MAF 2016 to 2017 people management methodology

2. What does the department or agency do to foster a diverse and inclusive workplace?

   • Mandate training for employees on diversity and inclusion and/or on cultural awareness
   • Hold department-wide activities such as workshops, information sessions or group discussions
   • Appoint a champion for diversity and inclusion in the workplace
   • Recruitment strategies targeted at designated employment equity groups
   • Diversity and Inclusion are included in organizational HR strategic plans

   Rationale: 

   To provide an indication of the efforts of departments and agencies to create and sustain a diverse and inclusive workplace.

Departments and agencies must take actions to create and sustain a diverse and inclusive workforce.

In all Ministerial mandate letters.

Departmental Ask: 

Departments or agencies to submit evidence that best exemplify their selection (one (1) piece of evidence per selection).

Maximum of four (5) pieces of evidence.

• Management Practice
  • Practice

3. What are the proportions of representation, recruitment, promotion, and turnover for women in your department or agency?

   • 3.1

     Representation of women

   • 3.2

     Recruitment of women

   • 3.3

     Promotion of women

   • 3.4

     Turnover of women

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

• Management Performance
  • Performance Indicator

4. What are the proportions of representation, recruitment, promotion, and turnover for Aboriginal Peoples in your department or agency?

   • 4.1

     Representation of Aboriginal Peoples

   • 4.2

     Recruitment of Aboriginal Peoples

   • 4.3

     Promotion of Aboriginal Peoples

   • 4.4

     Turnover of Aboriginal Peoples

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

• Management Performance
  • Performance Indicator

5. What are the proportions of representation, recruitment, promotion, and turnover for Persons with Disabilities in your department or agency?

   • 5.1

     Representation of Persons with Disabilities

   • 5.2

     Recruitment of Persons with Disabilities

   • 5.3

     Promotion of Persons with Disabilities

   • 5.4

     Turnover of Persons with Disabilities

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

6. What are the proportions of representation, recruitment, promotion, and turnover for Visible Minorities in your department or agency?

   • 6.1

     Representation of Visible Minorities

   • 6.2

     Recruitment of Visible Minorities

   • 6.3

     Promotion of Visible Minorities

   • 6.4

     Turnover of Visible Minorities

See interpretation in grey section above

Employment Equity Act and the Policy on Employment Equity

Incumbent Data File and Employment Equity Data Bank

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

7. What does the department or agency do to foster a respectful workplace?

   • Conduct department-wide activities such as workshops, information sessions or group discussions
   • Offer leadership training to develop accountability and foster an ethical culture
   • Mandate training for employees on harassment prevention and /or respectful communication
   • Ensure easily accessible mechanisms for reporting and resolving incidents of harassment or discrimination

   Rationale: 

   To provide an indicator of the extent to which departments and agencies meet the requirement of the Policy on Harassment Prevention and Resolution to ensure that preventive activities are in place to foster a harassment-free workplace and address potential situations of harassment.

Departments should foster a respectful workplace free of harassment and discrimination by ensuring that preventive activities are in place.

It is expected that employees have been given ample opportunity to learn about harassment prevention strategies, the harassment complaint process and their right to a harassment free workplace

Policy on Harassment Prevention and Resolution (refer to section 5.2 and 6.1)

Identified as a priority in the Twenty-Third Annual Report to the Prime Minister on the Public Service of Canada.

Departmental Ask: 

Departments or agencies to submit evidence that best exemplify their selection (one (1) piece of evidence per selection).

Maximum of 4 pieces of evidence.

Examples of expected evidence: 

Selection 1: Workshop/information session/group discussion outline, invitation, agenda, guide, manual, screenshot of department intranet page.

Selection 2: Training guide, invitation, screenshot of department intranet page.

Selection 3: Course/workshop outline or description, screenshot of department intranet webpage highlighting mandatory training on harassment prevention and/or respectful communication (note: evidence must specify that this is mandatory in the department)

Selection 4: Screenshot from the departmental intranet, email communication to employees outlining mechanisms available, copies of presentations.

• Management Practice
  • Practice

8. Do the linguistic profiles of bilingual positions reflect the duties of employees or their work units as well as the obligations with respect to service to the public and language of work?

   Results will be displayed as: Nearly always (in 90% or more of cases); very often (between 70% and 89% of cases); often (between 50% and 69% of cases); sometimes (between 25% and 49% of cases); almost never (in less than 25% of cases); not applicable(does not apply to your institution)

   Rationale: 

   This question addresses the need to have the right people with the right linguistic competencies, to provide services to the public and/or supervision to employees “in full compliance with the Official Languages Act,” in line with the President’s top priorities in his mandate letter. This question would also address in part concerns raised by the Commissioner of Official Languages (in his last annual report and in investigations) related to an increase in complaints related to S. 91 of the Official Languages Act.

