Annex A: Parks Canada Pay Stabilization Actions

From Public Services and Procurement Canada

Actions implemented

Enhanced capacity to support pay administration

  • Secured agreement with PSPC for a dedicated team in the Satellite Office in Montréal to administer pay for the Agency’s seasonal employees and temporary workforce (e.g., terms, students and casuals), which represent 70 percent of the workforce and pay issues respectively.  
  • Assigned five internal resources to the Public Services and Procurement Canada (PSPC) Pay Centre team.
  • Increased internal compensation capacity with front-line compensation officers to help resolve tier 1 pay issues and answer specific employee questions.
  • Centralized and increased resources by 14 employees, from 15 to 29, for pay-related data entry and verification coming from over 40 business units across the Agency. Provided training for new employees on data entry.
  • Implemented dedicated “timekeeper” role in each business unit across the organization for the accurate and timely entry of extra duty pay.
  • Provided training to human resources managers across the organization on critical processes related to pay to improve understanding of the “HR to Pay” interdependence.

Improved internal business processes

  • Developed an internal monitoring and reporting process and tools, including an internal dashboard, to identify, anticipate and communicate payroll issues.
  • Established a roster of regular reports generated in-house and shared with PSPC of forecasted pay actions to help with PSPC workload planning.
  • Established a business process to reduce late data entry to pay system.
  • Launched an automated tool to generate standard letters for students and seasonals that meet all Pay Centre data requirements and reduce information errors.
  • Implemented a proactive emergency salary advance process to ensure team members receive advances in a timely manner, minimizing “no pay” situations.
  • Ensured all temporary and seasonal staff receive paper pay stubs at home or via Epost given connectivity, access to computer or Compensation Web Application challenges.
  • Documented procedures for acting pay data entry, then established, trained and launched in-house project team dedicated to processing retroactive acting payments.
  • Mobilized isolated post business units to document and systematically submit all isolated post pay issues for resolution.

Increased communication

  • Created and continuously update the pay transformation intranet site for access to the latest information on pay topics.
  • Issued and promoted updates on pay in the employee newsletter.
  • Conducted more than 30 meetings and teleconferences with management teams across the country this summer on the status of pay administration initiatives to increase understanding and actions they can take to support timely and accurate pay.
  • Developed and posted extensive FAQs on pay-related issues to enable managers in discussions with employees.

Contributed meaningfully to PSPC \OCHRO efforts

  • Participated in Office of the Chief Human Resources Officer (OCHRO) and PSPC committees and working groups, such as the DG HR to Pay Coordination Committee, and the ISS and Pay Center biweekly calls.
  • Piloted the PSPC testing of new system functionality for time and labour module to enter extra duty pay and schedules.
  • Contributed to PSPC efforts to improve communication products.

Actions under way or planned

Achieving internal steady state for pay administration

  • Expanding our partnership with PSPC to have all Parks Canada pay files serviced by a single, dedicated compensation team for all of PCA staff.
  • Establishing our internal “HR to Pay” service delivery model and structure to support pay administration on a continuing basis and aligned with PSPC .
  • Assessing the initiatives in place this year (e.g., timekeeper role) to determine sustainable, longer-term approach.
  • Continuing our efforts to codify and improve internal business processes.
  • Identifying and implementing other HR tools to automate classification\staffing processes that lead to a pay action.
  • Continuing to expand and improve communication efforts.
  • Promoting training developed by PSPC \OCHRO as well as delivering complementary in-house training on targeted subjects
  • Continuing to participate in interdepartmental pay committees, work groups, and\or pilots when and as needed.
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