Human Resources Management
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Table of contents
- Defining the Activity
- Relationship to Other GVT
- Business Processes
- Retention
- Business Value and Retention Recommendations
How to use this tool
- This tool is designed for IM specialists to use with relevant business areas when identifying information resources of business value (IRBV) and retention specifications.
- The IRBV and retention specifications contained in this document are recommendations only and should be customized to apply in each institutional context. The complete document should be read before using any recommendations.
- This Generic Valuation Tool does not provide Government of Canada institutions with the authority to dispose of information. Generic Valuation Tools (GVT) are not Records Disposition Authorities (RDA) and do not replace the Multi-Institutional Disposition Authorities (MIDA).
Validation:The business processes and IRBV of this tool have been validated by the Human Resources Communities of Practice (HRCoPs Hub) in late November and early December of 2011. The HRCoPs Hub is run through the Human Resources Council and is composed of the heads of human resources across the Government of Canada.
Defining the Activity
Human Resources Management (HRM) Services are identified at the sub-sub- activity level of the Treasury Board Secretariat’s (TBS) Internal Services Profile as part of the Resource Management sub-activity.
HRM Services involve activities that support the management of employees in the Public Service, such as the organizational design and planning of human resources; onboarding and offboarding of personnel; promotions and movements in, out, or within the organization; and workforce management.
HRM Services are prescribed through a number of legislative, regulatory and policy instruments including the Public Service Modernization Act and the Public Service Employment Act, which are the key pieces of legislation establishing the federal public service. Legislation and policy instruments also exist to ensure transparency and accountability in HRM Services across the Government of Canada (GC), Footnote1 protect the rights of public servants, Footnote2 and promote development and training. Footnote3
The employee, or personnel file, documents the record of service of each individual employed by the federal government. This GVT cannot be used to determine business value, enduring value and retention specifications of military personnel and police forces, since these are subject to different legislation and policies. Footnote4 Human resources services affecting military personnel and police forces would not be considered to form part of the TBS Internal Services Profile, since they address special forces and not public servants. However, the Department of National Defence and the Royal Canadian Mounted Police may use this tool with respect to human resources services addressing their civilian personnel.
Also excluded are any other institutions that are not subject to the legislation and policies described above and do not report to TBS on their HRM Services, including the Communications Security Establishment (CSE) and the Canadian Security and Intelligence Service (CSIS). CSIS does not publicly report on its plans and priorities because of national security concerns. While CSE does prepare a PAA, TBS does not assess its HRM Services. Since TBS does not consider the human resources performed by these institutions to be part of the Internal Services Profile, they are excluded from the scope of this GVT.
Relationship to Other GVT
Business processes and activities often overlap. When the IRBV from an activity is identified in another GVT, there is a note in the table of IRBV and retention recommendations (below) to direct the user to the proper tool.
Management and Oversight: Information resources concerning planning, policies, standards, guidelines, program and service management, project management, risk management, performance reporting, audit, and evaluation.
Business Processes
HRM business processes are defined according to the Common Human Resources Business Process (CHRBP), a recommended project launched by the Office of the Chief Human Resources Officer (OCHRO) as part of the Public Service Action Plan Footnote5 to standardize and redefine the way human resources business is conducted across the GC. These processes are the result of two years of extensive collaboration between hundreds of subject-matter experts across the public service to define a common way of delivering HRM Services. Footnote6
These business processes are meant to depict all activities and tasks of the HRM business process, which are consistent with the seven activities defined in the Internal Services Profile. Footnote7
HRM Services is divided into seven service groupings. The CHRBP defines them as follows:
1. Human Resources Planning, Work and Organization Design and Reporting
“the set of processes by which managers identify the different factors influencing the delivery of the services, programs and business priorities of their organization and the implications for workforce requirements…Management assesses the current workforce, the labour market and the short and long term HRM needs related to their organization structure, employee skills and competencies, and identifies critical positions. A current and future human resources gap analysis is done, and workplace and workforce plans are developed to address the gaps and support the achievement of broader organizational objectives. Management is then able to review and measure results and progress for their organization against their annual plans. Annual plans, including organization design, are revised and updated throughout the annual business cycle. This process runs parallel to broader integrated planning activities and contains several check-points to ensure alignment with broader organizational planning.” Footnote8
2. Job and Position Management
