ACS-SP Introduction of Short Format Work Descriptions and Consolidation

1. ACS-SPIntroduction ofShort Format Work Descriptions and Consolidation October 2006

2. Introduction Today’s presentation will cover: • Session Goals & Objectives • Historical Context • Introduction to Classification • Conversion • Short Format Work Descriptions (SFWD) • Consolidation • Implementation • ACS-SP project overview

3. Session Goals & Objectives • Provide managers who supervise employees represented by the Public Service Alliance of Canada an overview of classification reform. • Prepare managers to distribute Short Format Work Descriptions (SFWD) to their employees and explain, as required, the consolidation exercise. • Provide managers with an overview of the work accomplished by the ACS-SP team.

4. Historical Context Classification Reform • The Agency obtained separate employer authorities for classification and collective bargaining – 1999 • The Board of Management approved the Agency’s occupational group structure – 1999 • The CRA is developing and will implement modern Agency Classification Standards (ACS) for each newly established occupational group, with criteria: • Must meet the Agency’s business needs • Must respect requirements of Canadian Human Rights Act (CHRA) for gender neutrality • Must be cost efficient

5. Historical Context Executive Cadre Management Development Human Resources EC 509 HR/RH 563 MDP 67 Services and Programs (SP) Audit, Financial and Scientific (AFS) Management (MG) AU, AC, CH, CO, EN, PC, PS, SE, LS, ED, FI, ES, SI 5,805 AS, IS, PM, DA, CR, OE, ST, OM PG, DD, EG, GT, GL, GS,, EL, PR 20,258 MG 3,433 Information Technology CS 2,660 *The numbers refer to approximate numbers of indeterminate employees as provided by Compensation in August of 2005.

6. Group Definition The SP Occupational Group • The Services & Programs group comprises positions primarily involved in planning, development, assistance or delivery of CRA policies, programs or services or other activities directed to public or internal clients.

7. Introduction to Classification What is a Classification System? • Provides the framework to objectively and consistently organize work descriptions into occupational groups along bargaining affiliations. • Its purpose is to determine the relative value of work performed within an organization and is integral to the overall compensation structure.

8. Introduction to Classification What is a Classification Standard? • A measurement tool used to determine the relative value of duties of individual jobs equitably and consistently. • Its purpose is to assess the responsibilities, skills, work effort and work environment in order to assign an occupational group and level to a work description.

9. Introduction to Classification What is Classification Reform? • An administrative process to convert the Agency’s occupational groups to the new groups approved by the Board of Management using the standards developed for that purpose. • An opportunity to modernize CRA’s classification system. Conversion is not a reclassification.

10. CONVERSION

11. Conversion Key Deliverables for Successful Conversion • Solid Standard design and testing, based on business needs, CHRA considerations, and union consultations. • Completion of consolidation and work description writing exercise for SP work descriptions. • Evaluation of all work descriptions within the SP group using the new standard. • CAS readiness; this involves systems development and data integrity verification. • Successful bargaining of SP compensation.

12. Conversion • Conversion is dependent on the negotiation of SP rates of pay with the bargaining agent. • The actual date of conversion is not known. We are not converting now.

13. Prior to Conversion • Short format work descriptions will be evaluated using the existing standards to validate their classification level; • As of December 2006, short format work descriptions and consolidation will be introduced to employees in those occupational groups that will eventually be converted to SP; • Over 20,000 indeterminate employees will be impacted.

14. SHORT FORMAT WORK DESCRIPTIONS (SFWD)

15. Short Format Work Descriptions Why are SFWDs being introduced? • Maintain a consistent format to describe work performed by employees of the future SP group throughout the Agency; • Reduce the amount of irrelevant and repetitive information currently contained in work descriptions; • Ensure work descriptions meet the needs of various stakeholders: the classification process, managers and employees.

16. Short Format Work Descriptions Defining Characteristics • The new format has retained some familiar aspects such as Client Service Results and Key Activities; • Range from 4-6 pages (formerly upwards of 20-30 pages); • Succinctly and accurately describe the duties and responsibilities required by the function; • Focuses on the highest level of activity performed.

