Acting assignments |
- Number and length
- Acting assignments in vacant or non-vacant positions
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- Consider whether or not acting assignments could be filled by qualified priorities?
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Assignment, secondment, interchange |
- List of employees, including length of assignment, secondment or interchange
- Inflows and outflows
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- Are employees still planning to return as indicated? What are their new plans?
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Attrition |
- Type (e.g. retirements, resignations, deployments and others) - trends and forecasts by group and level
- Regional perspective
- Public Service-wide data
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- What do the trends mean in terms of your organization’s capacity to absorb internal priorities or priorities external to your organization?
- How does your organization compare to the Public Service?
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Budget |
- Timely, up-to-date information concerning your actual vs. planned workforce
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- Does your budget reflect your full-time equivalent needs—current and future?
- Have you taken into consideration costs associated with surplus employees?
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Employment equity |
- Representation, availability, gaps by group
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- What impact will changes to recruitment and workforce management have on existing programs/strategies? What will the impacts be?
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Indeterminate workforce |
- Workforce demographics of your indeterminate population, including age, retirement eligibility, salary and region
- Skills and attributes of your workforce
- Up-to-date performance agreements
- Learning plans
- Career objectives and goals
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- How many and distribution? Permanent or temporary funding?
- Other questions (retirement eligibility, leave credits, salary, etc.)
- Do all employees have performance agreements with clear work objectives?
- Have there been discussions about skill sets, competencies and future career plans?
- Do you know the skill sets of your workforce?
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Long-term leave – other (maternity, parental, educational, interchange, etc.) |
- List of employees, including return dates
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- Are employees still planning to return as indicated? What are their plans?
- Has the employee’s substantive position been filled indeterminately?
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Long-term sick leave |
- Number of employees on sick leave
- Type (with or without pay)
- Duration of absence
- Date of first contact from manager
- Numbers of employees on sick leave (without pay) applied for and were admitted for coverage under Long-Term Disability plans
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- What is the employee’s date of return (whether graduated or full-time; pre-injury/illness position or modified duties; with or without accommodation)?
- Are the trends indicating an increase in use of long-term sick leave?
- What strategies are in place to communicate with these employees and help them return to work?
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Official languages |
- List of employees whose language test results have expired or will soon expire
- Breakdown of English, French and bilingual positions
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- How will those employees with expired or soon-to-expire language levels be managed?
- What gaps exist and what strategies are in place to address official language issues?
- Could regions/services be impacted by potential changes?
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Organizational charts |
- Organizational chart
- List of all vacant positions and indication of whether or not they are funded
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- Is the information in the organizational chart current?
- Are there vacant positions on the organizational chart and can they be deleted/abolished?
- Are current reporting relationships reflected in the organizational chart?
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Recruitment |
- Internal forecasted needs over the next one to two years
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- Are there opportunities to fill positions within your department with impacted employees?
- Considering the availability of vacant positions and the staffing plans, what is the possibility that affected employees may receive a reasonable job offer from within your organization?
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Regional demographics |
- Up-to-date information on places of work of employees
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- Are there other departments in your region that are impacted by workforce adjustment? How will that impact decision making concerning guaranteed reasonable job offers?
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Retirement |
- Trends and forecasts (per group, level, region)
- Employees eligible to retire (without penalty / with an unreduced pension) within one year, two years, five years
- Trends of how long groups and levels remain after employees are eligible to retire
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- What are the employee’s intentions?
- What parts of your business/organization will be impacted by retirements? For example, certain business units or groups such as managers.
- What skill sets/corporate knowledge may be lost due to retirements?
- What options are available to transfer knowledge (technology, succession planning, learning, etc.)?
- How will your retirement trends impact your attrition rates?
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Staffing |
- Departmental staffing plans
- Data from the Priority Administration System
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- What are the opportunities to absorb affected employees within your organization?
- What are the opportunities to absorb affected employees within the Public Service?
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Students and casuals |
- Number
- Casuals – group and level
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- What proportion of your population is made up of students and casuals?
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Terms |
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- Do you have an appropriate balance of term versus indeterminate employees*
—need flexibility to absorb reductions
- Do you want to allow your terms to rollover at three-year mark—need flexibility to absorb reductions
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