Management Response: Internal Audit of CNSC's Staffing Processes
Consult the main page: Internal Audit of CNSC's Staffing Processes.
Management Framework
Acronyms used:
HRD: Human Resources Directorate
HR: Human Resources
RHRPD: Resourcing and Human Resources Planning Division
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1. The Human Resources Directorate (HRD) should continue to improve the integration of HR planning into corporate business planning and document HR priorities including succession planning in the strategic HR plan. |
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Unit Responsible |
Management Response |
Timeline |
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Resourcing and Human Resources Planning Division (RHRPD) |
Linkages have been strengthened between HRD and Corporate Planning for 2010-11. The HR priorities are being closely aligned to the RPP and business priorities. | Completed April 30, 2010 |
| Comprehensive HR and Employment Equity plans are being developed resulting from consultation and input from key stakeholders. These will encompass various priorities and plans to support CNSC’s business objectives. | Completed | |
| HRD is involved in business planning and is a strategic partner at the management table on this subject. | May 2010 | |
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As part of its 2010-11 workplan, HRD is shifting its efforts from recruitment to retention and will undertake succession planning activities including identification of critical positions throughout the CNSC and the identification of potential successors or knowledge transfer/documentation to mitigate any risks. (March 31, 2011)
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November 30, 2010 |
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2. The CNSC should have an approved staffing policy and framework. The HRD should implement the approved staffing policy and framework to clarify roles and responsibilities and outline expectations on staffing. |
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Unit Responsible |
Management Response |
Timeline |
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RHRPD |
The CNSC has developed and launched a staffing policy framework which includes a staffing policy and a revised delegation instrument. Various guidelines as well as tools including process maps and training material are have been finalized which will not only clarify roles and responsibilities but will guide the managers in their decision making through the various steps from planning to the actual hiring. The objectives of the policy are to:
The policy was approved by the CNSC President on March 3, 2010 and will be effective April 1, 2010. |
Completed |
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3. The HRD should ensure that managers with delegated human resources authorities understand their responsibilities and accountability for staffing and have sufficient support and tools at their disposal. |
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Unit Responsible |
Management Response |
Timeline |
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RHRPD |
The staffing portion of the course “Management fundamental” has been revamped to better reflect responsibilities and accountabilities of the managers and has been made mandatory for all employees at the Director & Director General levels. All delegated managers are expected to have taken the module by May 31, 2010. |
May 31, 2010 Completed |
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HRD has finalized guidelines on key staffing areas as well as various tools, process maps and templates to support managers. These will include guidelines on establishing qualifications and hiring conditions; various staffing options; advertising a job opportunity; assessment of candidates; and selection and offer. The process maps clearly outline managers and HR responsibilities for an advertised and a non-advertised staffing process. The staffing policy framework (policy, delegation instrument, guidelines, process maps, tools and templates) are available electronically for managers. The staffing page on BORIS have been totally revamped to provide managers with all relevant material at their fingertips in a user friendly fashion. |
Completed |
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4. The HRD should implement mechanisms to measure, monitor and report on performance for staffing activities and produce an annual staffing activity report for senior management. |
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Unit Responsible |
Management Response |
Timeline |
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RHRPD |
Over the course of 2009-10, the staffing practices have been reviewed and formalized through the development of the staffing framework which will bring consistency in the approach to staffing. |
Completed May 31, 2010 |
| Training was provided to staffing advisors and assistants to ensure sound application and adherence to the model. | Completed | |
| Resources will be allocated to quality assurance, monitoring and reporting. | October 31, 2010 | |
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In addition, HRD has developed a database to capture, track, monitor and report on various types of staffing processes and activities as well as timelines associated with various stages. Testing is scheduled to occur in February 2010 after which training will be provided to HR staff in order to proceed with data entry. Time to staff will be captured retroactively to April 1, 2009 in order to establish a baseline while processes initiated after April 2010 will not only be tracked for time to staff but for service standards as well. HRD anticipates to be able to test and report with sufficient data by the end of the second quarter of 2010-11. Staffing activity for fiscal year 2010-11 will be reported to senior management. |
April 2011 |
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Compliance
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5. The HRD should improve its quality assurance process and the documentation of the staffing files. |
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Unit Responsible |
Management Response |
Timeline |
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RHRPD |
In light of the implementation of the staffing policy framework, standard checklists and internal HR procedures are being developed and training of the Resourcing team will be undertaken to ensure consistency in the organization and quality of the documentation on files. |
May 31, 2010 Completed |
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A reference tool outlining requirements at a glance is being developed and will be provided to managers and HR Advisors and Assistants. This has been will clearly articulate the minimum documentation requirements for various processes according to the staffing options being used. Resources will be realigned to develop and implement quality assurance, monitoring and reporting. |
May 31, 2010 |
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