“the set of processes and activities through which business/work requirements are ‘translated’ into work descriptions and where jobs and positions are established and maintained. This includes documenting and evaluating new work descriptions (where no existing work description (generic or otherwise) is available/appropriate), documenting job and position attributes (e.g., security requirements, language requirements, location of work, tenure: term/indeterminate, etc.) and creating, updating and inactivating/re-activating positions as required by business requirements and driven from the HRM planning process and the organizational design. The scope of this process includes not only responding to new work requirements but also undertaking reclassification and responding to classification grievances that are initiated in the Workplace Management process. This process also includes the identification of a position as an essential service and excluded, and the corresponding review with unions, in addition to assigning the relevant National Occupation Classification and competency requirements.” Footnote9
3. Staffing and Employee Integration
“the set of processes by which people are matched to work. This includes looking for people (internal and external applicants), assessing candidates, selecting, appointing, enrolling, orienting and putting them to work (onboarding and return from leave). It includes the management of priorities and the process in which employees are enrolled in pay and benefits and integrated into the workplace with a workplace assigned, and the related business equipment needed to perform their work.” Footnote10
4. Total Compensation
“the set of processes and activities through which an employee’s compensation (including adjustments, overtime, acting pay, etc.) is processed and transmitted to the pay service provider, and the leave transactions (e.g., maternity and parental, long-term disability, adoption, sick, vacation and compensatory leave, without pay, with income averaging, pre-retirement transition and self-funded leave) are prepared for transmission to the pay service provider.” Footnote11
5. Employee Performance, Learning, Development and Recognition
“the set of processes through which HRM, employees and managers establish learning requirements, develop and deliver learning solutions events, set performance objectives, conduct performance assessments, and develop learning/development plans, monitor progress against them, and employees undertake learning and development courses and/or developmental programs, and are formally and informally recognized and rewarded for their performance. This process involves integrating organizational (corporate) and work-specific objectives with the career and learning aspirations of the individual to build a career and learning plan. This includes considering a diverse range of inputs including mandatory government-wide and departmental learning requirements, job, position and/or occupational specific mandatory requirements (including official languages training, certification training), as well as professional or career development needs (apprenticeship programs, CAP program, etc.). This process involves establishing performance expectations/objectives and measuring employee performance against those expectations/objectives. This process also includes the management of formal and informal employee recognition programs and involves the nomination, review of nominees and the distribution of awards. In addition, capturing and maintaining employee performance and learning data and competencies is part of this process.” Footnote12
6. Permanent and Temporary Separation
“the set of processes associated with an employee’s temporary or permanent departure from either a department within the public service or the public service as a whole. Separation can be voluntary (e.g., transfer to another department, maternity/parental leave, retirement, educational leave, leave with or without pay) or involuntary (e.g., termination, death). This includes the request and approval of separation, if voluntary, or the notification of separation, if involuntary. The process also includes the processing of documentation and calculations related to final payment (e.g., vacation leave, death benefit, severance payment), if a permanent separation, preparing the Record of Employment, conducting exit interviews, undertaking the recovery/transfer of security passes and assets, informing employees of any post-employment restrictions/requirements (e.g., confidentiality post-employment), and informing PWGSC Superannuation of the separation date. For a transfer from one department to another, this process would include preparing and sending the employee record (electronic, if possible, and paper record) to the receiving department.” Footnote13
7. Workplace Management
“ the set of processes through which the work and the workplace are managed. This includes decisions on workforce scheduling (shift, overtime, and leave), managing return to work situations (gradual or full-time), managing (and capturing) employee information (emergency contact information, name, address and marital status, work location, etc.) and administering workforce change, which includes any Work Force Adjustment-related changes. “This process also involves managing the workplace which includes providing a safe and healthy workplace (operational health and safety, and wellness) and addressing worker requirements including modified work arrangements (Duty to Accommodate). This process includes all activities related to managing redress, including complaints, grievances (both language requirements and classification) and recourse (staffing) including both formal and informal methods/approaches as well as managing disciplinary situations. Decisions and actions are guided by the terms and conditions of employment, collective agreements and relevant statutes and legislation related to the workplace in addition to the values and ethics of the public service. Results of union-management consultation (while not specifically a process) would inform and guide decisions related to the workplace.” Footnote14
Retention
Recommended retention specifications in GVTs are determined based on traditional or best practices, a review of government-wide legislation and policy, and validation with subject matter experts. Retention periods are suggestions only; departments must take into account their own legislative requirements and business needs.
