Human Resources Policies

Background

  • Treasury Board (TB), whose mandate is defined in the Financial Administration Act, plays an important role in human resources. As the employer for the public service, it concerns itself with issues related to human resources, including the development of policy instruments and complex horizontal issues, such as the modernization of the pay system, and it is accountable to Parliament. The TB establishes strategic orientation in terms of people management in the public service, manages overall compensation (including pensions and benefits) and labour relations, and undertakes performance improvement projects in support of recruitment and employee retention objectives. TB’s Policy Framework for People Management includes a number of human resources policies and directives that set out the roles and responsibilities of the TB, central agencies and deputy heads.
  • The Public Service Commission (PSC) is mandated to appoint or have appointed to the public service, in accordance with the Public Service Employment Act, people who may or may not be in the public service, to carry out investigations and audits in accordance with the Act, and to enforce the provisions of the Act concerning the political activities of public servants and deputy heads.
  • While the TB determines the powers of various stakeholders directly in its policy instruments, the PSC indicates the appointment and related powers that are delegated, the powers that the deputy head may sub-delegate, and the conditions related to delegation and accountability, in the Appointment Delegation and Accountability Instrument (ADAI).
  • For its part, in the Departmental Human Resources Delegation Instrument, LAC inventoried the various authorities related to human resources, determined the prerequisite conditions for sub-delegation of authorities, and established the levels at which they can be carried out. Over 20 human resources policy instruments were also developed to guide sub delegated managers regarding the trends and requirements of the central agencies.
  • LAC also prepared a number of plans, including the 2019–2022 Strategic Plan for People Management, which covers strategies and priorities related to resources, the Diversity and Employment Equity Action Plan, the 2018–2020 Official Languages Action Plan, and a learning framework to better define its efforts in these areas. Finally, to ensure compliance, LAC monitors specific areas, in particular classification, staffing and official languages.

Considerations

  • LAC will have to review some of its policy instruments following the adoption of amendments to the Canada Labour Code (harassment and violence) and of the Accessible Canada Act, and revision of TB policies dealing with people management and official languages.

Key messages

  • LAC is equipped to fulfill its human resources obligations and keeps abreast of changes to improve its human resources policy instruments and practices, to provide excellent service to LAC managers and employees.

Contact:

Nathalie Des Rosiers, Director, HR Programs and Policies
Email: nathalie.desrosiers@canada.ca
Tel.: 613-818-1265

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