirect, strategic etc.

See also: Strategic outcome

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Direct products or services stemming from the activities of an organization, policy, program or initiative, and usually within the control of the organization itself (e.g. a pamphlet, research study, water treatment plant, training session).

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

A long-term and enduring benefit to Canadians that stems from a department or agency's mandate, vision and efforts. It represents the difference a department or agency wants to make for Canadians and should be a clear, measurable outcome that is within the department or agency's sphere of influence.

See also: Outcome/Result

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

The People Component of the Management Accountability Framework (PCMAF) is a general statement of expectations for good human resources management. The PCMAF is a useful resource to consult when writing ongoing commitments related to human resources. It is a component of the broader Management Accountability Framework.

For more information visit: Treasury Board of Canada Secretariat - The People Component of the Management Accountability Framework

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

How well an organization, policy, program or initiative is achieving its planned results, measured against targets, standards or criteria. In results-based management, performance is measured and assessed, reported on and used as a basis for decision making by executives and managers.

Source: Treasury Board of Canada Secretariat — Guide for the Development of Results-based Management and Accountability Frameworks

The performance agreement is essentially a contract between an executive and his or her superior and is the documentary foundation of the Performance Management. A performance agreement contains the following basic parts:

• ongoing and key commitments;
• performance measures;
• a record of results achieved in relation to these measures;
• a summary rating of performance;
• narrative assessments that address both the what and how of performance; and
• signatures of the reviewing manager and the employee.

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Performance indicators are a direct or indirect measure of an event or condition showing change over time. Indicators are often quantitative (i.e., based on numbers or objective information) but can also be qualitative (i.e., narrative or subjective information). The performance indicator is a means to compare planned results with actual results. There are many ways to think about performance indicators:

Quantitative indicators: Quantitative indicators are statistical measures such as number, frequency, percentile, ratios and variance; for example, the percentage of website users who find and obtain what they are looking for.

Qualitative indicators: Qualitative indicators are based on judgment and perception, measured by congruence with established standards, the presence or absence of specific conditions, the extent and quality of participation, or the level of satisfaction, etc. An example would be opinions on the timeliness of services.

Output and result indicators: Output indicators measure the outputs (products and services). Result indicators measure the results or progress of a program.

The criteria for selecting performance indicators are as follows:

• Relevant: Is the indicator meaningful? Is it directly linked to the output or result in question?
• Reliable: Is it a consistent measure over time?
• Valid: Does it measure the result?
• Practical: Will it be easy to collect and analyze? Is it affordable?
• Comparable: Is it similar to what other organizations or areas in your organization already measure?
• Useful: Is it useful? Will it be useful for decision making?

See also: Performance management, Outputs and Outcome/Result

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

A comprehensive approach to improving performance that includes defining expectations and accountabilities, setting performance standards and measures, and assessing results.

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Performance measurement is the regular collection of information for monitoring how a policy, program or initiative is doing at any point in time. It generally focuses on providing performance information to program managers at the operational level. Some organizations rely more heavily on ongoing performance measurement, while others place more emphasis on periodic evaluations. The paramount consideration is to determine what information is most important for decision making; whatever performance measurement strategy chosen should be the most appropriate strategy to provide the information required. Many small agencies use periodic evaluations.

Evaluation and performance measurement are complementary activities. Evaluation ensures performance measurement is on track and indicators are appropriate. In turn, performance measurement data are often important sources of information for periodic evaluations.

See also: Performance indicator, Evaluation and Performance measurement strategy

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

Performance measurement is the process and systems of selection, development and ongoing use of performance indicators to guide decision making.

See also: Performance indicator

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Measurability is a property of a good performance indicator. That is to say, a good performance indicator should be able to confirm to what extent a commitment has been achieved by reference to observation and evidence.

See also: Performance indicator

Source: Treasury Board of Canada Secretariat — Performance Management Program — Annex E: Glossary of terms

Methods for ascertaining the dimensions, quantity, or capacity of phenomena or programs.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Selection, development and ongoing use of performance measurement to guide corporate decision making. The range of information in a performance measurement strategy could include reach, outputs and results, performance indicators, data sources, methodology and costs.

