Archived [2020-04-01] - Directive on Classification Oversight

1. Accountability:

A classification program is established and maintained in accordance with the Policy on Classification and related instruments. An active organizational classification oversight function exists, which includes a risk assessment and corrective action plans.

2. Sub-delegation of Classification Authority and Responsibilities:

Sub-delegation from the Deputy Head is clear and control mechanisms are in place to ensure that sub-delegated classification authority and responsibilities are exercised in accordance with the Policy on Classification and related instruments.

3. Infrastructure (Management Policies, and Systems):

Positions are classified according to the Policy on Classification, occupational group definitions, appropriate job evaluation standards, application guidelines and other documents developed and issued by the Office of the Chief Human Resources Officer.

Accurate and complete data and documentation are entered promptly, into classification files, organizational human resources information management systems, and the Office of the Chief Human Resources Officer’s information management systems, including the Position and Classification information t System and the Classification Grievance Tracking System. Quality control mechanisms are in place to ensure the integrity of data and/ or information.

4. Resource Planning and Capacity:

Capacity in classification is assessed on an ongoing basis. Organizations have in place the appropriate number of trained managers and accredited HR advisors to deliver classification activities and decisions. Managers have access to the Policy on Classification and related instruments and to accredited HR advisors for advice.

5. Expertise and Training:

Employees who exercise delegated organization and classification authority and carry out responsibilities are trained in accordance with the Office of the Chief Human Resources Officer‘s Organization and Classification Learning Curriculum.

6. Organizational Structure:

The structures of the organization support its mandate and business requirements and the organization is efficient and cost effective. Organizational charts are current and accurate.

7. Standardized Job Descriptions:

Standardized job descriptions are implemented wherever possible; ensuring that they are applied appropriately, within the intended organizational context.

8. Positions and Job Descriptions:

Job descriptions reflect the work assigned and performed by employees, have a reasonable and evidence-based effective date, are applied appropriately within the organizational structure and are reviewed within a reasonable time frame (5 year cycles) or as work changes significantly. Unique job descriptions are used on an exceptional basis.

9. Classification Decisions:

Classification decisions are actively monitored to ensure compliance with the Policy on Classification and related instruments; delegated authority; statutory requirements; grievance decisions and compensation principles of relativity, affordability and value for money.

10. Classification Mechanisms & Practices:

Classification mechanisms and practices are developed, implemented and maintained to support sound classification decision making in accordance with the Office of the Chief Human Resources Officer requirements.

11. Key Organizational Risks/Anomalies/ Impasse:

Key organizational risks are identified, prioritized and assessed through monitoring. Early warning assessments are conducted frequently to inform management of potential risks.

Control mechanisms, are in place to identify and resolve problems, anomalies and impasses (i.e., a dispute resolution process).

12. CPA-wide impact:

Organizations consult the Office of the Chief Human Resources Officer on all classification decisions that have a significant impact on CPA interdepartmental relativity or result in a significant increase in salary expenditures. Organizations identify, review and report on deputy head classification directed decisions and those that have been identified as “not to be used for internal and external relativity”.

13. Monitoring/Assessment activities:

Organizations conduct biennial monitoring activities based on the indicators set by the Office of the Chief Human Resources in accordance with the Policy on Classification and related instruments and following the principles of efficiency, effectiveness, affordability and integrity.

Ongoing monitoring activities outside of biennial reporting requirements are undertaken in the organization.

14. Report to the Office of the Chief Human Resources Office:

Organizations submit a biennial classification monitoring report. It must include up-to-date information about classification decisions that have been identified as “not to be used for internal and external relativity”, including any deputy head directed decisions.

Copies of audit and any other reports involving classification are submitted to the Office of the Chief Human Resources Officer upon completion.

15. Audits:

Organizations or the Office of the Chief Human Resources Officer conduct targeted, risk-based audit activities of the classification program in accordance with the Policy on Classification and related instruments.

16. Corrective Action Plan:

Organizations take action by appropriately addressing the recommendations and findings from the oversight activities (monitoring, reporting and audit). Prompt action is taken to ensure their early and effective implementation.

17. Ongoing Improvement:

Organizations continuously enhance the integrity of classification decisions by acting on the results of their ongoing monitoring as well as the mandatory monitoring, reviews, audits and other feedback. The results of corrective actions taken and ongoing improvements will form the basis of a follow up report to the Office of the Chief Human Resources Officer.

18. Senior Management:

Human resources leaders bring issues to the attention of senior management for discussion, follow-up and action as required.

