ARCHIVED - Staffing Management Accountability Framework Indicators

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Small, Medium and Large Organizations 2011-2012 Cycle

Intended Effects: Progress with Key Success Factors

Delegation of Staffing to Deputy Heads

DEL-1: Mechanisms in place to ensure that sub-delegated managers comply with their sub-delegated authoritiesFootnote 1 
DEL-2: Staffing Management Framework ensures monitoring of key staffing areas
DEL-3: Appointment policies are currentFootnote 1 

Planning for Staffing and Monitoring of Results

PLN-1: Staffing strategies support organizational staffing priorities and align with current and future needs 
PLN-2: Extent to which expected results for staffing are assessed; adjustments made as requiredFootnote 1 

Organizational Human Resources Support

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 
SUP-3: Participation in continuous learning by staffing advisorsFootnote 1 

Organizational Accountability for Results

OAR-1: Staffing performance deficiencies identified in feedback from the PSC are corrected in a timely fashion

Intended Effects: Improved Outcomes

Results: Flexibility and Efficiency

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

Results: Effectiveness and Adherence to Staffing Values

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


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
MER-5: Investigations into staffing: a) PSC; b) In-house 
MER-6: Candidates’ perceptions on whether the people hired in the work unit can do the job


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


REP-1: Staffing-related provisions or initiatives to increase representativeness


ACC-1: Percentage of external appointments that are non-advertised: a) non-EX group; b) EX group
ACC-2: Percentage of internal appointments that are non-advertised: a) non-EX group; b) EX group


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
FAIR-5: Priority entitlements in staffing are respectedFootnote 2 
[Note: PSC data (i.e. from PIMS) would be used to assess organizations]


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

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