Strengthening HR-to-Pay contribution

From Public Services and Procurement Canada

Practical Actions School’s actions taken to date

Establish a HR to-PAY Team within your department for government-wide efforts

Stabilization requires departmental HR, compensation, IT, CFO, communications, reporting and analytics act as one team

  • Ensure your team members have the appropriate level and authority to represent your interests and mandates on stabilization committees and working groups

The School currently has an integrated team on Phoenix comprised of HR/IT/CFO/DCFO that meets weekly.

School is creating an HR-to-Pay team which includes communications, HR Systems and Compensation.

Report on your progress on HR-to PAY stabilization priorities

To monitor progress and target stabilization activities, there will be increased reporting and data requests from the HR-to-Pay integrated Team.

  • Ensure departmental expertise are in place, to manage internal workload, and that the necessary infrastructure to analyse and respond to data requests, in respect to the monitoring framework to be established through the governance structure

A new structure was put in place in May 2017 for compensation liaison and My GCHR to ensure expertise is in place.

The School is currently reinforcing its capacity and has recently onboarded a compensation expert. The integrated team meet regularly to analyse data and respond to requests from Executive Committee. Phoenix is discussed on a regular basis at the CSPS Executive Committee.

Managers and employees are informed of HR-to-Pay developments.

A growing challenge is taking care of keeping employees whole, and meeting employee and manager information needs.

  • Regularly canvass all staff to identify hardship cases and take immediate appropriate action (e.g Priority payment, ESA)
  • Ensure the right departmental communications supports

Process is clearly communicated to employees on how to access Priority Payments and ESAs.

A Compensation Initiative was put in place at the School to canvass all staff pay issues.

Managers engage employees on Phoenix in their management team meetings.
The School has put in place mechanisms to monitor pay and benefits issues:

The Liaison Compensation team is actively involved in daily communication with any employee experiencing financial hardship and working with departmental Finance and the Public Service Pay Centre to get issues resolved as soon as possible.

Analysis is conducted on each pay issue and Emergency Salary Advance and Priority Payments are offered and issued where applicable.

Information received by the TBS and PSPC are distributed to all employees in a timely fashion.

Weekly meeting held between compensation liaison team and staffing teams to discuss issues, concerns and solutions.

Ongoing support and training to HR on data entry and integration issues are ongoing.

Managers and employees understand their role and responsibilities in HR-to-Pay

Training is being deployed by OCHRO to address the significant culture change needed for employees, managers, HR and compensation professionals; your training coordinators are engaged in this roll-out.

  • Establish departmental mandatory roll-out-plans aligned with your workplace learning culture and strategies using OCHRO tools and training

HR Systems is currently working with Communications regarding the communication plan for the HR-to-Pay training available for all employees, managers and HR officers (online and in-person training).

Mandatory roll-out plans will be included in the Communications Plan.

CSPS managers have taken necessary training and will take any future training required.

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

As of October 2017, 600K outstanding Section 34 (S34) transactions creating under and overpayments for employees; this contributes to tax and social benefit issues.

  • Managers make a daily practice of checking for transactions pending approval

Reminder emails are sent to managers for Section 34 cut-offs on an on-going basis.

Reminder emails are sent to employee for timesheet entry cut-offs on an on-going basis.

Employees’ contact information is up to date

Managers must remind employees to ensure that their home and mailing addresses are up to date. This information is used to produce tax slips and determining province of residence for calculating tax deductions.

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

PSPC communication sent to all employees to verify their personal data.

Communiqué will be sent to employees to remind them to update their personal information whenever they have a change.

Establish a HR-to-Pay Team within your department for government –wide-efforts

  • Your departmental HR-to-Pay team is established
  • Number of request from your Minister and the integrated Team answered

All requests for information are currently being answered in a timely fashion.

The School is strengthening its HR-to-Pay team to include communications, HR Systems and Compensation. 

All queries on Phoenix for CSPS have been answered.

Report on your progress on HR-to-Pay stabilization priorities

  • Amount of time (person hours) your department or agency contributes to reporting requests, from the integrated Team within the required timeframe

As a small agency, the School has one full-time resource dedicated to this priority.

Managers and employees are informed of HR-to-Pay developments

  • Number of departmental tools (e.g. emails, social media updates, town halls) used to frequently inform managers and employees

As a small agency, we have undertaken direct outreach with employees to identify and resolve issues, wherever possible.

Managers and employees understand their role and responsibilities in HR-to-Pay

  • The process to access emergency payments (ESAs and priority Payments) has been clearly and actively communicated to employees
  • Beginning in December - % of managers and employees that have successfully completed OCHRO HR-to- pay training (tracking to be done centrally)

Process is clearly communicated to employees on how to access Priority Payments and ESAs.

Liaison Compensation team is actively involved in daily communication with employee experiencing financial hardship and working with departmental Finance and the Public Service Pay Centre to get issues resolved as soon as possible.

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

  • Number of employees without an identified section 34 manager (Reports to be provided by the integrated HR-to-Pay Team)
  • Future reporting requirement- % of pending S. 34 approvals actioned (approved/denied) within 15 working days

The established team is working with managers on future reporting requirements.

Currently, the CSPS is tracking transfers in and out manually along with employee who do not have a section 34 manager.  Employee are assigned to other section 34 managers. 

The School will report on section 34 as required.

Employee’s contact information is up to date in their HR system

  • Email sent to employees to remind them to validate their home and mailing addresses in the HR system regularly and update if required.

Communication to all employees sent to verify their personal data.

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