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Keybot 170 Ergebnisse  cbsa.gc.ca  Seite 3
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L'Agence a donné une orientation claire et a fixé des priorités qui permettent une dotation fondée sur les valeurs. Des plans RH distincts intégrés aux plans opérationnels et aux rapports de dotation ont été établis au sein de certaines directions générales et régions.
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The planning element of the SMAF is in process and is not a mandatory element at the time of the audit. The Agency has given clear direction and has set priorities that enable values-based staffing. Individual HR plans that are integrated with business plans and staffing reports were done in some branches and regions.
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Des entretiens avec la direction RH ont révélé qu'une liste de contrôle est utilisée par les spécialistes en RH pour « s'auto-contrôler » afin d'assurer la complétude du processus et des documents requis dans les dossiers de dotation.
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Staffing files were not reviewed as part of the scope of the audit. Therefore, a fully implemented rating cannot be provided as the audit did not confirm whether appointment processes and decisions were in compliance with the statutory, organizational and PSC policy requirements. Interviews with HR management indicated that a checklist is being used by HR specialists to "self-monitor" to ensure completeness of the process and the required documentation on the staffing files. The PSC's report on the Agency's DSAR states that appointment decisions are progressing.
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En novembre 2003, le gouvernement du Canada a adopté la Loi sur la modernisation de la fonction publique (LMFP) en vue de favoriser une approche intégrée dans la gestion RH qui permettrait à la fois une certaine souplesse et une certaine responsabilisation quant aux pratiques RH dans les organismes du gouvernement fédéral.
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In November 2003, the Government of Canada enacted the Public Service Modernization Act (PSMA) to promote an integrated approach to HR management that would allow both flexibility and accountability in HR practices in federal organizations. Subsequently, the Public Service Employment Act (PSEA), a component of the PSMA, was introduced on December 31, 2005, to ensure that HR planning, including broader staffing processes, was aligned with overall business plans and priorities of federal organizations.
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Parmi les endroits visités aux fins de la vérification, les régions de l'Atlantique et de Windsor-St. Clair, ainsi que la Direction générale des ressources humaines avaient des plans RH liés à leurs priorités opérationnelles.
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Of the sites visited for the audit, the Atlantic and Windsor-St. Clair regions and the Human Resources Branch had HR plans linked to business priorities. Without a formalized HR plan, appointment decisions may be made without full consideration of the overall strategic HR needs of the organization and may not fully address identified HR gaps. The lack of formal HR plans also may make it more difficult to ensure staffing decisions respect public service appointment values (merit, representativeness, non-partisanship, access, fairness and transparency).
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L'Agence emploie diverses méthodes de communication pour tenir les gestionnaires subdélégués, les employés et les représentants des agents négociateurs au courant de la nature des changements apportés au processus de nomination et de leur incidence sur l'ASFC. Par exemple, le président de l'ASFC a fourni des renseignements sur la modernisation des RH à l'Agence le 17 janvier 2005 et sur la nouvelle LEFP le 30 décembre 2005.
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The Agency uses various types of communications mechanisms to keep sub-delegated managers, employees and bargaining agent representatives informed about the nature of the changes to the appointment process and the impact for the CBSA. For example, the President of the CBSA provided information on HR modernization at the Agency on January 17, 2005, and on the new PSEA on December 30, 2005. A fairly detailed internal appointment process was also communicated to all staff via the CBSA's intranet. The audit noted that the information is appropriate and available in a timely manner.
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Parmi les endroits visités aux fins de la vérification, les régions de l'Atlantique et de Windsor-St. Clair, ainsi que la Direction générale des ressources humaines avaient des plans RH liés à leurs priorités opérationnelles.
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Of the sites visited for the audit, the Atlantic and Windsor-St. Clair regions and the Human Resources Branch had HR plans linked to business priorities. Without a formalized HR plan, appointment decisions may be made without full consideration of the overall strategic HR needs of the organization and may not fully address identified HR gaps. The lack of formal HR plans also may make it more difficult to ensure staffing decisions respect public service appointment values (merit, representativeness, non-partisanship, access, fairness and transparency).
  Vérification du cadre ...  