Source: Treasury Board of Canada Secretariat — Evaluation Guidebook for Small Agencies

An indicator that provides information (either qualitative or quantitative) on the extent to which a policy, program or initiative is achieving its outcomes.

See also: Outcome/Result

Source:Treasury Board of Canada Secretariat — Guide for the Development of Results-based Management and Accountability Frameworks

The ongoing, systematic process of collecting, analyzing and using performance information to assess and report on an organization's progress in meeting expected results and, if necessary, to make adjustments to ensure these results are achieved.

See also: Expected results

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

The process of communicating evidence-based information on performance. Performance reporting supports decision making, accountability and transparency.

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

A method of focusing future learning efforts to better reflect an individual's learning needs, interests and style.

Source: Treasury Board of Canada Secretariat — A Policy for Continuous Learning in the Public Service of Canada

Persons who have a long-term or recurring physical, mental, sensory, psychiatric or learning impairment and who

• consider themselves to be disadvantaged in employment by reason of that impairment,
• believe that a employer or potential employer is likely to consider them to be disadvantaged in employment by reason of that impairment; or
• who have been accommodated in their current job or workplace owing to their functional limitations.

The Employment Equity Act recognizes four designated groups: women, Aboriginal peoples, persons with disabilities and members of visible minorities.

Source: Department of Justice Canada — Employment Equity Act

The combination of duties and responsibilities that are, or can be, discharged by one individual in an organizational structure.

Source:Treasury Board of Canada Secretariat — Glossary of terms and definitions

Specific areas that an organization has chosen to focus on and report on during the planning period. Priorities are the most important activities that must be done to support achievement of strategic outcome(s).

See also: Strategic outcome

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Entitlement of an employee to appointment, or consideration for appointment, before others and without competition.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

A group of related activities designed and managed to meet a specific public need and often treated as a budgetary unit.

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

An inventory of all the activities undertaken by a department or agency. The activities are described in logical relationship to each other and to the strategic outcome(s) to which they contribute. The Program Activity Architecture is the initial document for establishing a Management Resource and Results Structure.

For more information visit:
Treasury Board of Canada Secretariat – The Management, Resources and Results Structure Policy: Instructions to Departments for Developing a Management, Resources and Results Structure

See also: Management Resources and Results Structure and Strategic outcome

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Appointment of an employee to a higher level in the same occupational group (and subgroup) than the employee formerly held; or appointment of an employee to a position in another occupational group (or subgroup), for which the maximum rate of pay exceeds (usually by four percent or more) the maximum rate of pay for the position the employee formerly held.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

The Public Service of Canada is the population of employees (indeterminate employees, term employees of three months or more, and seasonal employees) for whom the Treasury Board is the employer as set out in Schedules I, IV and V of the Financial Administration Act.

For more information visit: Department of Justice Canada - Financial Administration Act

Source: Treasury Board of Canada Secretariat — Definitions

The value of the number of events in a given period of time divided by the population at the beginning of that period; for example, appointment rates are derived by dividing the number of appointments in a specific fiscal year by the number of employees at the beginning of the period.

Source: Public Service Commission of Canada — Glossary

As part of the Main Estimates, the Report on Plans and Priorities (RPP) provides information on departmental plans and expected results over a three-year period. RPPs are tabled in Parliament each spring, after resource allocation deliberations. They include information on a department or agency's mission or mandate, strategies, strategic outcomes, plans and performance targets.

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

A Public Service that reflects the Canadian population; internal representation of persons in designated groups within a department that reflects their representation in the Canadian workforce or those segments of the Canadian workforce from which the employer may reasonably be expected to draw employees. To attain representativeness, appointment processes must be conducted without bias and so as not to create systemic barriers.

See also: Designated groups

Source: Public Service Commission of Canada — Glossary: Appointment Framework

Resourcing consists of recruitment and staffing. Recruitment refers to hiring from outside the Public Service; staffing refers to filling a position from within the Public Service.

Source: Public Service Commission of Canada — Glossary

Results for Canadians: A Management Framework for the Government of Canada, published in 2000, introduced the concept of modernizing government management to respond to Canadians' changing expectations and priorities.

