Government’s priority actions for 2018-2019

From Public Services and Procurement Canada

This page provides the government’s 2018-2019 priority actions to help stabilize the public service pay system. Expected results will be tracked and quarterly progress updates will be provided here.

A computer Stable and dependable IT systems

Expected result: Increased automation of human resources and pay requests

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Identify and implement required changes to HR and pay systems/software
  • Worked with departments to investigate pay issues, identify root causes, and develop solutions (see Executive Summary)
  • Transitioned to an Application Managed Service model (outcomes based) with IBM for functional support in order to allocate more internal resources to the identification and implementation of required changes
  • Worked with 3rd party suppliers to improve interoperability of systems, leading to fewer data errors
  • Issued multiple Requests for Information seeking industry expertise to help find innovative solutions
  • Implemented systems changes, such as automating manual processes and general system performance improvements, resulting in fewer pay issues
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Action: Identify and implement required changes to improve HR and pay processes
  • Worked with departments to investigate process issues, identify root causes, and develop redesigns
  • Implemented several change requests, including automating allowances for collective agreements, resulting in more efficient processing and minimizing the risk of overpayments
  • Developed a LEAN initiative to streamline pay processes and business model, and shared best practices with stakeholders.
  • Improved employee experience by auto-populating parts of the PAR form and providing clear and simple instructions
  • Implemented several change requests, including automation of PRI validation for hires/re-hires, minimizing risk of pay delays
  • Implemented a new process to ensure support was provided to stakeholders by not rejecting email submissions. New process provides the opportunity for emails to be modified by CCC and submitted to PC, thereby improving client service
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A process map Efficient HR and pay processes

Expected result: Efficient and accurate processing of four important HR and pay transactions (acting, transfer, termination and overpayments)

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Identify and document existing HR processes that impact employee pay
  • Processes for Transfers-in and out, Terminations and Overpayments were documented and analyzed as a first step towards determining improvements
  • The process for acting appointments is under review
  • Hundreds of HR, Pay and Finance specialists collaborated to review processes and outline areas for improvement for the pay transactions identified in Q1
  • New training developed at the Pay Centre combines theory and hands-on experience, allowing participants to receive timely and meaningful feedback
  • Of the 31 proposed projects, 10 were selected and developed for Q3 implementation
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Action: Identify and implement improvements to HR processes which impact employee pay transactions -
  • Work is underway to pilot the results of the review and on improvement to three of the most common HR processes: Transfers in and out, Terminations and Actings, which are expected to result in more efficient processes
  • A pilot of the recommendations to improve the management of overpayments is underway. Overall, these actions will improve overpayment recovery and transparency for employees, and reduce the incidence of overpayment
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Multiple employees making up a workforce Optimal workforce capacity

Expected result: Incremental reduction of the queue

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Ongoing roll-out of pay pod approach for all pay centre departments and agencies
  • Following a promising pilot, the Pay Centre launched wave 1 of the pay pod service delivery model in June 2018; 4 Pods now serve more than 35,000 employees
  • Results from the pilot showed a total queue decrease of 39.4%
  • Service standards for new transactions were met 86% of the time
  • To date, results of wave 1 show reductions in departmental queue ranging from 6% to 30%
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Action: Continuous hiring and training of staff at the Public Service Pay Centre and the Client Contact Centre.
  • With the funds provided in Budget 2018, PSPC was able to hire 192 additional compensation staff
  • Consultations were held with staff to determine training gaps and needs, requirements were reviewed, analyzed, and plans were developed
  • More than 1500 staff working in pay operation at the Pay Centre and regional offices, resulting in improved processing
  • Approximately 200 staff working at the Client Contact Centre are better equipped to respond to employee inquiries
  • At the end of Q2, the Pay Centre was finalizing Phase 2 of the Pod rollout, resulting in a total of 7 Pods servicing 24 organizations and 103,000 employees, approximately half of all Pay Centre clients
  • A variety of new training programs for compensation staff were developed and introduced for the Pay Centre, Client Contact Centre, as well for non-pay centre compensation advisors
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A verified checklist HR Data integrity

Expected result: Reduce number of errors in employees pay and increase timeliness and accuracy of employees pay