Retention specifications for Organization Design, Human Resources Planning, and Reporting were determined by prescriptions made in the Employment Equity Regulations.
Retention specifications for Total Compensation were determined by prescriptions made in the Canada Labour Code and the Canada Labour Standards Regulations.
Retention specifications for Employee Performance, Learning, Development, and Recognition were determined by prescriptions made in the Occupational Health and Safety Directive.
Retention specifications for Workplace Management were determined by prescriptions made in the Canada Occupational Health and Safety Regulations, Collective Agreements, and the Public Service Labour Relations Act.
Special attention should be given to personnel files, since GC institutions often maintain separate employee files for different activities (e.g., linguistic status, performance evaluation, conflict of interest, etc.). The TBS publication Info Source: Sources of Federal Government and Employee Information provides guidance on the information holdings of GC institutions subject to the Access to Information Act and the Privacy Act.
The Employment Equity Regulations state in section 12(2), that the following information resources must be kept for a period of two years after the period covered by the employment equity plan: a copy of the workforce survey questionnaire that was provided to the employees and any other information used by the employer in conducting its workforce analysis; the summary of the results of the workforce analysis; a description of the activities undertaken by the employer in conducting its employment systems review; the employer’s employment equity plan; a record of the employer’s monitoring of the implementation of its employment equity plan; and a record of activities undertaken by the employer and information provided to employees as required by section 14 of the Employment Equity Act.
Information resources documenting individual cases of the Value and Ethics Code for the Public Service should be retained two years following the duration of employment by the institution to which the certification document and confidential report were submitted. Furthermore, staffing process requests, competition posters and candidate applications should be retained for two years following either the expiry of the eligibility list for a staffing action, or after the last administrative action, according to which is later.
According to Part III, section 252.(2) of the Canada Labour Code, every employer must retain the records required to be kept by regulations made in section 264.(a) documenting wages, vacations, holidays and overtime of employees for a period of thirty-six months after work is performed.
Section 24.(1) of the Canada Labour Standards Regulations prescribes that information resources showing the date of commencement and date of termination of employment must be kept for a period of at least thirty-six months after the date of termination of employment.
According to section 24.(4) of the Canada Labour Standards Regulations, every employer must keep a record of the following information for a period of at least three years following the expiration of the employer’s obligation under section 239.1(3) of the Canada Labour Code: detailed reasons for an employee’s absence due to work-related illness or injury; a copy of any certificate of a qualified medical practitioner indicating that the employee is fit to return to work; and the date the employee returned to work, or a copy of any notification from the employer to the employee and any trade union representing the employee that return to work was not reasonably practical and the reasons why it was not.
Leave forms should be retained for two years following the expiry of the fiscal year. Though the annual record of attendance and leave may be attached to the employee personnel file, leave forms should be filed separately.
Section 11.2.3 of the Occupational Health and Safety Directive states that records of all instruction and training provided on hazard investigation must be maintained for a period of thirty years after the date on which it was given.
Section 16.6.4 of the Occupational Health and Safety Directive states that information resources of the training required by section 16.6 (in relation to motor vehicles) be kept for as long as the employee remains in the department’s employment.
According to section 18.2.2 of the Occupational Health and Safety Directive, information resources of every illness or injury that required first-aid treatment must be maintained at each place of employment for ten years following the treatment.
Information resources documenting occupational safety and health training relating to dangerous substances should be retained for two years from the time when the employee ceases to handle or be exposed to the hazardous substance, or two years following the installation, operation, maintenance or repair of materials used to transfer the dangerous substance.
According to section 12(1) of the Employment Equity Regulations, with respect to terminated employees, information resources documenting each employee’s designated group membership, occupational group classification, salary and salary increases, and promotions must be retained for two years after the date of their termination.
Retention specifications are provided in Collective Agreements, section 17.05, which states that any document or written statement related to disciplinary action, which may have been placed on an employee personnel file must be destroyed once two years have elapsed since the disciplinary action was taken, provided that no further disciplinary action has been recorded in the interim. In cases where a disciplinary action has been rescinded, the onus is on the employer to ensure that the documentation of the action concerned is immediately destroyed.