Source: Treasury Board of Canada Secretariat — Results for Canadians: A Management Framework for the Government of Canada

The Results-based Management and Accountability Framework (RMAF) is a document that outlines the rationale, theory, resources, and governance and accountability structures of a program, policy or initiative and sets out a plan to measure, monitor and report on results throughout its life-cycle. The RMAF is intended to assist departments to achieve expected results.

See also: Expected results

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

A comprehensive, life-cycle approach to management that integrates strategy, people, resources, processes and measurements to improve decision making and drive change. The approach involves getting the design right early in the process; focusing on outcomes; implementing performance measurement; learning and change management; and reporting on performance.

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Voluntary separation whereby an employee's entitlement is an immediate annuity or annual allowance occurring:

• at age 60 or over with 2 or more years of pensionable service;
• at age 55 with 30 or more years of pensionable service;
• at age 50 with 2 or more years of pensionable service; or
• on health grounds with 2 or more years of pensionable service.

Source: Treasury Board of Canada Secretariat — Glossary of terms and definitions

Separation from employment with an unreduced entitlement pension in the form of an immediate annuity, if and only if the employee meets one of the following conditions:

• is age 60 or over with 2 or more years of pensionable service
• is age 55 with 30 or more years of pensionable service; or
• has to retire on health grounds with 2 or more years of pensionable service.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Usually includes employees who may retire without actuarial penalty; that is, those who are age 55 and over with at least 30 years of service and those who are age 60 and over with 2 or more years of service.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Risk refers to the uncertainty that surrounds future events and outcomes. It is the expression of the likelihood and impact of an event with the potential to influence the achievement of an organization's objectives. Risk in this sense is the probability that a future event either good or bad will occur.

At a minimum, some form of quantitative or qualitative analysis is required for making decisions concerning major risks or threats to the achievement of an organization's objectives. For each risk, two calculations are required: its likelihood or probability of occurring, and the extent of the impact or consequences if it does occur.

The Privy Council Office refers to risk as "a function of the probability (chance, likelihood) of an adverse or unwanted event, and the severity or magnitude of the consequences of that event." Although this definition refers to the negative aspect of risk, the Privy Council Office acknowledges that positive opportunities can also arise from responsible risk-taking, and that innovation and risk frequently co-exist.

Source: Treasury Board of Canada Secretariat — Integrated Risk Management Framework

Risk management is a systematic approach to setting the best course of action under uncertain conditions by identifying, assessing, understanding, acting on and communicating risk issues. Risk management involves:

• risk detection
• risk assessment
• risk response

See also: Integrated risk management

Source: Treasury Board of Canada Secretariat—Integrated Risk Management Framework

The compensation received for performance of the regular duties of a position or office, exclusive of allowances, special remuneration, overtime or other compensation or gratuities.

Source: Treasury Board of Canada Secretariat — Glossary of terms and definitions

The assignment of a person, usually to another department, or agency in the core public administration and other organizations for which the Treasury Board is the employer, that does not affect the person's substantive appointment status.

Source: Treasury Board of Canada Secretariat — Human Resources Management — Employment Policies

Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

All exits or departures of employees from the public service.

Generally, an employee on leave without pay (LWOP) is not considered a departure from the Public Service. However, some authors prefer to include them. It is difficult to compare separation rates across departments and occupational groups when employees on LWOP are included in separations counts.

It is therefore important to state whether or not employees on LWOP are included in your data and to list the numbers on LWOP so that comparisons can be made. Similarly, if a client insists that you count employees on LWOP who subsequently leave the Public Service, you must make it abundantly clear that they are included in your data and, again, present the numbers for comparison purposes.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

The number of employees that a supervisor is responsible for. A management principle related to span of control is that there is a limit to the number of people an individual can effectively and successfully manage.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

The policy objective of the Special Assignment Pay Plan (SAPP) is to provide deputy heads with some flexibility in the recruitment, assignment and compensation of employees within the compensation system of the Public Service.

Source: Treasury Board of Canada Secretariat—Special Assignment Pay Plan

Nearly every position in the federal public service is classified in order to establish the pay level. In some circumstances at the executive level, an unclassified position may be created to handle a special assignment or deployment. In those cases, an employee would continue to be paid at the rate of their substantive position while performing special duties of an unclassified position.

