HR-to-Pay: INFC contribution

From Public Services and Procurement Canada

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

  • Stabilization requires departmental HR, Compensation, IT, CFO, Communications, Reporting and Analytics to 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.

INFC has a Memorandum of Understanding with Public Services and Procurement Canada (PSPC) to provide pay services.  Our pay files have not been transferred to Miramichi.  A compensation team (5 full time employees) from Public Services and Procurement Canada (PSPC), Compensation Services, is dedicated to providing personalized pay services exclusively to INFC, including establishing rigorous control measures.

INFC has also reallocated resources to an internal HR-to-Pay Team composed of HR and Finance resources with support from Communications and IT on an as-required basis. The team resources include: one part-time PE-04; one full time AS-03, one full time AS-02; one part-time AS-02; one part-time student; one full time FI-03; one part-time FI-03; three part-time FI-02s and one part-time FI-01.

Bi-weekly meetings are held with the internal HR-to-Pay team and the PSPC Compensation team and ongoing communication between the two teams are maintained to deal with new and ongoing pay and leave issues in a timely manner as they arise. 

CFO receives PSPC reports regularly and convenes meetings as required based on overpayment/underpayment status.

INFC has representation from our HR-to-Pay team on all Pay related committees and working groups.

At this time, 43% of INFC employees have outstanding pay related issues which vary in complexity. Employees and their managers are kept apprised of progress in addressing their specific pay issues. Because each case tends to be unique, time to address individual cases vary.  Some factors outside of our control also impact our ability to address our employee pay issues (e.g., implementation of collective agreements have delayed transfers in and out of the department). 

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 analyze and respond to data requests, in respect to the monitoring framework to be established through the governance structure

The HR and Finance members of the HR-to-Pay team are responsible for ensuring reports and data are provided to Treasury Board Secretariat (TBS) on a regular (every pay week) and on an as required basis (see resource allocation above).  This data is used to create the INFC’s dashboard and is provided to our Minister for information. PSPC Compensation Services provides a weekly report to TBS and INFC on the status of the implementation of the collective agreements.

The Finance Team is also providing quarterly updates on overpayments and underpayments information to the Office of the Comptroller General.

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 support is in place to provide caring, timely, targeted, focused, and accessible information sharing

All employee situations/cases are monitored closely in collaboration with PSPC. As soon as an issue is identified, the HR-to-Pay team reviews the employee’s pay file to identify the cause of the problem and takes immediate action to resolve the issue. In cases where an employee could require a salary advance or an emergency payment, the employee is informed of the situation on a proactive basis. Targeted communication with affected staff is ongoing.

Information related to pay and leave is shared with managers and employees on an ongoing basis. A Senior HR Advisor from the HR-to-Pay team works closely with Communication Services to prepare the necessary communication materials and identify the appropriate communication media (e.g., INFRAnet, the Compensation web page, News & Notes (information intended for Senior management), departmental-wide emails, training and information sessions and special meetings.

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

The HR-to-Pay team includes one training coordinator who is dedicated to the OCHRO training initiative. This individual is responsible for coordinating meetings relating to this initiative and capturing data related to employees’ participation in the training. The information relating to the tools and training available will be shared with all INFC staff through our various internal media.

The process to access emergency payments (ESAs and Priority Payments) has been clearly and actively communicated to employees, with periodic reminders planned in future.

Managers are informed when cases are severe to ensure ongoing support and dialogue with staff.

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

INFC managers are aware of the requirement to regularly check for transactions pending approval. Finance monitors these cases to ensure approval is completed on time. Messages requesting managers to approve pending transactions are communicated on an ongoing basis. 

Managers who are not yet transferred to INFC are not identified as section 34 managers. However, measures have been put in place so that all INFC employees have access to a manager who has section 34 for approval until such time as their respective managers have been transferred to INFC.

Our objective is to attain 100% of pending S34 approvals actioned (approved/denied) within 15 working days. Close monitoring is done on a daily basis by Finance to avoid any delays/interruptions.

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 determine 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

Reminders have been provided to employees to validate their home and mailing addresses in the HR system.

Further reminders will be provided on a regular basis in collaboration with Communications.

Other internal measures

  • Ensuring cases are dealt with in a timely and transparent manner as they arise.

PSPC Compensation Services works collaboratively with the INFC HR-to-Pay team. 

Some of the things that we are working on together include, but are not limited to:

  • Monitoring all cases of overpayment closely to ensure overpayment recovery is done accurately and in a timely manner, while providing flexible options to employees.
  • Processing of acting appointments: Priority has been given to implementation of collective agreements. Once these are completed and stable, processing of acting appointments will follow in order to reduce pay errors and issues.
  • Implementing the negative pay system for students and casual employees, which resulted in the reduction of pay issues and the need for salary advances;
  • Dealing with INFC employee files in their entirety, rather than by case number to resolve all pay issues for each employee.

Compensation Services is presently implementing all new collective agreements and are on target to complete implementation, including the payment of retroactive payments on time.  This will facilitate the ongoing need to transfer employees in and out of INFC, a process which is currently on hold until collective agreement implementation is complete.

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