Long descriptions
Reporting to Vice President of SASB:
- Director General, National Client Services
- Director General, Operations
- Integrated Services
Reporting to the Director General, National Client Services:
- National Client Services Directorate
Reporting to the Director General, Operations:
- (at the same functional level) Staffing Operational Support
- Six regional offices: BC and Yukon, Atlantic, Alberta and NWT, Quebec, Central and Southern Ontario and Central Prairies and Nunavut.
From January to March 07: Recruitment of indeterminate and terms over three months was 3 228 which accounted for 17% of recruitment activity for the year.
From April to June 07: Recruitment of indeterminate and terms over three months was 5 711 which accounted for 30% of recruitment activity for the year.
From July to September 07: Recruitment of indeterminate and terms over three months was 5 530 which accounted for 29% of recruitment activity for the year.
From October to December 07: Recruitment of indeterminate and terms over three months was 4 816 which accounted for 25% of recruitment activity for the year.
From January to March 08: Recruitment of indeterminate and terms over three months was 4 361 which accounted for 20% of recruitment activity for the year.
From April to June 08: Recruitment of indeterminate and terms over three months was 6 499 which accounted for 29% of recruitment activity for the year.
From July to September 08: Recruitment of indeterminate and terms over three months was 6 115 which accounted for 28% of recruitment activity for the year.
From October to December 08: Recruitment of indeterminate and terms over three months was 5 168 which accounted for 23% of recruitment activity for the year.
From January to March 09: Recruitment of indeterminate and terms over three months was 4 287 which accounted for 22% of recruitment activity for the year.
From April-June 09: Recruitment of indeterminate and terms over three months was 6 489 which accounted for 33% of recruitment activity for the year.
From July-September 09: Recruitment of indeterminate and terms over three months was 5 763 which accounted for 29% of recruitment activity for the year.
From October to December 09: Recruitment of indeterminate and terms over three months was 3 230 which accounted for 16% of recruitment activity for the year.
« Return to Recruitment of indeterminate and terms over three months
| List of departmental collective processes by ascending cost per hire |
Departmental collective processes by ascending cost per hire |
Cost per hire |
|---|---|---|
| 1 | Agriculture and Agri-Food Canada | $474 |
| 2 | Transport Canada | $909 |
| 3 | Agriculture and Agri-Food Canada | $1 072 |
| 4 | Transport Canada | $1 444 |
| 5 | Agriculture and Agri-Food Canada | $1 964 |
| 6 | Agriculture and Agri-Food Canada | $2 056 |
| 7 | Agriculture and Agri-Food Canada | $2 226 |
| 8 | PPC-led Pools | $2 500 |
| 9 | Public Service Commission (as a department) | $2 585 |
| 10 | Agriculture and Agri-Food Canada | $3 111 |
| 11 | Human Resources and Skills Development Canada | $3 293 |
| 12 | Agriculture and Agri-Food Canada | $3 688 |
| 13 | Transport Canada | $4 492 |
| 14 | Human Resources and Skills Development Canada | $4 709 |
| 15 | Agriculture and Agri-Food Canada | $6 165 |
| 16 | Human Resources and Skills Development Canada | $13 712 |
A logic model is a visual representation that ties together a program’s activities, outputs and outcomes. A performance framework is developed for the logic model.
Activities:
PSC-led Pools activities are divided into four categories: communications and outreach, needs analysis, assessment and service delivery, and program management.
Communications and outreach activities include monitoring internet presence on JOBS.GC.CA, ensuring the program’s compliance with GC policies (GOL, Common Look and Feel, Common Services Policy, etc.), communicating to raise awareness and visibility among hiring managers and job seekers, creating targeted Letter to Heads of HR, fact sheets and marketing material and gathering, analyzing and benchmarking client satisfaction data.
Needs analysis activities include performing environmental scans, conducting needs analysis, carrying out business development.
Assessment and service delivery activities include determining assessment criteria for advertised appointment processes, coordinating logistics of assessments, ensuring security for tests and responses, providing feedback to applicants and candidates and respond to inquiries, assessing candidates against criteria, creating and managing reliable and rigorous databases of candidates and processing client’s requests for candidates.
Program management activities include providing strategic and professional advice on the use of pools, coordinating cost-recovery activities, developing policies, procedures and tools, developing performance measures using business metrics and analyzing efficiencies of current business and effectiveness.
Outputs:
Communications and outreach outputs are identified as advertisements on JOBS.GC.CA, PSC-led Pools’ value contribution targeted to hiring managers and job seekers, communication mechanisms developed to reach clients, analyses of client satisfaction data, promotional activities targeted to job seekers and ongoing communication with job seekers and candidates.
Needs analysis outputs include environmental scans, federal organization’s needs identified, recognized business development opportunities and business case proposals for each pool.
Assessment and service delivery outputs include information to candidates, candidate pools and inventories, and referrals to clients.
Program management outputs include expert advice to clients on assessed pools and turnkey services, client invoices, policies, procedures and tools, reports on business metrics, business Plan that implements lessons learned and integrated pool management plan.
Immediate outcomes:
Communication and outreach outcomes are high quality job seekers apply to program, client and job seeker understanding of program increases, clients and job seekers increasingly use program and candidate drop out rates decrease.
Needs analysis outcomes is the PSC understanding and awareness of client’s business and correspondent needs increases.
Assessment and service delivery outcomes are that federal organizations use an existing source of centralized, relevant, effective and efficient government-wide expertise on candidate Pools and that assessed candidates are available for referrals.
Program management outcomes are that costs are recovered from clients, client HR Plans integrate PSC-led Pools, business processes are continuously improving and strategic decision making has a systematic business focus.
Intermediate outcomes:
Communications and outreach and needs analysis intermediate outcomes include that the public service is branded to applicants as an employer of choice, the program is a locus of change and modernization in the public service, tighter relationships with hiring managers and job seekers create better responses to their needs and program is viewed as the process of choice by federal organizations.
Assessment and service delivery and program management intermediate outcomes include centralized staffing processes are focused on public service renewal and support the objectives of the Government of Canada, program becomes a trusted partner and knowledge broker in delivering quality referrals and federal organizations are supported in their management of human resources for the delivery of their programs and services.
Ultimate outcome:
The ultimate outcome of PSC-led Pools is that they contribute to PSC’s role in ensuring a highly competent, non-partisan and representative public service, able to provide service in both official languages, in which appointments are based on the values of integrity, fairness, respect and transparency.