Executive summary

This audit of Staffing and Classification was included in the Audit and Evaluation Branch (AEB)’s approved 2015 Integrated Risk-Based Audit and Evaluation Plan. The AEB conducted this audit in collaboration with the Public Service Commission (PSC) particularly with respect to the staffing component.   

The audit was timely since the PSC had identified in their 2015-16 audit engagement and work plan, a follow up to their 2011 Audit of Staffing at Environment Canada. Also, the PSC renewed its Appointment Framework in April 2016 to simplify staffing across the public service, consistent with the expectations set out in the Public Service Employment Act (PSEA). In addition, Treasury Board Secretariat (TBS) implemented a new classification policy framework in July 2015 to streamline and harmonize reporting requirements.

The objectives of this audit were to determine whether:

• staffing and classification frameworks were in place
• staffing appointments and classification decisions were in compliance with relevant requirements
• key processes for efficient management of staffing and classification were in place
• the recommendations from the PSC 2011 audit report were implemented

This audit concludes positively that several key elements of the staffing and classification management frameworks were in place at ECCC, such as policies, instruments and guidelines. As well, a Staffing Oversight and Monitoring Plan for 2016-17 has been established to measure and report on the health of organizational staffing. The audit also confirmed that the recommendations from the previous 2011 PSC staffing audit report were implemented.

Appointments examined were mostly in compliance with the PSEA requirements and other statutory and regulatory instruments. Positions were classified according to occupational group definitions, appropriate job evaluation standards and application guidelines. Moreover, staffing and classification service standards were defined.

However, some opportunities for improvements were noted in the following areas: alignment of staffing sub-delegation instrument; timeliness in classification files monitoring; appointment compliance; classification files documentation; and management of service standards.

To address the findings outlined in this report, the following recommendations are presented.

Recommendation 1

The Chief Human Resources Management Officer should improve existing staffing and classification processes and controls in order to:

• ensure better compliance of the sub-delegation staffing instrument with the authorities outlined in Annex A of the PSC’s revised ADAI
• enhance compliance of appointments with the PSEA, the PSC’s Appointment Policy and other relevant policies
• ensure that classification requirements for file documentation are met

Recommendation 2

The Chief Human Resources Management Officer should enhance its approach to monitor staffing and classification activities, including to:

• monitor staffing and conduct the required organizational cyclical assessment at least once every five years and report these results to the PSC
• conduct classification monitoring and follow-up in a more timely and periodic basis
• monitor and report actual performance against established staffing and classification service standards

Management response

Management agrees with the recommendations and management action plans have been developed to address the recommendations. The full management response is presented in section 4, the Conclusion, recommendations and management response.