PAP2320HumanResourceManagement

Page 1: Introduction to Human Resource Management

This section provides headings that outline the scope of Human Resource Management (HRM) in the public sector. It covers essential areas including:

• Understanding who public servants are, defining their roles and significance within the government structure.

• The concept of hiring under the merit principle, emphasizing the importance of qualifications and competencies in the recruitment process.

• The focus on language and equity in the public service, recognizing the diverse linguistic landscape of Canada.

• Collective bargaining practices within the public sector, addressing labor relations and negotiations involved in public employment.

Page 2: Who Works for Government?

The public sector offers a wide array of employment opportunities, notably being:

• The federal government, which stands as Canada's largest employer, supporting a vast number of jobs.

• A diverse range of roles filled by government workers, illustrating a broad spectrum of occupations within the public service.

• The relationship between government employment and government business enterprises, showcasing how these entities operate within the public sector framework.

Page 3: Key Actors and Agencies in the Federal Public Service

This page identifies the primary actors and agencies involved in managing the federal public service, including:

• The Treasury Board, responsible for financial management and oversight.

• The Public Service Commission of Canada (PSC), focused on recruitment and staffing.

• The Privy Council Office (PCO), advising the Prime Minister and Cabinet.

• The Canada School of Public Service, which provides training and learning opportunities for public servants.

• Public sector unions, which advocate for the rights and interests of public employees.

Page 4: Occupational Categories for the Public Service

Public service positions are categorized into several occupational groups:

• Executive: Senior management roles overseeing operations.

• Scientific and Professional: Specialized roles requiring professional expertise.

• Administrative and Foreign Service: Positions related to governance and diplomatic functions.

• Technical Services: Jobs focused on technical support and services.

• Administrative Support: Critical roles providing administrative assistance.

• Operational: Front-line roles in service delivery and operational support.

Page 5: Hiring and Merit

The merit principle is foundational to hiring practices within the public sector, emphasizing:

• The importance of examinations, education, and skills as criteria for recruitment.

• How adherence to the merit principle ensures a qualified workforce within public service entities.

Page 6: The Evolution of the Merit Principle in the Public Service

This section explores the historical development of the merit principle:

• It contrasts the merit-based hiring against patronage, a practice where jobs are awarded based on favoritism rather than qualifications.

• Historical legislation: the Civil Service Act of 1908 and the 1918 Act, signifying early movements towards a structured hiring process.

• Questions regarding the actual application of merit in the public service, discussing issues like:

  • Contractual work and party support influencing hiring practices.

  • Distinctions between legitimate and illegitimate patronage practices.

  • Variability in the assessment of merit and the debate between hiring the 'best' versus the 'qualified.'

  • The impact of insider information and connections in recruitment.

Page 7: A Representative Public Service?

The concept of a representative public service is crucial for:

• Ensuring the workforce reflects the demographic makeup of the society it serves.

• The integration of principles of merit, equity, and representativeness in public service hiring practices.

• Responding to broader social movements advocating for diversity within the federal bureaucracy.

• Challenges of self-selection in hiring and advancement paths.

Page 8: The Roots of Bilingualism and Biculturalism in the Public Service

Canada's identity as a bilingual and bicultural nation is highlighted through:

• The constitutional recognition of French and English as official languages.

• Acknowledgment of the historical marginalization faced by French Canadians in various sectors, including government.

• The role of Québec nationalism and federalism in shaping language policy.

• The impact of the Bi and Bi Commission and the establishment of the Official Languages Act, 1969 in promoting linguistic equality.

Page 9: Establishing a Bilingual Public Service

Key initiatives in promoting bilingualism within the public service include:

• Recommendations from the Glassco Commission and the framework established by the Official Languages Act, 1969.

• Recognition of Canada's linguistic duality and equal standing of both French and English in public service operations.

• Mandates for public servants to work in their preferred official language and to serve Canadians accordingly.

Page 10: What Has Official Bilingualism Done (and Not Done) in the Public Service?

This section analyzes the implications of official bilingualism:

• A noted overrepresentation of French Canadians, as they are more likely to be bilingual.

