Measures to stabilize the pay system

From Public Services and Procurement Canada

Accountable and informed decision making

Action item Status Delivery date Outcome
Establish a Ministers’ Working Group to take a whole-of-government approach and leverage Ministers’ experience. In place: The Working Group was established by the Prime Minister on April 27th, 2017 and meets regularly to assess progress and provide guidance. Completed Provide greater oversight and accountability to resolving pay issues
Establish a Deputy Ministers’ Oversight Committee to take a whole-of-government approach, as well as assistant deputy minister- and director general‑level committees. In place Completed Provide senior-level oversight and perspectives from across government to ensure the most appropriate and effective decisions and actions are being taken to support employees.
Established in July 2017.
Meeting monthly and bi-weekly respectively
Create an Integrated HR-to-Pay team, led by a Deputy Minister,  with representatives from PSPC and TBS, and a Project Management Office In place Completed Close tracking of progress through a robust governance, and clear accountabilities so that the pay system can be stabilized as quickly as possible.
Established in June 2017, the team works collaboratively to address the full spectrum of pay issues. Directs work planning and ensures progress across government; ongoing engagement on strategic direction, information sharing and sharing of best practices.
Establish an expert advisory panel. In progress 2018 Support the work of the integrated team and ensure that the best decisions and actions are being taken to support employees.
Performance measurement reporting to support decision making Establish contract with experts and interdepartmental working group. Late 2017 / early 2018 Development of enhanced performance metrics and ongoing reporting.
Conduct ongoing review of queue cases and identify opportunity for cleanup so that work is accurately measured and plans are accurate. Generate improved, reliable data to inform actions to be undertaken at the Pay Centre and in departments and agencies.
Establish performance measurement work plan, including review of existing Phoenix and HR reports.
Producing departmental-level dashboards Produced every pay period and adjusted based on feedback and refined methodology since June 2017. Ongoing Deputy Ministers are provided with information about their respective departments to address pay issues.
Conduct an independent, third-party lessons learned study Goss Gilroy reviewed the management and implementation of the Transformation of Pay initiative. Complete. Report delivered. Lessons learned are applied to efforts to stabilize the pay system and will inform other major Government of Canada transformation initiatives.

Partnerships and engagement

Action item Status Delivery date Outcome
Working closely with unions to share information and seek guidance. In place Ongoing Senior officials, managers and unions will have current, reliable information about pay and pay issues, so employees will be better supported in their organizations.
Holding regular union, management committee meetings since September 2016 as a forum for discussions about Phoenix issues and solutions
Working closely with the Canada Revenue Agency to minimize issues with tax slips. In progress Late 2017 Employees are provided timely and accurate tax slips.
Data integrity exercise between HR and Pay System based on lessons learned in 2016. Ongoing
Ongoing communication and engagement. Early 2018
Complete processing activities and issue tax slips to all GC employees by February 2018.
Ongoing communication and engagement.
Support HR-to-Pay community with improved operational reporting and analysis In progress Early 2018 Better reporting and data analysis will provide a more complete and accurate picture of pay situations in order to make informed decisions, observe trends and identify areas that need attention.
Review existing reports and requirements. 2018
Develop streamlined reporting strategy. 2018
Implement reporting strategy and rationalize reporting environment.
Implement HR-to-Pay Operational Communications  Strategy to support employees and HR community In progress
Enhanced pay stub explanation Early 2018 Provide updated information and tools that will allow managers to be better equipped to have informed discussions with their employees about pay, best practices, how to prevent pay delays and roles and responsibilities.
Finalise “Meetings in a box” for employees and managers Ongoing
Hold stakeholder forums in partnership with the Canada School of Public Service In place Ongoing Employees will see quicker resolution of pay issues based on input from a variety of stakeholders.
Stakeholder forum to review HR-to-Pay integrated plan with various stakeholders which include:
  • Vendors
  • Unions
  • Departments and agencies
Streamline pay centre processes and share best practices.

