Our continued efforts in maintaining and improving our current pay system and operations were required for the administration of pay and to reduce the number of outstanding transactions.

• Reduce net backlog by 49,000 cases (achieved 63% of target)
  In April 2024, the Pay Centre estimated that 112,000 cases will be processed this fiscal year as part of the dedicated backlog commitment, in preparation for the Dayforce pilot and as part of the normal course of pay processing. To ensure we meet this goal, as we work towards resolving all outstanding cases over a year old, we have assigned more than 200 compensation advisors on backlog reduction efforts specifically. However, we do not have control over intake which has historically increased year over year. In 2023, intake was 16% higher than in 2022, 38% higher than in 2021, and 66% higher than in 2020. Because of this, there is a risk that additional cases may enter the backlog. Therefore, we are forecasting a net backlog reduction of approximately 49,000 cases in 2024-2025. Consult our Public Service Pay Centre dashboard for the overall number of cases ready to be processed at the Pay Centre.
  • Results: We reduced the backlog by 30,646 cases (63% of target) - the first net reduction since March 2021. While intake in 2024-2025 dropped by 11% compared to the previous fiscal year, a larger proportion of 2023–2024 cases (when intake peaked) aged into the backlog than anticipated. This meant that for every backlog case being processed, more were aging into the backlog, resulting in falling short of our target. We’ve set new targets for the next phase, including any remaining backlog cases from this fiscal year.
• Process 19,000 backlog cases with financial impact (achieved 88% of target)
  A total of nearly 19,000 backlog cases deemed likely to have an important financial impact on employees will be prioritized for processing. These older cases include high-complexity work types that require more time to process.
  • Results: A total of 16,633 priority cases with financial impact were processed. While we didn’t meet our estimated target for fiscal year 2024-2025, the progress made represents a significant step forward. Building on this momentum, we’ve set new targets for the next phase, including any remaining backlog cases from this fiscal year.
• Eliminate Shared Services Canada (SSC)’s 12,000 priority and backlog cases (achieved 88% of target)
  Shared Services Canada (SSC) will be further testing the Dayforce HR and pay solution. To support this testing, Public Services and Procurement Canada (PSPC) committed to process the 12,000 outstanding pay cases that Shared Services Canada employees had on April 11, 2024. As a result, SSC will have no pay cases older than 1 year old as of April 2025. Our goal is to process all of these cases by March 2025.
  • Results: 10,616 of SSC’s priority and backlog cases were eliminated. Although we didn’t meet the overall target by March 31, 2025, as of June 2025, this target is now 93% closed. We expect to reach 100% by September 2025.
• Process 81,000 backlog cases during routine processing (achieved 95% of target)
  In addition to the backlog reduction commitment, the Pay Centre estimated that an additional 81,000 backlog cases will be processed as part of associated cases for the backlog commitment or as part of normal course of business.
  • Results: 77,014 backlog cases were processed during routine processing. Although we didn’t meet the overall target by March 31, 2025, this target was met on April 10, 2025. Building on this momentum, we’ve set new targets for the next phase.
• Introduce 7 new HR and pay measures (Unified Actions for Pay) (achieved 57% of target)
  The Office of the Chief Human Resources Officer (TBS-OCHRO) and PSPC have introduced new mandatory measures to reinforce the best HR & pay practices, including increasing the reliability and consistency of HR data. These measures are intended to improve pay outcomes for employees and help prepare for the future of HR and pay. The 7 measures include:
  1. Requiring Pay Centre client departments (including agencies) to maximize the use of Phoenix self-serve functions
  2. Aligning core employee information in departmental HR systems to pre-defined standards
  3. Hiring new term employees for at least seven months, if an extension is anticipated
  4. Having predetermined HR actions take effect the day after a pay day
  5. Applying TBS-OCHRO guidance of what constitutes substantially performing the duties of an executive (EX) position for non-EX employees
  6. Updating and maintaining employee email address and home address in departmental systems
  7. Implementing notifications in HR and pay applications
  • Results: We launched the first 4 of 7 measures for Unified Actions for Pay in fiscal year 2024-2025 (57% of target). Implementation was staggered to allow for proper sequencing and feedback from early adopters before launching the remaining measures. Since then, measures 5 and 6 were introduced in May, 2025 – with the final measure (measure 7) to come on June 30, 2025.
• Onboard 9 new departments to MyGCHR as the interim Government of Canada HR system (achieved 100% of target)
  There are currently 30 different HR systems used across the Government of Canada. In July 2024, TBS-OCHRO declared MyGCHR the interim enterprise standard for core HR management systems until a next generation HR and pay solution is ready for adoption by departments and agencies. In 2024-2025, we will onboard 9 new departments to MyGCHR, with more committed to be onboarded over the next few years.
  • Results: This commitment was met.