Actions taken to date Footnote *

From Public Services and Procurement Canada

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

  • HR-to-Pay Internal Team is well in place and includes representatives from HR staffing, compensation, My GCHR and Phoenix specialists and the CFO. They interact regularly and work as a single team with the goal of ensuring accurate and timely pay transactions.
  • Staffing resources, and My GCHR and Phoenix specialists meet weekly to ensure prioritization and proper entry.
  • HR specialists and CFO representatives communicate daily to validate transactions and payments.

Report on progress on HR-to-Pay stabilization priorities

  • Reports to HR-to-Pay Integrated Team are provided within the requested timelines and scope.

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

  • Information sessions were provided to employees by the HR-to-Pay Internal Team.
  • Active communication with all staff to apprise of situations including the development of a dedicated intranet page.
  • Before or on pay day, a choice is given to employees to obtain an emergency salary advance (ESA) in case of low or no pay issued as an emergency measure.  The recovery of salary advances is timed with the missed pays to prevent the production of no-pay or taxation issues.
  • The process to access emergency payments (ESA and priority payments) has been clearly and actively communicated to employees.
  • Group meetings were held by collective bargaining groups to explain retro pay and respond to questions. These meetings will continue until completion of verification of the revisions. The production and distribution of the revision/calculation sheets to employees will continue as part of these meetings.
  • Group meetings were held and will continue on a periodic basis for transferred/deployed employees to explain processes and delays in the adjustment of their pay.
  • Bi-weekly verification of all pay transactions processed to ensure proper payments/adjustments.
  • One additional temporary part-time resource was hired to respond to salary revisions workload.
  • Manual upload of timesheets for casuals and students to ensure proper and timely payments until the integration of the schedules works properly.
  • Active participation by the different specialists in meetings held by Phoenix, My GCHR and the HR-to-Pay Integrated Team.
  • The Finance group actively monitors all pay transactions to ensure accuracy of salary data, reconciles forecasts with actuals and shares the results with HR specialists.

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

  • Promoted the Canada School of Public Service training and held information sessions to respond to questions prior to and post launch.
  • Training on Phoenix was incorporated as part of the mandatory training for all employees and managers.

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

  • Active support was given to section 34 managers to clarify transactions and ensure good flow to section 33.
  • Messages to employees and managers were circulated during vacation/holiday season to ensure that acting managers have the proper delegation.

Employees’ contact information is up to date

  • Employee contact information was massively updated prior to the Phoenix launch.
  • Reminders were sent to all employees before T4 season on the importance of updating contact information.

Planned actions

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

  • One additional permanent resource will be hired to respond to the ongoing increase in workload created by Phoenix.
  • Monthly communications will be posted to remind employees and managers of the importance of updating their designated section 34 manager.

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

  • On-going communications will continue to occur through our intranet, information sessions and training.

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

  • Promote the new Office of the Chief Human Resources Officer (OCHRO) HR-to-Pay training and establish a departmental roll-out plan aligned with our workplace learning culture and strategies using OCHRO tools and training.

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

  • Upon receipt of the report on employees without an identified section 34 manager from the HR-to-Pay Integrated Team, we will evaluate and establish a communication strategy.

Employees’ contact information is up to date

  • Establish an awareness campaign reminding employees to validate their home and mailing addresses in both My GCHR and Phoenix on an ongoing basis.
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