For more information visit: Treasury Board of Canada Secretariat—Organization and Classification

Source: Treasury Board of Canada Secretariat—Organization and Classification

A mechanism to support deputy heads' accountability for the way they exercise their delegated staffing authorities. The Staffing Management Accountability Framework sets out indicators that specify the Public Service Commission's expectations for a well-managed appointment system.

For more information visit: Public Service Commission of Canada — Staffing Management Accountability Framework

See also: Departmental Staffing Accountability Reports

Source: Public Service Commission of Canada — Glossary

A staffing strategy identifies recruitment and staffing activities that the organization plans to take to implement the staffing direction set by senior management as stated in the human resources plan. It describes the how, what and when to achieve the staffing direction.

Source: Public Service Commission of Canada — Departmental Staffing Accountability Report

Stakeholders are individuals, groups or organizations that have an interest or share in an undertaking or relationship and its outcome — they may be affected by it, or may in turn affect or influence it, or in some way be accountable for it.

See also: Outcome/Result

Source: Treasury Board of Canada Secretariat — Glossary

The means through which a vision/mission is translated into practice. They typically provide information on the mid to long-term priorities (typically 3 to 5 years) and associated results, including high-level decisions on allocating the necessary inputs. Strategies usually comprise several activities and outputs.

See also: Activities and Outputs

References:
Manzini, A., Didley, J.D., Integrating Human Resources and Strategic Business Planning, Amacom: New York, 1986.

Treasury Board of Canada Secretariat — Results-Based Management

Canada School of Public Service — Human Resources Planning (P702) Course

Systematic examinations and analyses.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Succession planning and management involves an integrated, systematic approach to identify, develop, and retain talent for key positions and areas in line with current and projected business objectives.

For more information visit: Treasury Board of Canada Secretariat — Succession planning and management guide

Source: Treasury Board of Canada Secretariat — Succession planning and management guide

Talent management is based on a combination of organizational and job-focused key leadership competencies, which may include knowledge, skills, values and ethics, and behaviours. Through talent management, the contribution of employees can be maximized by:

• ensuring better utilization of their skills and experience;
• identifying learning and development needs including mentoring and coaching;
• finding the "right fit" of skills, experience and career plans; and
• facilitating succession planning and management.

Source: Treasury Board of Canada Secretariat—Talent Management

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative and are appropriate for both outputs and outcomes (e.g. 70 percent of Canadian households will own their own home in 2006).

Source: Treasury Board of Canada Secretariat — Results-Based Management Lexicon

Technical progress in industrial methods; for example, the introduction of labour-saving machinery, hardware or software, or new production techniques. Such change can result in reductions or increase in workforce.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Appointment of an employee to a position in the same occupational group (and subgroup) at the same level, or appointment of an employee to a position in any other occupational group (or subgroup), for which the maximum rate of pay does not exceed by four percent the maximum rate of pay for the position that person held immediately prior to appointment. In such a case, promotion rules do not apply.

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

In the context of human resources planning, transparency is open and timely communication with employees and applicants about human resources management practices and decisions.

Source: Public Service Commission of Canada — Glossary

A general tendency or pattern.

Source: Statistics Canada — Glossary for lesson plans

In the context of human resources planning, trend analysis is the process of forecasting an organization's human resources needs by analyzing historical patterns in order to identify trends that may be expected to continue.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

A general term often used in labour economics to describe the sum total of employee inflows (new recruits) and outflows (separations) within an organization.
For instance, an organization with high labour turnover in one or several occupations (i.e. newly hired staff are leaving soon afterwards) is said to be undergoing one of the following:

The organization is experiencing retention problems related to that specific set of occupations (in the case of voluntary separations where employees are leaving by choice), or
The organization is experiencing difficulty in recruiting competent staff and is having to let them go prematurely.

There is no simple method of calculating labour turnover. If both hiring and separation rates for certain occupations are equally high in your organization, then one can posit that when referring to those specific occupations, labour turnover is high. It is often regarded as a synonym to "degrees of retention."