Organizations are expected to comply with the Policy on Official Languages.

Directive on Official Languages for People Management, Requirement 6.2 and 6.3

2015-16 Annual Review on Official Languages

No evidence is to be submitted for this measure

• Management Practice
  • Policy Compliance

9. Official languages in bilingual offices.

   • 9.1

     When the office is designated bilingual, do oral communications occur in the official language chosen by the public?

   • 9.2

     When the office is designated bilingual, do written communications occur in the official language chosen by the public?

   Responses will be displayed as: Nearly always (in 90% or more of cases); very often (between 70% and 89% of cases); often (between 50% and 69% of cases); sometimes (between 25% and 49% of cases); almost never (in less than 25% of cases); not applicable (does not apply to your institution).

   Rationale: 

   This question would address one of the TB President’s top priorities, which is to “ensure that all federal services are delivered in full compliance with the Official Languages Act.”

Organizations are expected to comply with the Policy on Official Languages and the Directive on Official Languages for Communications and Services.

Policy on Official Languages, Requirement 6.2 and Directive on Official Languages for Communications and Services

2015-16 Review on Official Languages –

No evidence is to be submitted for this measure

• Management Practice
  • Policy Compliance

10. What is the percentage of executives occupying a designated bilingual position in your organization that have no expired second-language evaluation results (reading, writing, and oral)?

    Period: Snapshot as of March 31, 2016

    Employee tenure: EX-01 to EX-05

    Employee status: Active executive employees

    Rationale: 

    This data provides information on the extent to which the organization’s workforce is maintaining its second language competencies within the executive group. This is also directly related to the leadership role that executives play within their organizations. To lead by example, leaders of an organization must be able to use their language competencies in day-to-day activities as they create an environment conducive to the use of both official languages.

Executives are expected to lead by example and must create an environment conductive to the use of both official languages. Additionally, Organizations are expected to comply with the Policy on Official Languages and the Directive on Official Languages for People Management.

Policy on Official Languages and the Directive on Official Languages for People Management

Position and Classification Information System (PCIS)

No evidence is to be submitted for this measure

• Management Performance
  • Performance Indicator

11. Average number of paid sick days per Full Time Equivalent.

    • 11.1

      Average number of certified paid sick days per Full Time Equivalent

    • 11.2

      Average number of uncertified paid sick days per Full Time Equivalent

    • 11.3

      Average number of certified and uncertified (total) paid sick days per Full Time Equivalent

    Rationale: 

    To measure the usage of sick days and identify average trends to inform decision-making.

    Calculation of measure 11.1: 

    Sum of the number of certified paid sick days taken by employees during the period

    divided by

    Number of Full Time Full Year Equivalent (FTFYE)

    Calculation of measure 11.2: 

    Sum of the number of uncertified paid sick days taken by employees during the period

    divided by

    Number of Full Time Full Year Equivalent (FTFYE)

    Calculation of measure 11.3: 

    Sum of the number of certified and uncertified (total) paid sick days taken by employees during the period

    divided by

    Number of Full Time Full Year Equivalent (FTFYE)

    Note: 

    include leave codes 205, 206, 210, 220, only in the calculation of the number of paid sick days.

    The number of FTFYE is calculated as follows: 

    • The FTFYE (Full-Time-Full-Year-Equivalent) variable converts all employees into units representing a full-time employee working for the whole year. The calculation of the FTFY equivalence is based on a ratio between the assigned work week and the normal work week as per the collective agreement and the amount of time an employee is active over a 12-month period.

    The formula is as follows: 

    Number of periods an employee is active over a given year

    divided by

    12 months times assigned work week

    divided by

    Standard work week

    It is important to note that the number of hours in the assigned and normal work weeks can vary depending on employees. The leave usage per employee is translated from hours to days based on individual assigned work week. This means that the number of hours contained in 1 workday can vary depending on the employee. On average however, the day conversion is close to 7.5 hours.

    Employee tenure: Indeterminate and term employees (term greater than 3 months)

    Employee status: Active employees

    Period: April 1, 2015 – March 31, 2016

Organizations should strive to maintain low sick leave rates. Paid sick leave use remained relatively stable over 2012-13 and 2013-14 for both large and small departments and agencies at just over 11.0 days.

