Compensation Officer Apprenticeship Program (COAP) [UNDER REVIEW]

1.0 Objective

2.0 Program Overview

2.1 Selection Process/Area of Selection

3.0 Assignments

• Mandatory Assignments
• Optional Assignment

4.0 Key Players -- Who does what?

• Accounting, Banking and Compensation (ABC)Human Resources Management Committee Human Resources
• Compensation Sector Management Committee
• Human Resources
• Directors
• Sponsoring Directorates
• Director of the Recruitment Program
• Recruitment Program Leader
• Assignment Managers
• Coaches
• Program Participants
• Mentors
• Review Panel

5.0 Training and Learning

• Orientation
• Compensation Systems
• Assignment / Developmental Period
• Other training

6.0 Participant's Feedback

7.0 Promotion without competition

8.0 Standards of Competence

9.0 Withdrawal from the Program

10.0 Probationary Period

11.0 Unsuccessful Candidates

12.0. Recourse

1.0 Objective

The Compensation Officer Apprenticeship Program is a major component of Public Works and Government Services Canada, Compensation Sector succession planning. Its primary objective is to address the need to recruit for the replacement of employees who are retiring or otherwise leaving the organization and retain trained employees through a progressive career path.

2.0 Program Overview

Over a four year training and development period, Program participants are expected to effectively acquire the skills, knowledge and experience to provide expert advice, interpretation and guidance to the compensation stakeholders, or to provide expertise on the compensation systems development and maintenance and on the use of new technology, or to provide expertise in the compensation training development field including new training technologies. The program strives to give the Program participants varied and well-rounded professional compensation experience through exposure to various situations and disciplines as well as staff work.

Program participants will be assigned to a product within Compensation: Pay or Pension. Program participants will progress from the AS-02 level to the AS-05 level based on successful completion of five sessions comprised of three 8-month work assignments and two developmental periods (an 8-month period and a 16-month period) during the program totaling 48 months. After three sessions totaling 24 months in the program, the Program participants will be placed in one of the compensation streams based on operational needs, i.e. either Advisory Services, Systems or Training. The Program participant will then complete session 4, an 8-month developmental period and graduate to the AS-04 level, and session 5, a 16-month developmental period and graduate to the AS-05 level in an Advisory and Systems Analyst position or a Compensation Training Team Leader.

Note: For internal competitions, candidates already at the AS-03 level will be able to compete under the Apprenticeship Program and could be found qualified at that level if they meet the established Standards of Competence. Efforts will be made to cross train AS-03 participants in a stream of compensation for which they do not have previous experience. However, due to operational requirements Program participants who entered the program through an internal competition may well remain in the stream of compensation for which they already have experience and enter the program at the development period (session 4) in order to prepare them for promotion to the AS-04 level.

Primary responsibility for learning and development lies with the Program participant. Ample classroom and on-the-job learning opportunities are provided and the Program participants are well supported, however it is up to the Program participant to exploit these opportunities in order to effectively acquire the required competencies.

By accepting an offer of employment within the Compensation Apprenticeship Program, participants consent, as condition of employment, to future deployments to any of the three streams within the Program (Advisory Services, Systems or Training).

2.1 Selection Process/Area of Selection

Based on the projected need for Program participants, the Program Leader initiates the recruiting process for new employees. The frequency and timing of future recruitment campaigns will depend on the needs of the Compensation Sector as assessed and recommended by Compensation Sector (CS) Management Committee. The recruitment is done through the Public Service Commission (PSC) Post-Secondary Recruitment Program and/or via an internal closed competition. The generic area of selection as described in the Human Resource Branch, Area of Selection - Generic Framework will be used. Depending on operational requirements the area of selection in closed competitions may be expanded to include regions or other government departments. In open competitions, the area of selection could be expanded to include employment equity group members in accordance with (Public Service Employment Act (PSEA) 13(2)). Management representatives from each Directorate participate in the selection process in consultation with Human Resources Branch (HRB).

Program participants from outside the Public Service must possess a degree from a recognized university in a discipline relevant to the Program. They must have successfully completed the PSC Graduate Recruitment Test and the Written Communication Test.

Program participants from an internal competition must possess either a degree from a recognized university or a satisfactory score on the PSC test approved as an alternative to university graduation and have successfully completed the PSC Written Communication Test. Candidates are then selected through a competitive process according to relative merit.

The Recruitment Program Leader assembles a selection board to interview candidates in order to make the final selection of candidates to whom offers will be made based on the merit principle. Those chosen will be offered indeterminate positions at the AS-02 group and level or the AS-03 group and level for internal recruitment only. The duration of the program is four years.