17. Short Format Work Descriptions Advantages of the new Short Format • Contributes to a streamlined classification process as all of the information contained is relevant to the evaluation process. • Reduced costs associated to the administration and translation of work descriptions • Easier to read and understand

18. Short Format Work Descriptions Development of Short Format Work Descriptions • Branch Coordinators from each Branch recruited writers, oversaw the writing process and validated work description content with Branch Managers. • The ACS-SP team managed a quality review process for work description rateability. • Consultations with Regional Managers on SFWD content and consolidation took place in September/October 2006. • Short format work descriptions will be evaluated using the existing standards prior to their implementation in December 2006. • Short format work descriptions will be evaluated using the new SP standard prior to conversion.

19. CONSOLIDATION

20. Consolidation What is consolidation? An exercise undertaken to review existing work descriptions at the same groupand level within each Branch and Region in order to: • Eliminate duplicate work descriptions across the organization; and • Identify work descriptions with commonalities and combine them into one work description representative of the work performed.

21. Consolidation The Consolidation Process • Branches identified work descriptions for consolidation. • Consolidation plans were shared for consultation with regional management teams, as well as with union representatives. • Factors used to validate groupings: • Same group & level; • Workflows & organizational needs; • Recent work descriptions reflecting current duties; • Competency profiles.

22. Consolidation Advantages of Consolidation • Fewer SP work descriptions to manage; • More consistency in describing work performed by employees of the future SP group across the Agency; • Reduced translation costs; • Reduced number of classification decisions to be made; • Facilitation of the management of cyclical workloads; • A menu of established work descriptions that managers can choose from when considering organizational changes; • Possibility of creating more opportunities for indeterminate positions where work is cyclical.

23. Consolidation Types of work descriptions (WD) at the CRA National: identified by the functional branch head in consultation with regional ACs for use in all or some regions. HQ: is valid only in HQ. Regional: is valid in a region only. Common: common to most or all branches and regions, typically administrative in nature, described generally and not related to a specific program. Shared: for use in specific branches.

24. Consolidation A New Approach to Work Description Management Current approach – work descriptions are owned by a particular Branch, therefore, if another Branch wishes to use the same work description, a new one must be created. New approach – creating categories of work descriptions that are not owned by one branch or another, thereby eliminating the need to create duplicate work descriptions. Includes the use of common and shared work descriptions.

25. IMPLEMENTATION

26. Implementation • Employees will receive their SFWD from their manager or supervisor by the end of December 2006. • For some employees, the SFWD will also be the result of a consolidation of existing work descriptions. • Managers are the primary contact for employees regarding the SFWDs and consolidation.

27. Implementation Managers’ role Prior to delivering SFWDs to employees, you will need to: • Ask an HRMT (role 120) user to produce the “Incumbent Verification Report” for your area using the classified structure (i.e. version 99). • Confirm that employees are sitting against the appropriate work description. • Submit a request to your Regional/Branch SP Coordinator to obtain SFWD for your employees. • Fully understand the importance of the introduction of SFWD. • Understand the consolidation exercise as it affects you – talk to your Regional/Branch SP Coordinator. • More information on consolidation will follow in the coming weeks.

28. Implementation Mechanisms to support the rollout • Information sessions for managers & HR service providers; • Union & Management SP contacts in virtually every office across the country; • Manager led information sessions for employees; • Information tools including a video for managers to use when informing employees.

29. Implementation • The first step is to train SP Contacts across the country (Management & Union at once) - now • SP contacts will subsequently hold information sessions with remaining managers - by the end of October/early November • Communication to employees - November • Managers to disseminate information on the introduction of SFWDs and consolidation, where applicable, to their employees & distribute short format work descriptions - by mid-December • Recommended that employees received the information and short format work descriptions during a regularly scheduled staff meeting.

30. Implementation Messages for Employees The work being performed by employees will not change, nor will their location of work, their rate of pay, their current occupational group and level, their manager/supervisor, or the position of their position in CRA’s organizational structure.

31. Implementation Messages for Employees There has been extensive consultation in the branches and the regions on work description content and the consolidation plan. Most of the information contained within existing or legacy work descriptions was not relevant to the existing standard – AS, PM, CR, etc. – and contributed nothing to the evaluation process - ie. no points. The streamlining that will result from the introduction of short format work descriptions and consolidation will benefit both managers and employees.

