Environment and Climate Change Canada: Actions on pay

From Public Services and Procurement Canada

Internal measures

Business processes and tools

  • First department to create an internal dashboard in order to provide an understanding of the deeper issues affecting the department.
    • This dashboard has been used by the Treasury Board Secretariat as a basis to build the HR-to-Pay dashboards published bi-weekly.
  • Fully completed PSPC mandated checklists technical and functional readiness for Phoenix migration readiness and onboarding.
  • Developed and implemented ECCC Project Plan/Charter, Risk and Mitigation Log with regards to My GCHR migration readiness and onboarding.
  • Creation of a consolidated “Trusted Source” team dedicated to reviewing and submitting pay action requests to the Pay Centre on the employee’s behalf in an effort to avoid errors and delays.
  • Review of ECCC pay liaison mandate and capacity, in order to better organize response to emerging pay challenges.
  • Established a priority payment system to enable the department to pay employees in no pay/low-pay situations and/or facing financial hardship in a few days.
  • Established a priority response system so that pay liaison would focus in particular on no pay and financial hardship.
  • Monitoring of Meteorology Group (MT) special pay issues, due to shift work requiring more attention.
  • Branches were requested to provide lists of employee issues to pay liaison given the growing number of pay issues. Pay liaison team worked overtime to address the large volume of pay issues.
  • Introduction of case management tool (Assyst).
  • First department to implement a strategy to reduce the actings transactions in the backlog.
    • The strategy is to increase the retroactive acting entry from 3 days to 5 days every pay cycle.
    • Data entry employees have been signing up for overtime shifts on nights and weekends to complete as many actions as possible.
    • Over 750 acting transactions have been entered in September and October 2017 with blitzes planned as needed into the future.
  • ECCC’s pay team was able to resolve issues related to northern allowances (i.e. Isolated Post Allowance) for employees.
  • Creation of “Simply HR” as Service Desk “spinoff” to respond to Phoenix related issues (T4, Pay stubs, and collective agreements retroactive payment).

Data and analytics

  • Production of weekly and bi-weekly dashboards for students and pay issues within ECCC.
    • This includes collective agreement implementation and Pay Liaison efforts.
  • Staff worked overtime to undertake an extensive data clean-up exercise in order to ensure data integrity by reviewing and updating critical fields in the HR Management Information System that would have an incidence on Phoenix once the system came online, and thus not impact pay.
  • A special team of a few HR assistants was created to take over the data entry function. We revised our team structure, created a new team, redefined our roles and responsibilities and our internal business processes.
  • Developed a monitoring tool to register students pay issue cases in order to ensure they are addressed proactively.
  • Established a log of cases registered by our Pay Liaison team for further analysis.
  • Completed Job Stack Analysis and proactive action to correct potential pay and leave issues.

Recruitment and staffing

  • By the end of this month, a total of 49 of ECCC’s employees will be working full-time on providing support to the various issues incurred by the Phoenix Pay system.  
    • We expect to increase this number in the months to come.
  • Hired a 2 year term EX-01 who will be responsible for the pay team for a total of 20 FTEs in three pay teams (Pay Liaison, Compensation [satellite office] and Trusted Source).
  • A new Integrator role was created in spring 2017 to provide hands on support, build tools, troubleshoot issues, and help translate staffing business issues.
  • Revised our internal business processes and timelines for hiring students. The new business processes were implemented and communicated to hiring managers. We were able to successful onboard and pay the large majority of students for summer 2017 and fall period without issue.

Communications

  • Since April 2016, ECCC has published over 80 pay related articles on its intranet for employees and managers.
  • Message sent to all managers and admins informing them that:
    • Persistent situations impacting individual accounts of employees are still observed.
    • Employees should contact the Service Pay Centre in order to resolve the problem.
    • ECCC would ensure that employees, who have financial difficulties due to a problem with their pay, receive payment.
    • Employees could contact ECCC’s Pay Liaison Office
    • Employees may request an Emergency Salary Advance.
    • Creation of a Pay and Leave Guide to support employees and managers.

Training

  • HR Branch has been giving mandatory sessions to Section 34 delegated managers, to ensure full engagement of ECCC’s management.
    • Four sessions have been held so far with more to come in November and December.
    • Approximately 49% to Section 34 delegated managers have registered to the sessions.
  • Training was provided to HR assistants on critical fields that now integrated to Phoenix so that they could understand the impact of their data entry on pay.
  • A new internal pay and leave guide for HR practitioners was developed and provided to our HR advisors and assistants to highlight changes in process and interaction/procedures with the pay center.
  • Developed and implemented change management, communication and training plans with regards to Phoenix migration readiness and onboarding.
  • Developed and implemented change management, training and communications plans with regards to My GCHR migration readiness and onboarding.
  • Held drop-in sessions post My GCHR onboarding (over 50 sessions).
  • 95% of our Section 34 delegated managers completed the CSPS training on Phoenix.
  • Held Business Process Realignment Workshops.

External measures

Governance and liaison

  • ECCC is an active contributor to the various governance structures to support the HR-to-Pay implementation:
    • Associate Deputy Minister is a member of the Deputy Head HR-to-Pay Oversight Committee.
    • Head of HR sits on the ADM committee
    • CFO sits on the ADM committee on behalf of all CFOs in the federal government.
    • DG HR Transformation co-chaired the Interdepartmental Analysis Working Group (IDAT) in charge of the root cause analysis on systemic and recurring issues of the pay system. The final report from the Working Group is expected by November 30, 2017 and will contain a series of prioritized recommendations.  
    • Active participant in the DG HR-to-Pay Committee.
  • First department to sign an MOU with PSPC ensuring ECCC compensation staff is offered space (when co-located with PSPC), training and access to pay systems and files.
  • ECCC is actively monitoring the pay situation and working with PSPC to address/escalate the many pay issues faced by our employees, especially those causing financial hardship.
  • Participated in working groups to identify residual pay work, clarify roles and responsibilities, and map and adjust our internal staffing business processes to account for and adjust to Phoenix and Pay Center requirements.
  • Participation on Job Stack Mapping working group and conducted analysis to proactively address integration issues between Phoenix and My GCHR.
  • Developed trouble-shooting job aides for our staff by correcting or clarifying job aides provided by PSPC or creating job aides whenever there was a need.
    • These job aides would later be shared with OCHRO and PSPC to redo their tools and develop the training.
  • Our pay liaison worked with PSPC to take on the distribution of the 2015 pension and insurance benefits.
  • Eight of our employees on pay work at PSPC’s satellite office in Gatineau.
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