Positions will be staffed as bilingual imperative or non-imperative based on operational needs. For bilingual non-imperative positions, it is recommended that the program participants be sent on continuous language training as early as possible after the initial appointment since the program participants must meet the linguistic profile of their position within two years of the date of appointment.

Note: Employees already working within the Public Service cannot be deployed into the program.

More details about the program can be found through the following links:

• Assignments
• Key Players -- Who does what?
• Training and Learning
• Participant's Feedback
• Promotion Without Competition
• Standards of Competence
• Withdrawal from the Program
• Probationary Period
• Unsuccessful Candidates
• Recourse

3.0 Assignments

Mandatory Assignments

The program participant will be assigned to one of two compensation products, either pay or pension. Two assignments, one in Advisory Services Division and one in Systems and Maintenance Division, are mandatory. Each assignment lasts for eight months.

Assignment in Advisory Services Division

The participant will learn the basics of:

• Statutory Deductions
• Insurance Plans
• Pay Administration
• Separate employers
• Collective agreements
• Pension Plans

Assignment in Systems and Maintenance Division

The participant will learn the basics of:

• Compensation Systems Methodology
• Compensation System Analysis Techniques
• Compensation System Testing

Optional Assignment

A third optional assignment can be undertaken in either the Training and Communications Division, the Application and Program Support Division, the Pay Operations and Service Management Directorate or within a Compensation Project.

Assignment in Training and Communications Division

The participant will learn the basics of:

• Course design OR
• Course delivery

Assignment in Application and Program Support Division

The participant will learn the basics of:

• Client support advisory
• Problem resolution

Assignment in Pay Operations and Service Management Directorate

The participant will learn the basics of:

• Data Collection
• Performance Measurement
• Systems analysis techniques
• Client pay events

Assignment to a Compensation Project

The participant will learn the basics of:

• Project management
• Development of project documentation

4.0 Key Players -- Who does what?

This section describes the roles and responsibilities of the committees and individuals involved with the (CS) Compensation Officer Apprenticeship Program.

ABC Human Resources Management Committee

This ABC Human Resources Management Committee is made up of Directors from each ABC organization and is chaired by a member of the ABC Management Team. It supports the branch and sectors by developing ABC tailored plans, strategies, policy interpretations, procedures and approaches for all human resource related matters.

Compensation Sector Management Committee

This committee makes decisions on compensation and human resources issues pertaining to the Sector.

Human Resources

A Human Resources consultant will participate to advise on HR issues and concerns, and present recommendations to the management.

Directors

The Directors of each directorate are responsible for taking Program participants on staff at the end of the development period. The Directors'organizations are responsible to fund the Program participants'salaries from their salary base.

Sponsoring Directorates

The directorate which hosts the Program participant for each developmental assignment.

Director of the Recruitment Program

The Director of the Recruitment Program is responsible for the program.

Recruitment Program Leader

As the manager responsible for the program, the program leader prepares the job poster and statement of qualifications, screens applications and conducts interviews. The program leader also coordinates assignments with the assistance of each directorate manager and provides support to all key players throughout the program.

Assignment Manager

These individuals are responsible for identifying assignments within their directorate, setting up clear objectives and assigning coaches to the Program participants. They are also responsible for monitoring and evaluating the trainees'performance.

Coaches

Coaches provide support, guidance and advice to the Program participants on the day to day activities . They are qualified and experienced senior officers who provide on-the-job training as required and contribute to the evaluation process.

Program Participants

Program participants are employees selected through a competitive process who receive training and developmental assignments while under the program.

Mentors

Mentors are responsible for meeting with the participants on a regular basis and discussing career goals and plans.

Review Panel

The Review Panel is a team led by the Director responsible for the Recruitment Program. The Panel is responsible for reviewing the performance of the Program participant against the Standards of Competence before recommending an appointment without competition. The Director responsible for the Recruitment has the responsibility of naming two members of the team i.e. Directors or Managers of the Program participant's assignments.

5.0 Training and Learning

A training plan is established for each participant based on assignments and individual training needs. The training plan is divided into four components: Orientation, Compensation Systems (Pay or Pension Products), Assignment/Developmental period and other training. All training will be coordinated through the Program Leader.

This section lists the mandatory training courses to be taken by the Program participants in order to reach the AS-03 level.

Orientation

The following training activities are mandatory and should be followed within the first few months of employment. Some activities will be self-paced training via the Web Sites while others will be instructor-led.

Title	Duration
PWGSC Orientation Course Classroom training	1
ABC Orientation Course Classroom training	3 hours
Orientation Course for Compensation Sector Employees Self-paced training	As required
Compensation Help - Methodology Classroom training	.5 days
Technology i.e. software Wordpro, etc. Classroom training	As required
Environment, Safety and Health Course Classroom training	.5 days
Introduction to Ethics Classroom training	1 day

Compensation Systems

Participants are scheduled on training courses for the Pay and Pension Products based on the knowledge required for accomplishing their assignments.

