DEL-1: Mechanisms in place to ensure that sub-delegated managers comply with their sub-delegated authorities

1
Small, Medium and Large Organizations 2011-2012
Cycle
Staffing Management Accountability Framework
Indicators
Intended Effects Progress with Key Success
Factors
Intended Effects Improved Outcomes
Key Change Areas
Planning for Staffing and Monitoring of Results
Organizational HR Support
Organizational Accountability for Results
Results Flexibility and Efficiency
Results Effectiveness and Adherence to Staffing
Values
Delegation of Staffing to Deputy Heads
OAR-1 Staffing performance deficiencies
identified in feedback from the PSC are corrected
in a timely fashion
FLX/EFF-1 Managers satisfaction with
flexibility to carry out staffing processes in an
efficient manner FLX/EFF-2 Length of time for
hiring process FLX/EFF-3 Candidates
satisfaction regarding duration of appointment
process

• Merit
• Non-partisanship
• Representativeness
• Access
• Fairness
• Transparency

PLN-1 Staffing strategies support
organizational staffing priorities and align
with current and future needs
SUP-1 Managers satisfaction with quality
of overall staffing services SUP-2 PE
capacity (a) PEs by population base
and (b) PEs by volume of staffing
Indicators of Success
DEL-1 Mechanisms in place to ensure that
sub-delegated managers comply with their
sub-delegated authorities
DEL-2 Staffing Management Framework ensures
monitoring of key staffing areas
PLN-2 Extent to which expected results for
staffing are assessed Adjustments made as
required
SUP-3 Participation in continuous learning by
staffing advisors
DEL-3 Appointment policies are current
Self-report if organization received acceptable
rating in 2010-2011
2
SMAF Indicators (cont.)
Effectiveness/Values
Access
Fairness FAIR-1 Candidates perceptions of the
fairness of the assessment process FAIR-2
Percentage of acting appointments with subsequent
indeterminate appointment at the same
occupational group and level within the same
organization FAIR-3 Percentage of new
indeterminate hires coming from (a) casual and
(b) term positions within the same
organization FAIR-4 Candidates perceptions on
whether staffing processes to select employees
for the work unit are done fairly
Transparency TRANS-1 Organizational staffing
priorities and strategies are communicated on
organizations websites and contents are clearly
communicated to managers, employees and
employees representatives where
applicable TRANS-2 Candidates perceptions of
openness and transparency in internal staffing
Merit MER-1 Managers satisfaction with quality
of hires MER-2 Official Language qualifications
in staffing (non-imperative appointments
where the person does not meet the official
language profile within the time periods
prescribed by regulations) MER-3 Candidates
perceptions on whether they were assessed for
actual job requirements of the position MER-4
Candidates perceptions on whether the posted
qualifications and criteria for positions are
bias-free and barrier-free
Representativeness REP-1 Staffing-related
provisions or initiatives to increase
representativeness
Non-Partisanship

• ACC-1 Percentage of external appointments that
  are non-advertised
• non-EX group
• EX group

NP-1 Candidates' perceptions on whether they are
aware of their rights and responsibilities as
public servants, under the Public Service
Employment Act, with respect to participation in
political activities

• ACC-2 Percentage of internal appointments that
  are non-advertised
• non-EX group
• EX group

• MER-5 Investigations into staffing
• PSC
• In-house

MER-6 Candidates perceptions on whether the
people hired in the work unit can do the job.
FAIR-5 Priority entitlements in staffing are
respected Note PSC data (i.e. from PIMS) would
be used to assess organizations
New indicator for 2011-2012