According to section 116 of the Public Service Labour Relations Act, a collective agreement is deemed to have effect for one year, unless a longer period is specified in the agreement.
Information resources documenting classification grievances should be retained for three years following the date of the resolution or the date of decision by the Public Service Labour Relations Board.
For information resources created in support of the monitoring of accidents, injuries and/or illness, institutions should consult Part II of the Canada Labour Code and the Occupational Health and Safety Regulations and TBS policy instruments dealing with occupational health and safety prior to the destruction of any inspection, investigation and testing reports. Where there are inconsistencies between these documents, the longest retention specification should be used. Where retention specifications have not been provided, legal counsel should be consulted prior to the destruction of these information resources.
Business Value and Retention Recommendations
Note: Documentation of substantive opinions extends to substantive drafts where information is not captured in later versions—in cases where changes reflect substantive, content-based modifications rather than simple editorial alterations.
1. Organizational Design, Human Resources Planning and Reporting
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Assess human resources implications of business requirements |
Documentation of decisions or substantive opinions leading to and including: |
5 years after study/survey has ended or system has been implemented, based on a recommendation arising from the Common Human Resources Business Process (CHRBP) |
|
Develop workforce and workplace plans |
Documentation of decisions or substantive opinions leading to and including: |
5 years after system has been implemented, based on a recommendation arising from the CHRBP |
|
Conduct organizational designs |
Documentation of decisions or substantive opinions leading to and including: |
5 years after system has been implemented, based on traditional practice, except: |
|
Monitor and report |
Documentation of decisions or substantive opinions leading to and including: |
5 years after last administrative action, based on a recommendation arising from the CHRBP |
2. Job and Position Management
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Select and assess pre-classified work descriptions |
Documentation of decisions or substantive opinions leading to and including: |
2 years after the last position linked to this job type has been: |
|
Develop job (work) descriptions |
Documentation of decisions or substantive opinions leading to and including: |
2 years after the last position linked to this job type has been: |
|
Classify work descriptions |
Documentation of decisions or substantive opinions leading to and including classification rationales, including: |
2 years after the last position linked to this job type has been: |
|
Authorize classification |
Documentation of decisions or substantive opinions leading to and including classification packages, including: |
2 years after the position has been left vacant, based on a recommendation arising from the CHRBP |
|
Define and maintain position information |
Documentation of decisions or substantive opinions leading to and including classification packages, including: |
2 years after the position has been left vacant, based on a recommendation arising from the CHRBP |
3. Staffing and Employee Integration
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Confirm resourcing approach |
Documentation of decisions or substantive opinions leading to and including staffing packages, including: |
5 years after staffing action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Attract applicant(s) |
Documentation of decisions or substantive opinions leading to and including position advertising and advertisements, including: |
5 years after staffing action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see Appointment Delegation and Accountability Instrument– Conditions of Delegation) |
|
Assess applicant(s) / |
Documentation of decisions or substantive opinions leading to and including unsolicited résumés not considered when staffing a position. |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Assess applicant(s) / |
Documentation of decisions or substantive opinions leading to and including screening out applicant(s), including: |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Assess applicant(s) / |
Documentation of decisions or substantive opinions leading to and including data, results and decisions, including: |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Select candidate(s) |
Documentation of decisions or substantive opinions leading to and including selection actions, including: |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see the Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Select candidate(s) – not selecting actions |
Documentation of decisions or substantive opinions leading to and including not selecting candidate(s), including: |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act– conditions of delegation instrument requirements (see the Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Select candidate(s)—candidate packages |
Documentation of decisions or substantive opinions leading to and including candidate(s) package(s), including: |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act – conditions of delegation instrument requirements (see the Appointment Delegation and Accountability Instrument – Conditions of Delegation) |
|
Select candidate(s)— make offer of employment |
Documentation of decisions or substantive opinions leading to and including offers of employment and employment packages, including: |