Instill a culture of continuous improvement

Suite of 10 process improvement projects to be completed Early 2018 Ensure that pay is processed efficiently, minimizing wait times for employees.
Implementation of Process Management Framework to monitor results and solidify change 2018
Integration of process improvements with overall HR-to-Pay work plan 2018
Best practices shared with departments and agencies 2018
Ongoing reporting on process efficiencies Ongoing
Ongoing Lean training with partners and Pay Centre Ongoing
Provide assistance to employees experiencing pay issues Provide employees tax services up to $200 per income tax year in 2017 and 2018 In place Employees with pay issues are provided necessary support.
Claims offices office established to reimburse employee expenses In place
Expected savings of $70M per year will not be harvested for three fiscal years (2016-17, 2017-18 and 2018-19) to help departments and agencies support employees with pay issues In place

Improved processes and technology

Action item Status Delivery date Outcome
Conduct an analysis to assess data sharing problems between Phoenix and the other HR systems in place across government. In progress: Identify key conflicts and recommend actions to be taken, including enhancing capacity, as they are identified Mid-2018 Rectify technical conflicts between the systems that may be contributing to pay issues and slow downs.
Redesigning the work of the pay centre by establishing teams that serve certain departments or groups of employees with specific needs. Adjust pay delivery model to address queue Early 2018 Employees will receive tailored, more efficient support from compensation staff.
Finalize arrangements and implement the specialized team pilots Late 2017
Pilot of specialized team concept and assess impact on queue Early 2018
Redesign HR processes that create the greatest number of overpayments and other pay issues, including:
  • Transfers in and out
  • Actings
  • Terminations
Establish working groups for each pay transaction type with HR professionals, HR systems experts, Pay Centre, and Phoenix system experts to redesign processes Late 2017 Modernized, efficient processes will decrease manual treatment, processing times, overpayments, and wait times for employees.
Identification of efficiency changes needed to practices, HR and/or Phoenix system Mid 2018

Increased capacity and service

Action item Status Delivery date Outcome
Increase pay processing capacity by setting up satellite offices in Gatineau, Quebec, Montréal Quebec, Winnipeg, Manitoba, Shawinigan, Quebec and Kingston, Ontario. Completed: July 28, 2016 Completed Additional capacity to address urgent pay issues.
Hire 300 additional compensation advisors to increase capacity at the Pay Centre. Ongoing Early 2018 Transactions are processed more quickly, decreasing wait times for employees.
Realign existing contracts to enhance IT technical support services. Ongoing 2018 Ensure that the pay system is running optimally.
Enhance client contact centre assistance by providing agents with access to Phoenix to improve employee assistance. In development Early 2018 Employees will receive more useful information about the status of their pay transactions.
Implement and track HR-to-Pay knowledge management and integrated training strategy Initial rollout of 13 courses on GCPedia to enhance overall capacity and knowledge of employees and managers, across government Late 2017 Help all users to better understand the pay cycle, their pay stub and how their specific HR system interacts with Phoenix to improve correct use of both systems for pay-related transactions taking into consideration the various interface types.
Augment rollout to 33 GCPedia courses, and deliver instructor-led courses for HR and compensation practitioners Early 2018
Review of all materials on websites and develop options for a knowledge management structure for both internal and external stakeholders Ongoing Provide updated information and tools that will allow managers to be better equipped to have informed discussions with their employees about pay, best practices, how to prevent pay delays and roles and responsibilities.
Maintenance of courses to reflect HR-to-Pay process and system changes Increase employee knowledge with information and tools that will help them understand their pay and any pay issues.
Implement a modernized Case Management Tool for the Pay Centre In progress 2019 Workflow in the Pay Centre is managed more effectively. Employees contacting the Pay centre receive more useful support and detailed information about their pay file.
Pursue development and business transformation strategy, detailed system design work, system testing and training
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