Small, Medium and Large Organizations
2011-2012 Cycle
Staffing Management Accountability Framework Indicators
Intended Effects: Progress with Key Success Factors
Key
Change
Areas
Indicators
of
Success
Delegation of
Staffing to
Deputy Heads
DEL-1: Mechanisms
in place to ensure
that sub-delegated
managers comply
with their subdelegated
authorities
DEL-2: Staffing
Management
Framework ensures
monitoring of key
staffing areas
DEL-3: Appointment
policies are current
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
required
Organizational
HR 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 advisors
Self-report if organization received acceptable rating in 2010-2011
Intended Effects: Improved Outcomes
Organizational
Accountability
for Results
Results:
Flexibility and
Efficiency
OAR-1: Staffing
performance
deficiencies
identified in
feedback from the
PSC are corrected
in a timely fashion
FLX/EFF-1:
Managers’
satisfaction with
flexibility to carry
out staffing
processes in an
efficient manner
Results:
Effectiveness
and
Adherence to
Staffing
Values
• Merit
• Non-partisanship
• Representativeness
• Access
• Fairness
• Transparency
FLX/EFF-2: Length
of time for hiring
process
FLX/EFF-3:
Candidates’
satisfaction
regarding
duration of
appointment
process
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SMAF Indicators (cont.)
Effectiveness/Values
Merit
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.
Non-Partisanship
Representativeness
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: Staffingrelated provisions
or initiatives to
increase
representativeness
Access
ACC-1: Percentage
of external
appointments
that are nonadvertised:
a) non-EX group;
b) EX group
ACC-2: Percentage
of internal
appointments
that are nonadvertised:
a) non-EX group;
b) EX group
Fairness
Transparency
FAIR-1: Candidates’
perceptions of the fairness
of the assessment process
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
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
TRANS-2: Candidates’
perceptions of
openness and
transparency in internal
staffing
FAIR-5: Priority
entitlements in staffing
are respected
[Note: PSC data (i.e. from
PIMS) would be used to
assess organizations]
New indicator for 2011-2012
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