5 years after assessment action completed or abandoned, based on a blanket application of Public Service Employment Act – conditions of delegation instrument requirements (see the Appointment Delegation and Accountability Instrument – Conditions of Delegation), except: |
|
Document and integrate employee(s) |
Documentation of decisions or substantive opinions leading to and including employee-specific integration actions, including: |
2 years after last administrative action, based on |
4. Total Compensation
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Maintain employee compensation information |
Employee-specific data including correspondence documenting decisions or substantive opinions concerning: |
Duration of employment plus 2 years, based on Privacy Regulations, s. 4, except: 3 years after date of leave – leave applications, based on Canada Labour Standards Regulations, s. 24.(2) 3 years after work performed – records of income averaging, based on Canada Labour Standards Regulations, s. 24.(2) until employee reaches 80 years of age (provided that 2 years have elapsed since the last administrative action) where resource relates to, for example, salary, pension, and has been placed on the employee HR file, based on traditional practice. |
|
Administer pay |
Pay lists |
3 years after date of resource, based on Canada Labour Standards Regulations, s. 24.(2) |
|
Administer pay |
Employee-specific pay actions including correspondence documenting decisions or substantive opinions concerning: |
Duration of employment plus 2 years, based on Privacy Regulations, s. 4, except: 3 years after date of leave – leave applications (includes medical certificates), based on Canada Labour Standards Regulations, s. 24.(2) until employee reaches 80 years of age (provided that 2 years have elapsed since the last administrative action) where resource relates to, for example, salary, pension, and has been placed on the employee HR file, based on traditional practice. |
5. Employee Performance, Learning, Development and Recognition
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Address unit learning requirements |
Documentation of decisions or substantive opinions leading to and including event-specific learning actions, including: Note: see also the common business process: Managing employee learning and development. |
2 years after event completed or abandoned – information resources (IR) that do not contain personal information, based on traditional practice 2 years after last administrative action – IR that contain personal information, based on Privacy Regulations, s. 4, except:
|
|
Develop performance agreements |
Documentation of decisions or substantive opinions regarding employee performance, including: |
2 years after event completed or abandoned – IR that do not contain personal information, based on traditional practice 5 years after last administrative action – employee- specific documentation, based on 1998 directive from former National Archivist, Jean-Pierre Wallot, following a proposal from the TBS Personnel Policy Branch |
|
Manage employee performance |
Documentation of decisions or substantive opinions regarding employee- specific performance, including: |
5 years after last administrative action – employee- specific documentation, based on 1998 directive from former National Archivist, Jean-Pierre Wallot, following a proposal from the TBS Personnel Policy Branch |
|
Manage employee learning and development |
Documentation of decisions or substantive opinions regarding event-specific learning actions, including: |
2 years after last administrative action based on traditional practice and Privacy Regulations, s. 4, except: 3 years after training – first-aid certificates, based on traditional practice 2 years after the date instruction or training is provided to emergency wardens, deputy emergency wardens and monitors based on COHS Regulations, s. 17.8(2) duration of employment – records of training in motor vehicle operation, based on the NJC OHS Directive, s. 16.6.4 until employee reaches 80 years of age (provided that 2 years have elapsed since the last administrative action) – where resource relates to, for example, language examination, exemption and training, participation and achievement in other training events, and has been placed on the employee HR file, based on traditional practice. |
|
Manage employee learning and development – dangerous situations |
signed records on the information, instruction and training that each employee is provided with |
2 years after the day on which an employee ceases to perform an activity that has a risk of work place violence associated with it –based on COHS Regulations, s. 20.10(5) 2 years after the day on which the employee ceases to be exposed to a hazard based on COHS Regulations, s. 10.15 and 19.6(5), 30 years after training event – training in hazard investigation, based on the NJC OHS Directive, s. 11.2.3 |
|
Manage employee recognition |
Documentation of decisions or substantive opinions regarding awards/recognitions, including: |
2 years after last administrative action – IR that do not contain personal information, based on traditional practice, except: 6 years after end of fiscal year – financial data, based on traditional practice 2 years after last administrative action – IR that contain personal information, based on Privacy Regulations, s. 4, except: 3 years after last administrative action – records of individual decorations, medals, investiture and outstanding achievement awards, based on traditional practice 15 years after last administrative action – records of precedent-setting cases, based on traditional practice |
6. Permanent and Temporary Separation
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Manage permanent separation |
Documentation of decisions or substantive opinions regarding employee- specific actions, including: |
