Chapter 2.5: Human resources planning and management

1.2.1 Entry into the agency – Recruitment

The overall recruitment approach involves promoting an integrated recruitment, training development, and lateral and vertical mobility process. The agency's selection processes are intended to be transparent, based on merit rather than seniority, and they use collective management of candidate pools optimally through generic selection processes. These candidate pools are generally valid for about one year.

Statistics Canada regularly conducts recruitment drives in the following occupational groups: EC (analysts), MA (mathematicians/statisticians), CS (information technology), PE (human resources management specialists) and FI (financial management specialists).

The postsecondary recruitment programs are the main source of entry-level hires in the agency. In addition, students who have already worked in the public sector (e.g., as part of the Co-operative Education Program or the Federal Student Work Experience Program) may be hired permanently or for a term through a simplified selection process.

To attract talented graduates, recruitment drives involve participating in college and university job fairs at major educational institutions to recruit strong entry-level candidates.

However, recruitment is not limited merely to hiring professionals. For each occupational group, the recruitment program includes a development program spanning a minimum period of two years that entails a series of compulsory courses, regular employee progress evaluations and, in many cases, two or three mandatory rotations in positions that give the employee a diverse work experience before he or she can obtain a permanent position.

One of the mandatory courses for analysts, mathematicians and statisticians is the Survey Skills Development Course. In this six-week course, participants prepare and execute all steps of a survey about an actual socioeconomic issue. It allows recruits to acquire knowledge of the nature of survey activities within multidisciplinary teams, and it enables the agency to share its values, particularly teamwork and methodological soundness when conducting surveys.

1.2.2 Learning and development

The objective of learning and development management is to establish a culture of continuous learning and to provide training so that there are cohorts of flexible, versatile and mobile employees at every level of the agency. Furthermore, learning and development planning is an integral part of the annual evaluation process aimed at improving the employees' competencies. This planning is done when the annual learning plan is prepared, along with the objectives and performance agreement (see 1.2.3 – Performance management and talent segmentation).

Employees have learning and development choices, depending on their field of work (occupational group) and the level of their position. They are encouraged to take a specific training path, but there is some latitude that allows them to determine their personal learning objectives.

Employees have access to formal and informal learning activities. Formal activities refer to classroom or online training and special assignments. There are different types of training: statistical training, subject-matter training, language training (to improve skills in either official language), IT training, basic training (orientation, general and sometimes functional competencies), management or leadership training. There is also mandatory training for new recruits, in particular on complying with the agency's security and confidentiality regulations.

Specialized training related to the agency's mandate is also offered within Statistics Canada. However, training on general competencies, government practices, management or leadership, for example, is offered by the Canada School of Public Service, since these courses meet needs that are common to all federal public servants who would like to develop in these areas.

Informal training includes networking opportunities, national and international conferences, being a member of a working group or committee, and mentoring.

1.2.3 Performance management and talent segmentation

Like other federal departments and agencies, Statistics Canada has established a solid governance structure for performance management. The agency is determined to promote excellence in the workplace among its staff and teams by encouraging ongoing, open and honest communication about performance between employees and supervisors. Complying with and implementing these values are integral to the process for resolving unsatisfactory performance.

In 2013, Statistics Canada launched the Fostering Excellence in Employee Performance Project. This project, which aligns with the requirements of the new Government of Canada Directive on Performance Management, lays the groundwork to ensure that all employees are able to contribute fully to the agency's objectives. This includes aligning processes, tools, guidelines, training and effective communications to ensure that new and improved approaches are adopted uniformly. To do this, the agency ensures that employees have the necessary knowledge and competencies to complete the tasks required of them.

At the start of each fiscal year, managers meet with their employees to inform them of the activities they will be responsible for during the year and to set the associated performance objectives. This meeting is also an opportunity to discuss the employee's annual learning plan that will enable them to acquire or maintain—as the case may be—the competencies required for their position and to achieve their career objectives and aspirations. Managers should provide their employees with continual feedback on their performance, and the Fostering Excellence in Employee Performance Project sets out both an official mid-term discussion to examine performance progress and a final performance evaluation of each employee at the end of the year based on the established objectives.

The purpose of these practices is to continuously improve the recognition of excellent employee performance, to motive personnel, and to ensure that performance problems are resolved quickly and effectively. More specifically, corrective actions are in place for employees whose performance is deemed unsatisfactory, and talent management plans are prepared for employees who significantly exceed expectations so that they can achieve their full potential within the agency.

1.2.4 Awards and recognition

Recognition is an integral part of the agency's corporate culture, at its headquarters and regional offices alike. Whether through a formal or informal award, or a spontaneous expression of thanks, recognition encourages the pursuit of outstanding work in the Canadian public service.