N/A

Employee Leave Reporting System

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

12. What does the department or agency do to support open and stigma-free dialogues in the workplace on mental health?

    • Develop an Action Plan on mental health
    • Appoint a champion for mental health
    • Educate and equip managers, supervisors and Occupational Health and Safety committee members, including through information sessions
    • Offer mental health awareness sessions to employees including available workplace health support services

    Rationale: 

    Mental health continues to be a priority, and the Public Service must show leadership in building a healthy, respectful and supportive work environment where concrete actions are taken to support open and stigma-free dialogues on mental health. The Government of Canada will be releasing a mental health strategy for the federal public service. As part of the strategy, organizations will be required to develop and implement action plans on mental health and to report on their efforts in the 2016-17 performance management cycle.

The Public Service must show leadership in building a healthy, respectful and supportive work environment where concrete actions are taken to support open and stigma-free dialogues on mental health. The Government of Canada will be releasing a mental health strategy for the federal public service. As part of the strategy, organizations will be required to develop and implement action plans on mental health and to report on their efforts in the 2016-17 performance management cycle.

Respectful Workplaces with a Focus on Mental Health: Clerk’s 23rd report to the Prime Minister

Departmental Ask: 

Departments or agencies to submit evidence that best exemplify their selection (s). 1 piece of evidence is required per selection.

Maximum of 4 pieces of evidence.

Selection 1: Departmental mental health action plan

Selection 2: Screenshot of departmental intranet website (page with that features a champion responsible for mental health), communications to employees with information on champion.

Selection 3: Guide, manual created for managers, supervisors, Occupational Health and Safety (OHS) committee members, communications to managers, supervisors, OHS committee members.

Selection 4: Material shared at info sessions, communications to employees, screenshot of departmental intranet webpage with available support.

• Management Practice
  • Practice

13. What is the percentage (%) of executives (EX-03 to EX-05) who completed a talent management questionnaire?

    Rationale: 

    To provide an indicator of the extent to which deputy heads meet the governance requirement of participating in the annual executive talent management exercise for Assistant Deputy Ministers (ADMs) and the EX-03 feeder group to ADMs.

    Calculation of measure: 

    Number of EX-03 to EX-05^{table 7 note *} within the organization who have a Talent Management Questionnaires in the Executive Talent Management System (ETMS) in status “Submitted to OCHRO”.

    divided by

    Number EX-03 to EX-05^{table 7 note *} within the organization

    Period: 2015-16 talent management cycle

    Date of extraction: September 2016

    Employee Status: Active indeterminate and term executives at the EX-03 to EX-05 levels

Organizations should strive to have at least 90% completion rate talent management questionnaire

N/A

Executive Talent Management System.

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

There are special circumstances where all or a subset of employees within a department or agency may not be using the system. These departments and agencies may have to submit the required data as part of their submission.

• Management Performance
  • Performance Indicator

14. What is the percentage (%) of employees in your organization that have documentation setting performance expectations/objectives?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have documentation setting performance expectations (objectives)

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: November 2016

Organizations should strive to have 100% of employees with documentation setting performance objectives.

Performance Management Directive

Public Service Performance Management Application^{table 8 note *}

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

15. What is the percentage (%) of employees in your organization that have documentation setting learning objectives (learning and development plan)?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have documentation setting learning objectives (learning plan and development plan)

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: November 2016

Organizations should strive to have 100% of employees with documentation setting learning objectives.

Performance Management Directive

Public Service Performance Management Application^{table 8 note *}

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

16. What is the percentage (%) of employees in your organization that had mid-year conversation(s) with their immediate supervisor to review performance?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who had mid-year conversation(s) with their immediate supervisor to review performance

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: November 2016

Organizations should strive to have 100% of employees with mid-year conversations with their immediate supervisor to review performance.

Performance Management Directive

Public Service Performance Management Application^{table 8 note *}

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure.

• Management Performance
  • Performance Indicator

17. What is the percentage (%) of employees with a completed annual written performance assessment?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have completed a written performance assessment

    divided by

    Total number of employees times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Most recent and fully completed performance management cycle

    Date of data extraction: May 31, 2016

Organizations should strive to have 100% of employees with a completed annual written performance assessment.

Performance Management Directive

Public Service Performance Management Application^{table 8 note *}

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

18. What is the percentage (%) of employees who have an action plan in place amongst those who require one?

    Rationale: 

    To measure the extent to which departments and agencies meet the requirements of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have an action plan with manager acknowledgement

    divided by

    Total number of employees who had an action plan opened^{table 8 note **} in the PSPM application by mid-year in FY2016-17 times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: November 2016

Organizations should strive to have 100% of employees with an action plan amongst those with an unsatisfactory performance or whose management requested an action plan.