• Creation of language profiles in federal jobs—classifying roles as French-essential, English-essential, or bilingual imperative.

• While progress has been made in eliminating discrimination against French Canadians, challenges remain:

  • Work tools often available only in English.

  • Language competency profiling inadequately reflecting job requirements.

  • English Canadians' struggles to maintain French proficiency.

Page 11: Pay Equity in the Public Service

Key aspects of pay equity are discussed, particularly focusing on:

• Gender dynamics, notably pertaining to pink-collar jobs and the undervaluation of "women's work."

• Legislative milestones, including Section 11 of the Canadian Human Rights Act, the Budget Implementation Act of 2009, and the Pay Equity Act of 2018.

• The role of the Pay Equity Commissioner in overseeing implementation.

Page 12: Why Employment Equity?

The necessity of employment equity revolves around:

• The goals of ensuring representativeness and responsiveness within the workforce.

• Acknowledging and addressing historical injustices faced by marginalized groups.

• Leveraging diverse talent to enhance organizational performance.

• Highlighting contributions from non-English and non-white groups to Canadian society.

Page 13: Employment Equity in the Public Service

This section traces employment equity initiatives in the public sector:

• Enactment of the Canadian Human Rights Act in 1977 and S. 15(2) of the Charter of Rights and Freedoms advocating for equal treatment.

• Critiques from the D’Avignon Committee in 1979 about the lack of diversity in public service personnel management.

• Recommendations from the 1984 Abella Commission forming the basis for the Employment Equity Act of 1986, reinforcing equity and merit.

Page 14: Implementing Employment Equity in the Public Service

The role of organizations such as the Treasury Board and the Public Service Commission in:

• Removing barriers to employment for marginalized groups.

• Ensuring workforce representativeness through active measures and supportive actions.

• Developing specialized offices to promote employment equity across various demographics and mentoring plans.

Page 15: What Has Employment Equity Done (and Not Done) in the Public Service?

Assessment of the impact of employment equity initiatives reveals:

• Disparities such as Indigenous overrepresentation in lower-skilled positions.

• Segregation of workers with disabilities in less-skilled roles.

• Persistence of women in lower-tier roles rather than in executive positions.

• Increased representation of visible minority groups in scientific and professional roles.

• Initiatives from the Employment Equity Task Force addressing the inclusion of Black Canadians and 2SLGBTQIA+ individuals.

• Ongoing legal actions highlighting claims of institutional discrimination against Black public servants.

Page 16: Collective Bargaining in the Public Service: Why It’s Different

This section highlights unique aspects of collective bargaining within the public sector:

• The limitations placed on collective bargaining topics compared to the private sector.

• The merit principle's influence on collective bargaining and the unique role of the government as the employer.

• Considerations around strikes and the potential political ramifications of labor actions.

Page 17: Collective Bargaining in the Public Sector and Its Evolution

This section outlines the historical context of collective bargaining for federal workers:

• Until 1967, collective rights were prohibited for federal workers.

• The establishment of union recognition within Crown agencies and their involvement in collective bargaining.

• Significant legislation such as the Public Service Staff Relations Act, 1967 and Public Service Labour Relations Act, 2005, which formalized collective relations and established the Public Service Labour Relations Board (PSLRB).

Page 18: Parties to the Collective Bargaining Process

An overview of the stakeholders involved in the bargaining process:

• The PSLRB oversees bargaining units categorized by occupational standards as recognized by the Treasury Board and PSC.

• The role of the Treasury Board as the official employer in negotiations.

• Existing restrictions on certain categories of workers regarding their rights to engage in collective bargaining.

• The federal government’s authority in designating bargaining roles.

Page 19: Choosing Collective Bargaining: The Arbitration or the Conciliation Track

Key mechanisms for resolving collective bargaining disputes are:

• Arbitration: Involves disputes being presented to a board that delivers legally binding decisions.

• Conciliation: A less formal process where a panel recommends resolutions, requiring mutual acceptance from both parties. If unresolved, the bargaining unit may go on strike after a cooling-off period, typically lasting 7 days.