The mandate of the Awards and Recognition Program is to highlight employees' efforts and achievements in the workplace, be they team or individual achievements. The program also promotes both formal and informal activities. The core services of the Awards and Recognition Program are as follows:

• Long-service award
  The Long Service Award rewards employees with 25 or 35 years of service in the public sector. These employees are recognized at an official presentation by the director general of human resources and the chief statistician during National Public Service Week, which takes place in June of each year. Employees with 15 years of service also receive a certificate of appreciation signed by the chief statistician.
• Retirement certificate
  Retirement certificates highlight the contribution of employees who have worked at least 10 years in the public service of Canada. The certificate, signed by the Prime Minister of Canada, is presented by the director at the employee's retirement party or at an appropriate event.
• Appreciation awards
  Appreciation awards recognize employees who have made a positive and beneficial contribution to a section, division, branch or to the agency as a whole. These may be monetary or non-monetary rewards accompanied by a letter of congratulations or a certificate of appreciation completed in the work unit and signed by the director or director general. The maximum value is $500 per person and $1,000 per team (including taxes and shipping).
• Awards of Excellence
  Awards of excellence highlight exceptional work by employees, their outstanding performance or other invaluable contributions to the agency. There are eight categories: Agatha Chapman Innovation Award; Career Excellence Award; Merit Award; Youth Leadership Award; Official Languages Excellence Award; Employee Development and Management Award; Tom Symons Research Award; and the Workplace Wellness Award. All nominees receive a certificate of recognition or a trophy at the annual awards ceremony, and their name is added to the Wall of Fame in the lobby. Nominees and winners may also be the topic of an article in @StatCan, the monthly employee newsletter.
• External awards
  Each year, Statistics Canada receives numerous letters from private- and public-sector organizations calling for nominations for awards they sponsor. Statistics Canada may also submit nominations throughout the year for different external awards. These awards are presented annually and are sponsored by the federal government, professional associations and private businesses. They reward achievements in such fields as communications, marketing, human resources, leadership and management, partnerships, and technological and statistical innovation. Over the years, Statistics Canada's employees, and Statistics Canada as an agency, have been honoured with several such awards.

1.2.5 Career development

This refers to the agency offering a career path to employees that matches their field of work and classification. The career path may involve, among other things, temporary assignments to divisions other than their home division so that employees can broaden their skills, bolster networking and overcome other workplace challenges. This prepares employees for a higher-level position.

In the areas of internal staffing and mobility, in addition to the appointment processes open to personnel, Statistics Canada supports employee mobility based on talent management (for assistant director and higher positions), and learning plans developed jointly between the manager and employee. The goal is to familiarize the employee with the different fields of the agency. All employees have access to the Corporate Assignments Program, which offers them new career opportunities. This program facilitates staffing of temporary positions internally, since it offers the advantage of being quick and has no impact on the employee's salary or classification, and their return to their home position is guaranteed. Roughly 10% of the agency's total workforce is on special assignment at any given time.

1.2.6 Competency-based management

Management and upgrading of skills are crucial to the talent development framework. The Directive on Performance Management defines three categories of competencies: core competencies, functional competencies and technical competencies. All federal public service employees are evaluated according to four core competencies: 1) demonstrating integrity and respect, 2) thinking things through, 3) working effectively with others, 4) showing initiative and being action-oriented.

Demonstrating integrity and respect

• Behaving consistently with the Values and Ethics Code for the Public Sector.
• Discuss ethical concerns with their supervisor or colleagues and, when necessary, seeking out and using appropriate disclosure procedures.
• Working in a manner that reflects a commitment to client service excellence.
• Actively contributing to workplace well-being and a safe, healthy and respectful workplace.
• Supporting and valuing diversity and bilingualism.
• Acting with transparency and fairness.
• Demonstrating respect for government assets and resources, and using them responsibly, including by understanding and applying relevant government policies.

Thinking things through

• Planning and adjusting their work based on a thorough understanding of the unit's business priorities and their own work objectives, and seeking clarification and direction when uncertain or confused.
• Considering multiple sources of information before formulating a view or opinion.
• Exercising sound judgment and obtaining relevant facts before making decisions.
• Analyzing setbacks and seeking feedback to learn from mistakes.

Working effectively with others

• Sharing information with work colleagues.
• Listening actively to the views of others, and respecting, considering and incorporating them.
• Recognizing the contributions and celebrating the successes of others.
• Working collaboratively and relating effectively to others, and embracing and valuing diversity.
• Demonstrating an understanding of the roles, responsibilities and workloads of colleagues, and being willing to balance personal needs with those of other team members.
• Eliciting trust, particularly by following through on commitments.
• Dealing proactively with interpersonal or personal matters that could affect their performance.
• Managing their own work–life balance, and respecting that of others.

Showing initiative and being action-oriented

• Staying up to date on team goals, work processes and performance objectives.
• Translating direction into concrete work activities, making the most of available time and resources.
• Maintaining a constructive attitude in the face of change, setbacks or stressful situations, and remaining open to new solutions or approaches.
• Communicating ideas, views and concerns effectively and respectfully, and actively participating in exchanges of ideas with others.
• Identifying early warning signs of potential problems, and alerting the manager/supervisor and others, as needed.
• Embracing change and actively looking for opportunities to learn and develop professionally and personally.
• Contributing to and participating in process improvements and new approaches.
• Pursuing operational efficiencies, demonstrating an appreciation of the importance of value for money, including by willingly adopting new and more efficient ways of working.