Pay Product

Title	Duration
Overview of Compensation Systems Self-paced training	3 hours
Orientation Course for Compensation Advisors Classroom training	4 hours
Overview of Pay Administration Part 1 and 2 Classroom training	5 days
On-Line Beginners Course - Pay and Benefits & Verification Classroom training	5 days
On-Line Authorization Classroom training	.5 days
On-line Security Classroom training	.5 days
On-line Finance Procedures Classroom training	4 hours
Contributor System Classroom training	.5 days
Insurance Courses - 6 modules Mix of self-paced and classroom training	12.5 days

or

Pension Product

Title	Duration
Pension Courses - 11 modules Mix of self-paced and classroom training	18 days

AS-04 courses

This section lists the mandatory training courses to be taken by the Program participants in order to reach the AS-04 level

Pay Product

Title	Duration
Advanced Pay Course	5 days
Basic Project Management	3 days
Writing policies and procedures	3 days
Data Process Modeling	5 days
Trainer's techniques	3 days
Training Design	5 days

Title	Duration
Basic Project Management	3 days
Writing policies and procedures	3 days
Data Process Modeling	5 days
Trainer's techniques	3 days
Training Design	5 days

AS-05 courses

This section lists the mandatory training courses to be taken by the Program participants in order to reach the AS-05 level.

Pay Product

Title	Duration
Advanced Project Management	3 days
Information System Modeling	5 days
Web-based training development	5 days
Presentation skills	3 days

Pension Product

Title	Duration
Advanced Project Management	3 days
Information System Modeling	5 days
Web-based training development	5 days
Presentation skills	3 days

Assignment / Developmental Period

This is applicable to all levels. These activities will provide the program participant with the knowledge of the work processes and procedures. The Assignment Managers and Coaches are responsible to deliver this portion of the training. Coaching is a key component of the Apprenticeship Program and is intended to support participants in achieving acceptable levels of competence in performing their new tasks. The assignment manager and the coach are both responsible to establish the participant's work plan and to evaluate the participant's performance. See section 3 for greater details regarding the assignments.

Other training

This is applicable to all levels. These activities will be the responsibility of the program leader and could include training such as problem solving, facilitation, negotiating skills, time management and conflict resolution. These become part of the annual learning plan and are based on departmental requirements and the participant's performance.

6.0 Participant's Feedback

During the last week of each session, the Program Leader will request that the Program participant completes the Participant's Feedback Form. The completed form will be returned to the Program Leader and a copy to the Assignment Manager. This report consists of the Program participant's comments on the experience acquired during the session, how objectives were met and other pertinent topics.

7.0 Promotion without competition

Once the sessions are successfully completed and to ensure that Program participants meet the Standards of Competence for promotion to the AS-03, AS-04, AS-05 group and level, a candidate assessment is conducted by the Program Leader. This assessment will be reviewed by the Review Panel chaired by the Director responsible for recruitment. This team is responsible for evaluating the candidate's knowledge and skills against the Statement of Qualifications and the competency profiles at each of the levels AS-03, AS-04, AS-05 and ensuring the Program participant meets the Standards of Competence before a recommendation is made for promotion without competition.

.0 Standards of Competence

The Standards of Competence are:

Entry level: AS-02 level

Meeting the requirements indicated on the Statements of Qualifications of the position at the AS-02 level via an external or internal competition and obtaining an overall rating of 60% on each factor of the requirements: Knowledge, Abilities and Personnel Suitability.

Entry level: AS-03 level

Meeting the requirements indicated on the Statements of Qualifications of the position at the AS-03 level via an internal competition and obtaining an overall rating of 60% on each factor of the requirements: Knowledge, Abilities and Personnel Suitability.

AS-03 level (once appointed in the program)

• Meeting the requirmeents indicated in the Statements of Qualifications of the position at the AS-03 level by obtaining a Very Good rating on the performance of various work assignments and developmental periods. This will be measured against a set of objectives which are established by the Assignment Manager and Coach at the beginning of each assignment and developmental period. At the end of each assignment or developmental period, an Assignment Overall Performance Checklist will be completed by the Assignment Manager
• Completing the required training courses as outlined in section 5 above;
• Meeting the Competency Profile requirements at the AS-03 level at a Very Good rating; and
• Obtaining 75% on the written Knowledge Test.