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Develop and implement service standards for the approval of HR and pay transactions
  • Developed preliminary work on data entry timeliness
  • Collaborated with departments to gather baseline data for 10 HR transactions
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Action: Track and monitor timeliness of approvals of HR and Pay requests within departments
  • Tracking and monitoring of the timeliness of HR data entry continued for all Pay Centre Clients
  • 11 departments representing 65% of the total employee populations served by the Pay Centre received regular updates to show progress and identify areas of improvement
  • As of the end of June 2018, the average timeliness of HR data entry for Pay Centre client departments and agencies was 29%
  • As of the end of September 2018, the average timeliness of HR data entry for Pay Centre client departments and agencies was 24%
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Action: Develop a strategy for the review of individual employee pay files -
  • Preliminary work has begun to develop a strategy framework for individual file reviews. These reviews will help employees regain confidence in the accuracy of their pay files
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A handshake Engaged stakeholders

Expected result: Stakeholders are engaged and contributing to the resolution of pay problems

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Improved and regular communications with employees and managers
  • Work was undertaken to improve the information available to employees, including changes to the Pay for the Public Service web
  • Improvements to the employee pay bulletin were made and discussions on how to better interact with employees on social media are underway
  • Following consultations with various committees, in-house user-testing was conducted with public servants and students, and the feedback collected was applied to PSPC’s web content on Canada.ca under the new Pay System and Services web section
  • Regular, weekly distribution of Phoenix communications are sent to provide users and the compensation community with timely information about pay system updates, issues and changes
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Action: Improve self-service tools for employees (e.g.: Track My Case)
  • The self-service program was reviewed to identify ways to improve the suite of tools that provide employees access to information about their files, and in some cases, make changes to their information
  • Work began to develop new tools to allow employees the ability to view their pay file information in a modern and easy to use interface
  • Plans to review the self-service program are ongoing
  • New tools continue to be developed to allow employees the ability to view their pay file information in a modern and easy to use interface
  • PSPC conducted public opinion research to gather employee feedback on the proposed tool. The final report of this study will be deposited to Library and Archives Canada and will be accessible to the public. The input will be used to help design the tools so that employees get the information that is useful to them
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Action: Regular engagement (e.g. information sessions, armchair discussions) with stakeholders
  • Provided support to organizations transitioning to the Pay Pod model through a series of change management products and services
  • Provided support to pay operations staff by leading ongoing meetings related to technical and process issues
  • Several engagement activities were undertaken for target groups such as Heads of HR, Chief Information Officers, Departmental ADMs and other multi-party stakeholders
  • Several tools were developed to support departmental readiness for transitioning to the Pod model, such as self-assessment and best practices guides
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Action: Continued collaboration with public sector unions
  • Unions were engaged and consulted through regularly scheduled meetings with Public Services and Procurement Canada and Treasury Board of Canada Secretariat
  • Periodic sessions of a multiparty stakeholder forums (including unions) were held to identify issues and propose solutions to promote effective stabilization activities
  • Union engagement and collaboration remains ongoing, ensuring the labour perspective is heard throughout the development and implementation of HR to Pay stabilization activities
  • Collaborated with to plan and implement the interface in order to reconcile union deductions
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A government building Robust governance

Expected result: Enhanced rigour, oversight and accountability

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Review existing governance structure to evaluate effectiveness and implement any necessary adjustments to ensure objective oversight, support and guidance required for effective decision making
  • Ongoing
  • Creation of a new Treasury Board Sub-Committee to provide ministerial oversight on HR-to-Pay
  • A series of deep dive information sessions have been scheduled for Deputies on key HR to Pay issues to better inform decision making
  • The DG HR-to-Pay Committee was re-set as a forum for information sharing, consultation and collaboration
  • New committees have also been identified to ensure robust governance on HR-to-Pay related issues
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Action: Governance bodies meet regularly
  • Ongoing
  • Ongoing
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A graph tracking progress Measurable progress

Expected result: Sound governance, evidence-based decision making, progress toward expected results and timely course correction

Actions Q1 Progress Q2 Progress Q3 Progress Q4 Progress
Action: Quarterly reports on progress
  • Develop business intelligence tools which will provide departments served by the Pay Centre with transaction-level data and access to a variety of reports
  • Phase 1 was rolled-out to 20 departments, providing them with the autonomy to track case progress, identify trends and areas for improvement, and help prevent pay issues
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