1.2.7 Succession planning

Succession planning requires that key positions within the organization be identified and that knowledge be transferred appropriately and timely to ensure a smooth transition for planned and unplanned departures. Succession planning is facilitated by

• a thorough knowledge of the composition of the current workforce (breakdown of employees by occupation, classification, age group, language, expertise, employment status, employment equity group, etc.);
• a good forecast of workforce needs (analyses of retirements and retention rates, forecast model based on the workforce demographic dynamics, etc.); and
• a staffing and knowledge transfer strategy to quickly and effectively fill positions that become vacant (creation ahead of time of pools of talented candidates with strong potential where replacements can be found quickly; transition period between employee departure and official assumption of duties by replacement; etc.).

1.2.8 Exit from the agency

Employees who leave the agency are consulted and can express their opinion on the reasons for their departure by means of an "exit questionnaire." The results of these questionnaires are analyzed and used as barometers to improve HR programs.

1.3.1 Positive work environment

Workplace wellness is an integral part of a good employee retention strategy. At Statistics Canada, wellness is embedded in the organizational culture and is firmly supported by senior management and a multitude of volunteers who oversee many special activities, in addition to their work. Among other things, Statistics Canada supports the following principles and activities to create a positive work environment:

• open, transparent communication;
• respectful, inclusive workplace relations;
• support for work–life balance;
• employee opinion surveys and systematic follow-up with corrective measures jointly developed with employee groups;
• recognition of team and individual contributions: annual, individual, team or long-service award (see Section 1.2.4 – Awards and recognition); and
• social activities to build team spirit and a sense of belonging to the agency.

The aim of all of these activities is to ensure that employees feel good at work and that they feel valued and engaged (for more information about employee consultation and engagement mechanisms, see Chapter 2.6 – Internal communications).

There are also other mechanisms that help to enhance workplace wellness. The most important are the Workplace Wellness Committee, the Employee Assistance Program, and the Informal Conflict Management Services.

The Workplace Wellness Committee organizes helpful, relevant activities and events to promote good mental and physical health to employees. The Committee works to highlight employee contributions to Statistics Canada's achievements through a variety of activities, such as Employee Appreciation Day and the annual picnic.

The Health Canada Employee Assistance Program provides consultation services for personal or work-related problems. Through this program, employees and their families have access to

• a 1-800 number available 24 hours a day, 7 days a week where they can seek help;
• short-term counselling and referrals to community resources;
• awareness and information sessions for managers;
• trauma management services; and
• e-counselling.

Health Canada's Informal Conflict Management Services aim to foster a healthy and respectful workplace, and to build a culture that supports conflict resolution through the acquisition of informal conflict management skills and through interventions. The tools, techniques and services of Informal Conflict Management Services help to manage and quickly resolve conflicts in the workplace.

1.3.2 Values and ethics

Statistics Canada is committed to providing a highly ethical culture that fosters an atmosphere of respect and trust within the agency, where employees act responsibly and make value-based decisions daily that inspire public confidence.

The Values and Ethics Program is the responsibility of a senior manager who, as part of their role as champion, devotes themselves to promoting and improving the Values and Ethics Code for the Public Sector. The harassment prevention component plays a support role, offering activities that aim to provide a healthy workplace and to manage difficult situations with sensitivity, diligence and discretion. The agency's solid leadership and legislative framework^{Endnote 1} play a key role in achieving the objectives of this program. Statistics Canada devotes considerable effort to creating a working environment where employees are treated fairly, and it has a vast network of committed employees, managers and supervisors who strive to heighten awareness and promote an inclusive workplace.

1.3.3 Employment equity

Statistics Canada adopted a three-year action plan to ensure that its workforce is representative of the Canadian population and promotes a workplace that values diversity, recognizing its positive impact on achieving the business objectives of the organization. Employment equity is an important aspect in this regard and is taken into consideration at each stage of the recruitment process. Statistics Canada strives to fill gaps in representativeness of women, Aboriginal peoples, visible minority groups and people with disabilities at all hierarchical levels. Strategies have been developed to foster equity in staffing. These include targeted recruitment in certain postsecondary institutions, mandatory analysis of candidate pools at the senior management level (directors and directors general), measures to ensure the representation of employment equity (EE) groups on selection committees, as well as consultations with EE groups to find ways to improve future staffing processes. Discussion groups with the employment equity groups have also been created on several occasions to better understand the barriers that employees in the EE groups face in their career path. These discussion groups have led to concrete actions to bridge these gaps.

1.3.4 Promotion of bilingualism

Since Canada has two official languages, Statistics Canada is committed to providing all employees with a working environment where they can use the official language of their choice, while ensuring that the agency maintains its obligations related to bilingualism and encourages its employees to perfect and maintain their second-language skills. To this end, Statistics Canada raises the awareness of employees of the importance of using both official languages whenever possible when providing services. It also offers ongoing language training, encourages employees to add professional development and use of their second language to their annual learning plans, and offers its employees opportunities to maintain their language skills.