AS-04 level (once appointed in the program)

• Meeting the requirements indicated in the Statements of Qualifications of the position at the AS-04 level by obtaining a Very Good rating (75%) on the performance of various work assignments and developmental periods. This will be measured against a set of objectives which are established by the Assignment Manager and Coach at the beginning of each assignment and developmental period. At the end of each assignment or developmental period, an Overall Performance Checklist will be completed by the Assignment Manager;
• Completing the required training courses as outlined in section 5 above;
• Meeting the Competency Profile requirements at the AS-04 level;
• Obtaining 75% on the written Knowledge Test .

AS-05 level(once appointed in the program)

• Meeting the requirements indicated in the Statements of Qualifications of the position at the AS-05 level by obtaining a Very good rating (75%) on the performance of various work assignments and developmental periods. This will be measured against a set of objectives which are established by the Assignment Manager and Coach at the beginning of each assignment and developmental period. At the end of each assignment or developmental period, an Overall Performance Checklist will be completed by the Assignment Manager;
• Completing the required training courses as outlined in section 5 above;
• Meeting the Competency Profile requirements at the AS-05 level;
• Obtaining 75% on the written Knowledge Test

If the Program participant's skills and knowledge meets the Standards of Competence of the given level, a recommendation is submitted to the CS Director General for appointment (promotion) without competition in accordance with Section 5 (2) (a) of the Public Service Employment Regulations (PSER). A Justification form for promotion without competition will be completed for the appropriate level.

If a Program Participant fails to meet the Standards of Competence, the following actions will be taken:

• Work assignments: If the Program Participant has not obtained a Very Good rating, up to eight months of additional on-the-job training will be provided;
• Competency profiles: If the Program Participant has not met the competencies at the appropriate level, up to eight months of on-the-job training will be provided;
• Knowledge test: If the Program Participant has not obtained 75% on the written Knowledge test, the Program Participant will be able to write the test a second time after three months. During the three-month period, the Program Participant will remain on assignment for an additional three months.

If the Program Participant is not successful in meeting the Standards of Competence after these measures are applied, the guidelines outlined in Section 11.0 will apply.

Note: The duration of the Program for a Program Participant on leave without pay (LWOP) for a period in excess of 30 working days will be extended by the period of the LWOP. As well, the duration of the Program of an employee on continuous language training would be extended by the period of continuous training.

9.0 Withdrawal from the Program

As indeterminate employees, Program participants are entitled to compete for competitions within the public service. If a Program participant is successful in a competitive process and accepts a job offer, he/she is required to withdraw from the Apprenticeship Program and advise the Program Leader accordingly. Secondments to other sectors or Departments for a Program participant who is still in the Program will not be permitted.

10.0 Probationary Period

External recruitment

In accordance with section 28 (2) of the Public Service Employment Act (PSEA) and section 32 of the Public Service Employment Regulations and Item 1 of PSER Schedule 2, employees recruited from outside the Public Service within a recognized Training Program, such as this Apprenticeship Program, are on a probationary period for the duration of the program i.e. 48 months and would be rejected on probation should they not be successful.

Internal recruitment

Employees recruited from within the public service are not subject to a new probationary period. However, if a trainee selected to participate in the program has not completed the initial 12 month probationary period (which started upon recruitment from outside the public service), he/she continues to be on probation until the end of the 12 month period.

11.0 Unsuccessful Candidates

External recruitment

Should a candidate recruited from outside the Public Service fail to meet the required standards of competence with additional on-the-job training and coaching, the person would be rejected for cause during the probationary period under PSEA 28 (2).

Internal recruitment

Should it be determined that a trainee cannot meet the required standards of competence and additional on-the-job training and coaching has been provided to assist the trainee in closing the learning gap, the CS will find a suitable position within PWGSC at an equivalent group and level to the trainee's group and level to which the employee will be deployed (Item 5 of PSER Schedule 2).

12.0 Recourse

The regular recourse mechanisms apply at the time of entry when individuals are appointed to the program. If the appointment is the result of a closed competition, it is subject to appeal. If an open competition has been held, an unsuccessful candidate may request that the PSC conduct an investigation.

Promotions made on the basis of individual merit within a recognized program are also subject to appeal. A notice of Right to Appeal will be posted when the Program participants are recommended for appointment without competition to the AS-03, AS-04, AS-05 group and level under section 5(2)(a) of the PSER: individual merit would apply section 10(2) of the PSEA.

The grounds for appeal in such circumstances are that the employee does not meet the Standards of Competence, that the actual appointment is not within the circumstances referred to under section5(2)(a) of the PSER or that the Standards of Competence are not appropriate.

Trainees who feel that their competence has been inappropriately assessed may ask the PSC to conduct an investigation under section 7.1 of the PSEA. They may also file a grievance under the Public Service Staff Relations Act (PSSRA).

All questions regarding this program should be directed to the Recruitment Program Leader at 819-956-2959.