Performance Management Directive

Public Service Performance Management Application

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Performance Indicator

19. What is the percentage (%) of employees who have accepted a talent management plan amongst those who have been offered one?

    Rationale: 

    To provide a snapshot of the status and results of the implementation of the TBS directive on Performance Management.

    Calculation of measure: 

    Number of employees who have accepted a Talent Management plan/the total number of employees who were offered^{table 8 note **} a Talent Management plan in the PSPM application by mid-year in FY2016-17 times 100%

    Employee tenure: Indeterminate and term employees of more than 3 months (non-Executives)

    Employee status: Active employees

    Period: Current performance management cycle

    Date of data extraction: November 2016

Organizations should strive to have 100% of employees with a talent management plan amongst those who have been offered one.

Performance Management Directive

Public Service Performance Management Application

No evidence is to be submitted for this measure

Separate employers assessed in MAF must submit all data elements for this measure

• Management Performance
  • Service Standard Measure
• Descriptive Statistic (2)

20. Number of days taken to staff indeterminately a vacant AS-01 position using an internal^{table 9 note *} hiring process

    • 20.1

      Sum of the number of the days between the day that the HR division was contacted to initiate the staffing action to the day that the letter of offer was issued for the positions identified (AS-01 positions for which a letter of offer was issued)

    • 20.2

      Number of positions at the AS-01 level for which a letter of offer was issued during the time period indicated below.

    • 20.3

      Number of days taken to staff AS-01

    Rationale: 

    A measure of efficiency in delivering Staffing Services.

    Calculation of measure: 

    Sum of the number of days between the day that the HR division was contacted to initiate the staffing action to the day that the letter of offer was issued for the staffing of positions at the AS-01 level

    divided by

    Total number of positions at the AS-01 level for which a letter of offer was issued during the time period

    Type of appointment: Indeterminate appointments only.

    Period: October 1, 2015 to September 30, 2016

This measure looks at the efficiency of the internal human resources services – Departments and agencies should strive to staff positions as efficiently as possible without delays. Number of days should be consistent or lower than MAF 2015-16.

N.A

Departmental Ask: 

• Management Performance
  • Service Standard Measure
• Descriptive Statistic (2)

21. Number of days taken to staff indeterminately a vacant EX-01 position using an internal^{table 9 note *} hiring process

    • 21.1

      Sum of the number of the days between the day that the HR division was contacted to initiate the staffing action to the day that the letter of offer was issued for the positions identified EX-01 positions for which a letter of offer was issued)

    • 21.2

      Number of positions at the EX-01 level for which a letter of offer was issued during the time period indicated below.

    • 21.3

      Number of days taken to staff EX-01

    Rationale: 

    A measure of efficiency in delivering Staffing Services.

    Calculation of measure: 

    Sum of the number of days between the day that the HR division was contacted to initiate the staffing action to the day that the letter of offer was issued for the staffing of positions at the EX-01-01 level

    divided by

    Total number of positions at the EX-01 level for which a letter of offer was issued during the time period

    Type of appointment: Indeterminate appointments only.

    Period: October 1, 2015 to September 30, 2016

Departments and agencies should strive to staff positions as efficiently as possible without delays. Number of days should be consistent or lower than MAF 2015-16.

N/A

Departmental Ask: 

Descriptive Statistic (2)

22. What is the percentage of appointments from existing pools?

    • 22.1

      Number of appointments from existing pools.

    • 22.2

      Total number of indeterminate appointments.

    • 22.3

      Percentage of appointments from existing pools.

    Rationale: 

    An indicator of the effectiveness of collective staffing.

    Calculation of measure: 

    Appointments from existing pools

    divided by

    Total number of appointments

    Type of appointment: Indeterminate appointments only.

    Period: October 1, 2015 to September 30, 2016

Baseline year.

N/A

Departmental Ask: 

• Management Performance
  • Internal Services Measure
• Descriptive Statistic (2)

23. What is the percentage of positions having generic or standardized job descriptions?

    Rationale: 

    Generic and standardize work descriptions can assist departments and agencies in reducing the time/effort required to write, classify, and update work descriptions; simplify recruitment, staffing, career development, and learning efforts; facilitate mobility within an occupational group; etc.

    Calculation of measure: 

    Number of positions having a generic or standardized work description

    divided by

    Total number of positions

    Period: Snapshot as of March 31, 2016

Baseline year.

N/A

Position Classification Information System

No evidence is to be submitted for this measure

Separate Agencies must submit data for this measure.

• Management Performance
  • Internal Services Measure