2 years after last administrative action – IR that contain personal information, based on Privacy Regulations, s. 4, except: until employee reaches 80 years of age (provided that 2 years have elapsed since the last administrative action) where resource relates to, for example, salary, pension, and has been placed on the employee HR file, based on traditional practice. |
|
Process temporary separation |
Documentation of decisions or substantive opinions regarding employee- specific actions, including: |
2 years after last administrative action – IR that contain personal information, based on Privacy Regulations, s. 4, except: until employee reaches 80 years of age (provided that 2 years have elapsed since the last administrative action) where resource relates to, for example, salary, pension, and has been placed on the employee HR file, based on traditional practice. |
7. Workplace Management
| Business Processes | Recommendations: Information Resources of Business Value (IRBVs) | Recommendations: Retention Period |
|---|---|---|
|
Manage grievances (case-specific) |
Documentation of decisions or substantive opinions regarding case-specific grievances, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage grievances (individual) |
Documentation of decisions or substantive opinions regarding individual grievance packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage grievances (group) |
Documentation of decisions or substantive opinions regarding group grievance packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage grievances (policy) |
Documentation of decisions or substantive opinions regarding policy grievance packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage grievances (post-decision classification) |
Documentation of decisions or substantive opinions regarding post decision classification grievance packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage complaints (case-specific) |
Documentation of decisions or substantive opinions regarding case-specific complaints, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage complaints (harassment) |
Documentation of decisions or substantive opinions regarding harassment complaint packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage complaints (Public Service Staffing Tribunal) |
Documentation of decisions or substantive opinions regarding Public Service Staffing Tribunal complaint packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of resolution or date of decision by the Public Service Labour Relations Board – grievances, appeals, adjudications, based on traditional practice |
|
Manage employee discipline |
Documentation of decisions or substantive opinions regarding disciplinary actions, including: Documentation of decisions or substantive opinions regarding discipline information packages, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: where retention is specified by collective agreement |
|
Manage workforce scheduling |
Documentation of decisions or substantive opinions regarding workforce schedules, including: |
2 years after last administrative action, based on Privacy Regulations, s. 4, except: 3 years after date of leave – leave applications (including medical certificates), based on Canada Labour Standards Regulations, s. 24.(2)(h) 3 years after work performed – posted notices of modified work schedule for employees not subject to collective agreements, based on Canada Labour Standards Regulations, s. 24.(2)(n) |
|
Manage occupational health and safety |
minutes of health and safety policy committees |
2 years from the date on which the policy meeting was held based on the Safety and Health Committees and Representatives Regulations, s. 9. (4) and NJC OHS Directive, s. 20.9.4 |
|
annual reports of accidents, instances of occupational disease and other hazardous occurrences |
10 years after the day on which the reports are made, based on COHS Regulations, s. 15.11 |
|
|
findings of reviews of work place violence prevention measures |
3 years after reviews conducted, based on COHS Regulations, s. 20.7 |
|
|
reports of evaluations of a hazard prevention program |
6 years after the date of the report, based on COHS Regulations, s. 19.8(2) |
|
|
Manage occupational health and safety incidents |
Documentation of decisions or substantive opinions regarding occupational health and safety events, including: |
2 years after last administrative action based on traditional practice and Privacy Regulations, s.4 |
|
Manage occupational health and safety incidents – air quality |
records of indoor air quality complaints and investigations |
5 years after last administrative action, based on COHS Regulations, s. 2.27(7) |
|
Manage occupational health and safety incidents – noise hazards |
reports of investigations into noise hazards |
10 years after the date of the report, based on COHS Regulations, s. 7.3 |
|
Manage occupational health and safety incidents – injuries or illness |
records of injuries or illnesses requiring first aid |
10 years following treatment, based on the NJC OHS Directive, s. 18.2.2 |
|
Manage occupational health and safety incidents – hazardous occurrence |
reports of details following a hazardous occurrence |
10 years based on COHS Regulations, s. 15.11 |
|
Manage occupational health and safety incidents – exposure to hazardous substances |
reports of investigations into exposure to hazardous substances and records of any related medical examinations |
30 years after the report is presented, based on COHS Regulations, s. 10.6, 10.7(4) |
|
Manage modified work arrangements |
Documentation of decisions or substantive opinions regarding case-specific modified work arrangements, including: |
Duration of employment plus 2 years, based on traditional practice, except: |
|
Manage continuous employment (including workforce adjustments) |
Documentation of decisions or substantive opinions regarding case-specific workforce adjustments, including:
|
Duration of employment plus 2 years, based on traditional practice, except: |
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