Source: Treasury Board of Canada Secretariat — Demographic Analysis of the Federal Public Service Workforce — HR Concepts and Definitions

Refers to employee tenure (e.g. indeterminate, determinate, casual).

Source: Treasury Board of Canada Secretariat — Glossary of terms and definitions

Members of visible minorities are persons, other than Aboriginal peoples, who are non‑Caucasian in race or non-white in colour. The Employment Equity Act recognizes four designated groups: women, Aboriginal peoples, persons with disabilities and members of visible minorities.

Source: Department of Justice Canada — Employment Equity Act

Workforce analysis

Workforce analysis compares two sets of data:

• the internal representation of designated groups in each occupational category, occupational group and geographic location within a department or agency; and.
• the workforce availability of members of each designated group in the Canadian workforce or those segments of the Canadian workforce from which the employer may reasonably be expected to draw employees.

Every department or agency subject to the Employment Equity Act must conduct a workforce analysis to determine representativeness for each of the four groups designated by the Act (i.e. women, Aboriginal peoples, persons with disabilities and visible minorities).

Shortfalls detected through this comparison triggers the requirement that employers review their employment systems, policies and practices as part of an Employment systems review to determine possible causes of the under-representation.

See also: Representativeness and Representation data and Employment systems review

Source: Treasury Board of Canada Secretariat - Workforce Analysis: A Guide and Workbook for the Federal Public Service, Ottawa: Treasury Board of Canada Secretariat, 2002

The Employment Equity Act requires that employers departments and agencies covered by the Act conduct a workforce survey to determine internal representation of designated groups. The Act recognizes four designated groups for employment equity purposes: Women, Aboriginal Peoples, Persons with Disabilities and members of Visible Minorities. Information on gender is collected as part of the pay-and-benefits documentation process and thus the data on women are more reliable than data for the other three groups, which are dependent on self-identification.

Self-identification is voluntary: “Only those employees who identify themselves to an employer, or agree to be identified . . . are to be counted as members of those designated groups for employment equity purposes” (section 9). It is also confidential information. In the federal public service, self-identification is ongoing; that is, at any time in their career, employees may identify themselves as a member of a designated group. In addition, departments offer newly appointed employees an opportunity to self-identify as part of the orientation process.

Internal representation data are compiled by occupational category, occupational group and region. The results are then compared with external data on workforce availability to conduct the workforce analysis. An exception is the Executive group, which is compared to availability in the executive feeder groups

See also: Workforce analysis

Source: Treasury Board of Canada Secretariat - Workforce Analysis: A Guide and Workbook for the Federal Public Service, Ottawa: Treasury Board of Canada Secretariat, 2002

Workplace flexibility provides employees with options regarding when and where they work (through annualized hours, a compressed work week, flextime and telework), as well as providing the ability to address unanticipated family and personal needs as they arise.

Source: Society for Human Resource Management — Glossary of Human Resources Terms (English only)

Human Resources and Social Development Canada — Workplace Flexibility

Workplace well-being is a holistic approach to creating high-performance organizations through establishing the right conditions to generate high levels of employee engagement. It is connected to physical health and wellness, but primarily emphasizes the social and psychological dimensions of three interrelated elements—the workplace (e.g. enabling: sufficient space and equipment, flexible arrangements; fair; healthy and safe), the workforce (e.g. productive: right size, mix of skills and diversity of backgrounds; principled; sustainable; adaptable) and the work people do (e.g. meaningful work, job fit with interest and skills, valued contribution to department or agency's goals, opportunity to be innovative, able to take new initiatives).

See also: Employee engagement

Source: Treasury Board of Canada Secretariat — Workplace well-being

A management development tool designed to give managers and executives a better understanding of their strengths and developmental needs based on a participant's actual work context. Using a specially-designed questionnaire, participants assess their own strengths and areas needing development against 14 leadership competencies. Participants then compare their own perceptions of their management skills with feedback from their superior, peers and employees. The anonymous and confidential nature of the process encourages candid input and helps ensure useful feedback for developmental purposes.

Source : Public Service Commission of Canada—Full-Circle 360° Feedback Tools and Services