Language selection


An integrated strategy for human resources and pay

The Government of Canada is developing and putting in place an integrated strategy to manage human resources (HR) and pay for public servants.

On this page

Shifting our approach

Since the launch of the Phoenix pay system in 2016, Public Services and Procurement Canada (PSPC) has made significant progress in its efforts to improve the system and stabilize its operations. The impacts and limitations of current pay operations are not acceptable, and we must work with our partners to resolve them.

Our approach puts the employee experience at the centre of HR and pay and is an important step in regaining trust and confidence among public servants. It is built on 4 pillars and is informed by the advice and guidance of experts who have reviewed the HR and Pay environment in the Government of Canada.

The 4 pillars of an employee experience

Human Resources

  • Standardizing HR processes and systems in all organizations
  • Simplifying complex pay rules


  • Ensuring that the next pay system is modern, fit for purpose, and can automate transactions as much as possible


  • Establishing a single employee profile and a centralized way to manage data across all our HR and Pay systems
  • Modernizing the delivery of HR and Pay services by exploring how we can leverage artificial intelligence (AI)


  • Strengthening good HR management by departments, including submitting transactions on time, with accurate information
  • Deploying the new HR processes to ensure consistent HR management across the Government of Canada

Working together

PSPC is working closely with all groups impacted by this shift in approach, including:

We are also working together with the Treasury Board of Canada Secretariat (TBS), which is responsible for HR policies, directives, and guidelines. TBS will play a key role in simplifying HR processes and pay rules to make them consistent and easier to apply across organizations.

Testing a new human resources and pay system

Since 2018, the Government of Canada has been exploring options to transition to a single HR and Pay solution that meets the needs of employees. A single solution would replace the current Phoenix pay system. It would also replace the 32 HR systems in use across the Government of Canada.

Following a competitive procurement process, PSPC awarded contracts to 3 different private sector partners to explore their solutions. Since 2022, PSPC has been testing Dayforce, the human capital management platform provided by Dayforce, Inc. (formerly known as Ceridian), against the complex HR and pay landscape that currently exists across federal departments and agencies. This included testing common pay scenarios, complex collective agreements requirements, and ensuring the solution works effectively in both official languages. We also confirmed that the solution can serve small and regional government organizations with headquarters outside the National Capital Region. No critical shortcomings were discovered, but we identified gaps during testing. These will have to be resolved with enhancements to the system and making changes to our HR and pay processes.

The Final Findings Report summarizes the results of our testing so far, and the gaps that have to be addressed. It shows that Dayforce is a viable solution, but this doesn’t mean it’s ready to be used. Since summer 2023, we’ve been expanding testing to more complex scenarios and we are configuring the system to our specific needs.

In parallel, we have been prototyping AI solutions and experimenting with various data management models to ensure that our data is up to date, accurate and easy to share between systems.

Next steps

While this long-term work is underway, PSPC continues to focus on increasing the capacity of the current system to ensure public servants are paid on time and accurately, including by:

Based on the Final Findings Report and our continued work over the coming months, we will release a plan that will inform next steps for public service HR and pay.

Related links

Date modified: