PSC: Strengthening HR-to-Pay contribution

From Public Services and Procurement Canada

1: PSC has established a HR-to-Pay team within our department for government-wide efforts

Practical actions

  • We have invested approximately $900K in additional resources in order to help stabilize the pay system and ensure our employees are paid accurately and on time.
  • Additional efforts have been dedicated to maintaining a high level of accuracy of our salary management system, which is critical in providing accurate data allowing us to monitor pay transactions, identify anomalies and take appropriate action before we approve section 33 on pay transactions.
  • We have developed and implemented a departmental Emergency Salary Advance process and have communicated this process broadly to all managers and employees. 
  • Participation in weekly DG HR-to-Pay Coordination Committee meetings, therefore ensuring that the PSC’s interests are taken into consideration and also ensuring that managers and employees are informed of about developments in a timely manner.
  • Coordination of pay issues and liaison between PSC HR Systems, Staffing, Finance, Compensation and the Pay Centre.
  • Analysis of individual and systemic pay issues, including meeting with and supporting employees with their pay issues. 
  • PSPC Bootcamp training provided to one PSC employee.  As a result, PSC now has the ability to resolve departmental pay issues by performing pay transactions directly into the Phoenix System.

Action plan (future)

  • Providing the above mentioned PSPC Bootcamp training to two additional resources in order to resolve a greater number of pay issues in-house.

2: PSC reports on our progress on HR-to-Pay stabilization priorities

Practical actions

  • In order to ensure and improve data integrity, the PSC is putting the following processes in place:
    • Providing informal training to HR Assistants to improve data entry impacting Phoenix.
    • Synchronizing the Transfer OUT process with the departure forms and following up with managers when Transfer OUT process has not been completed.
    • Following up with Departments every 3 months regarding employees who have transferred IN and OUT.
  • In addition, the PSC has increased and reorganized its capacity in staffing to concentrate efforts on timely data entry in order to be in a better position to reduce the number of pay issues, particularly those affecting T4 issues.
  • Reconciliation of actual salary expenditures to salary system-generated forecasts on a bi-weekly basis (for every pay file). Variances are investigated and brought to the attention of the Pay Centre Departmental Liaison Officer as appropriate.
  • Validation of all pay transactions over $5K and all $0 transactions prior to authorization as per section 33 FAA.
  • Validation of retroactive pay, transfer IN and performance pay prior to authorization as per section 33 FAA.
  • Interception of pay to prevent overpayments for individuals that are LWOP, retired or resigned.

3: PSC’s Managers and employees are informed of HR-to-Pay developments

Practical actions

  • The Vice-President of Corporate Affairs holds weekly meetings with Finance and HR in order to ensure a comprehensive and integrated view on pay issues within the PSC, and to put in place strategies to address identified issues, reduce risks and support employees with pay issues. Through these meetings, we identify hardship cases and take appropriate action.
  • Communication regarding pay is distributed to managers, employees and the HR community in a timely manner.

Action plan (future)

  • Continuous improvement of our internal website so that employees can access pay related information more easily.

4: PSC’s Managers and employees understand their role and responsibilities in HR-to-Pay

Practical actions

  • Establishing departmental mandatory training roll-out plans aligned with our workplace learning culture and strategies using tools and training developed by OCHRO.

Action plan (future)

  • Providing information/training sessions to managers and employees in order to ensure that they understand their role and responsibilities in HR-to-Pay.

5: Managers incorporate robust HR-to-Pay practices into their routine

Action plan (future)

  • Providing tools to managers in order to provide practical information on how to best manage their employee’s pay information/account.
  • Incorporating pay information/training information into our Onboarding Program.

6: Employees’ contact information is up to date

Action plan (future)

  • Establishing an awareness campaign including review and verification activities to ensure employees understand the importance of maintaining correct personal address information in their HR system.
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