32. Implementation Messages for Employees The union representing employees of the future SP group has been consulted from day one of the ACS-SP Project, has provided input, and fully supports the development of an SP standard, the short format work descriptions and consolidation.

33. Implementation Recourse • A memorandum of understanding associated with the grievance process following the introduction of short format work descriptions and consolidation is being established and will be in place prior to December 2006. • It will be communicated to employees of the future SP group upon receipt of their short format work description.

34. Questions or comments?

35. ACS-SP Project Overview • Historical context • Challenges with current classification standards • Assumptions • Organizational Values • Anchor work descriptions • Testing • The SP Standard • Guidelines & Examples of work activities (EWAs) • Gender Neutrality Review

36. ACS-SP Project Overview Historical Context • Development of classification standard for SP group initiated in November 2002, shortly after the implementation of the MG group. • Project was placed on hold in December 2003 as a result of the creation of the Canada Border Services Agency. • ACS-SP revived in May 2005.

37. ACS-SP Project Overview Challenges with the Current Classification Standards • Do not meet CHRA requirements for 4 key factors (skill, effort, responsibility and working conditions) or for gender neutrality • Benchmark work descriptions are old and not reflective of how work is currently done (ie. new technologies) • Do not reflect current agency values (ie. client service orientation) • Some elements are measured inappropriately (ie. knowledge)

38. ACS-SP Project Overview Underlying project assumptions • The standard must: • Be CHRA compliant; • Reflect current CRA business needs; • Reflect Agency values (integrity, professionalism, respect, co-operation); • Maintain current relativities. • Data on positions will be cleaned up and accurate (in CAS); • Branches will be fully committed and dedicate the necessary time/resources.

39. ACS-SP Project Overview Organizational values • In 2002, senior managers from across the Agency were consulted and asked to identify CRA key values relative to the target SP population. • These values were used to establish the initial elements of the 2003 SP standard. • In 2005, a series of meetings were undertaken with the senior management teams from each Branch to further validate the values at the foundation of the SP standard.

40. ACS-SP Project Overview Anchor Work Descriptions • They represent approximately 100 work descriptions the Design Team used as a baseline to design a standard tailored to Agency needs. • These work descriptions reflect the core business of CRA across all branches and functions.

41. ACS-SP Project Overview Testing Testing was undertaken to: • Assess the clarity, understandability and workability of the draft standard through hands on application; • Assess quality & rateability of the new work descriptions; • Obtain interim ratings with which to create a model for determining the weights and levels; and • Obtain data to perform a gender neutrality review.

42. ACS-SP Project Overview Testing The standard was tested 4 times: • First tested by the ACS-SP design team (Fall 2005) • 2 sets of user testing (October 2005 & February 2006) with committees of Managers (Branches and Regions), Classification Advisors & ACS-SP team members • Enhanced Quality Review of SFWDs (Spring 2006) was also used as a testing ground for the standard

43. ACS-SP Project Overview The Draft SP Standard • 12 elements - some are new, while others are carried over from the 16 existing standards; • Tailored to represent the specific responsibilities, skills, work effort and work environment of the SP occupational group; • Reflects the existing CRA business environment, such as modern technologies; • Compliant with the CHRA.

44. ACS-SP Project Overview Guidelines & Examples of Work Activities (EWAs) • Are important supporting documents for the SP Standard. • They were also tested thoroughly through each round of testing. • Revisions were made and several iterations later, the current guidelines and EWAs are working reliably and efficiently.

45. ACS-SP Overview Gender Neutrality Review • Gender neutrality is a critical component of compliance with existing Canadian Human Rights Legislation: it refers to ensuring that a standard does not attribute more value, and by extension, more money, to work done by men as opposed to women. • Qualitative and quantitative analysis of the standard, administrative guidelines and EWAs, was conducted by a gender neutrality expert. • Interim result – the standard and supporting documents are compliant with CHRA. • Findings from the final report will be incorporated into the draft standard, as required.

46. Questions or comments?