1. Accountability:

The Classification Program fosters compliance with delegated classification authorities; the improvement of classification expertise within organizations and sound management of the wage bill. The Office of the Chief Human Resources Officer provides quality assurance of the classification program across the CPA to safeguard its integrity and effectiveness.

2. Classification Legal Framework:

Treasury Board Instruments are issued under the authority of the Financial Administration Act and are compliant with the Canadian Human Rights Act and Equal Wage Guidelines.

3. Directive on Classification Oversight:

The Directive on Classification Oversight establishes clear guidance for deputy heads and their representatives regarding the classification oversight function. The Office of the Chief Human Resources Officer assesses classification performance in organizations across the CPA, against requirements, through effective monitoring, audit and reporting.

4. Infrastructure:

The occupational group structure, policies and related instruments, job evaluation standards, tools, as well as central classification information management systems are developed, reviewed and maintained across the CPA.

5. Organization & Classification Learning Curriculum:

the Office of the Chief Human Resources Officer Organization & Classification Learning Curriculum which sets out training requirements for HR advisors and managers is developed, implemented and maintained across the CPA and will improve the classification expertise within organizations.

6. Support to the Organizations & Represent Employer:

The Office of the Chief Human Resources Officer supports CPA organizations by implementing and improving the classification program through the provision of advice, ongoing program support and consultations.

7. Standardized Job Descriptions:

Standardized job descriptions and other related requirements are established, validated and applied across the CPA and the job description format is defined.

8. Performance Measures:

Performance indicators are developed, implemented and reviewed to oversee the effective management of the classification program across the CPA.

9. Classification Decisions:

Classification decisions are managed effectively and consistently across the CPA; support compensation principles of gender neutrality, relativity, affordability and value for money in accordance with Treasury Board Instruments and statutory requirements. Classification decisions comply with grievance decisions.

Court decisions that involve classification are implemented consistently and effectively.

10. Data collection and analysis:

CPA trend analysis, thematic studies and classification dashboards are developed and maintained. Areas of strength and weakness of the Classification Program and its administration are identified and analyzed.

11. CPA-wide impact:

CPA classification risks and anomalies are identified, prioritized and assessed including all classification decisions that have a significant impact on CPA interdepartmental relativity or result in a significant increase in salary expenditures, as well as deputy head classification directed decisions and those that have been identified as “not to be used for internal and external relativity”.

12. Monitoring/Assessment activities: A biennial monitoring cycle is initiated, implemented and maintained across CPA organizations to enable an assessment of the overall health of the Classification Program.

Organizational monitoring reports and activities are reviewed and assessed.

13. Report to Organizations and Treasury Board:

The Office of the Chief Human Resources Officer reports to organizations on the effectiveness and performance of their classification programs with respect to the manner in which they are implemented and comply with the Policy on Classification and related instruments; provide feedback and direction on the results of their monitoring and audits as well as audits conducted by the Office of the Chief Human Resources Officer.

The Office of the Chief Human Resources Officer reports to the Treasury Board on the health of the Classification Program and its effectiveness and ongoing improvement measures.

The Office of the Chief Human Resources Officer reports to the Chief Human Resources Officer when significant issues arise and recommends corrective measures deemed appropriate to the level of non-compliance.

14. Audit activities:

Audit activities are initiated, conducted and maintained across CPA organizations based on the risk profile of an organization or at the request of the deputy head.

The Office of the Chief Human Resources Officer audits are evidence-based, intended to assess and improve the effectiveness of classification risk management, control and governance processes within organizations and bring greater accountability to classification decision-making.

Classification audit reports and activities are reviewed and assessed.

15. Corrective Action:

The Office of the Chief Human Resources Officer ensures that corrective actions and follow- through are appropriate and have been implemented by organizations.

16. Consequences:

The Directive on Classification Oversight sets out the range of consequences in the event of non-compliance with the Policy on Classification and related instruments (Reference section 8 of this Directive).

The Chief Human Resources Officer may direct deputy heads to take corrective actions in cases of misclassification or non-compliance with the Policy on Classification and related instruments. This may include directing organizations to take specific actions to avoid or correct classification anomalies.

The Chief Human Resources Officer may also recommend that the Treasury Board add conditions, modify or revoke the classification authority delegated to deputy heads.

17. Ongoing Improvement:

The Office of the Chief Human Resources Officer ensures the Policy on Classification and related instruments are reviewed and assessed every 5 years.

18. Best Practices:

The Office of the Chief Human Resources Officer shares tools and practices with organizations to facilitate improvements.