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En novembre 2003, le gouvernement du Canada a adopté la Loi sur la modernisation de la fonction publique (LMFP) en vue de favoriser une approche intégrée dans la gestion RH qui permettrait à la fois une certaine souplesse et une certaine responsabilisation quant aux pratiques RH dans les organismes du gouvernement fédéral.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
In November 2003, the Government of Canada enacted the Public Service Modernization Act (PSMA) to promote an integrated approach to HR management that would allow both flexibility and accountability in HR practices in federal organizations. Subsequently, the Public Service Employment Act (PSEA), a component of the PSMA, was introduced on December 31, 2005, to ensure that HR planning, including broader staffing processes, was aligned with overall business plans and priorities of federal organizations.
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
Parmi les endroits visités aux fins de la vérification, les régions de l'Atlantique et de Windsor-St. Clair, ainsi que la Direction générale des ressources humaines avaient des plans RH liés à leurs priorités opérationnelles.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Of the sites visited for the audit, the Atlantic and Windsor-St. Clair regions and the Human Resources Branch had HR plans linked to business priorities. Without a formalized HR plan, appointment decisions may be made without full consideration of the overall strategic HR needs of the organization and may not fully address identified HR gaps. The lack of formal HR plans also may make it more difficult to ensure staffing decisions respect public service appointment values (merit, representativeness, non-partisanship, access, fairness and transparency).
  Vérification du cadre ...  
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Toutefois, des entretiens avec certains employés dans les directions générales et les bureaux régionaux ont révélé que le nombre insuffisant de spécialistes en RH a une incidence sur la prestation de services RH en temps utile.
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The Agency has implemented a governance infrastructure that supports the management of staffing actions and it has established policies that support the new PSEA. A communications strategy was developed to ensure that staff has access to timely staffing information, strategies and decisions. However, interviews at certain branches and regional offices indicated that the insufficient number of HR specialists has affected the provision of timely HR services. In terms of planning, integrated HR plans are still under development at certain CBSA branches and regions. Furthermore, staffing management practices, controls and results are not actively monitored.
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En novembre 2003, le gouvernement du Canada a adopté la Loi sur la modernisation de la fonction publique (LMFP). Cette loi donne un cadre général à la modernisation des ressources humaines (RH) dans l'ensemble du gouvernement fédéral.
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In November 2003, the Government of Canada enacted the Public Service Modernization Act (PSMA). The legislation provides a broad framework for human resources (HR) modernization across the federal government. It encompasses several other pieces of legislation that have been revised or created to modernize staffing, foster collaborative labour relations, clarify managerial roles, strengthen accountability and provide employees at all levels with access to continual learning opportunities.
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L'élément contrôle du CRGD sert à examiner des aspects comme la disponibilité de renseignements de grande qualité sur les RH en temps utile pour appuyer les stratégies et décisions de dotation, et voir à ce que soient respectées les exigences de la CFP touchant les rapports.
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The control element of the SMAF examines such aspects as the availability of high-quality and timely HR information to support staffing strategies and decisions, as well as ensuring that the reporting requirements with the PSC are met. In addition, there is a requirement to ensure that staffing monitoring on staffing process is done on an ongoing basis and identified staffing performance deficiencies are corrected in a timely manner. This is a mandatory element of the SMAF.
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À l'heure actuelle, aucun cadre officiel de contrôle de la dotation n'est en place et il n'y a pas de preuves montrant que les lacunes dans le rendement de la dotation sont corrigées au bon moment. Cela dit, une version provisoire du cadre a été rédigée. Des renseignements de qualité et en temps utile sur les RH à l'appui des stratégies et décisions de dotation ne sont pas disponibles.
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The control element at the CBSA is not in compliance with the requirements of the SMAF, as enunciated under the PSEA. Currently, there is no formal staffing monitoring framework in place or evidence that staffing performance deficiencies are corrected in a timely fashion; however, a draft framework has been developed. High-quality and timely HR information is not available to support staffing strategies and decisions.
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À la suite du RMORCD de 2006-2007, la CFP a déclaré que l'ASFC doit mettre en oeuvre une approche pour comparer les mesures de dotation réelles au plan RH, réunir et tenir à jour ses propres données sur la dotation plutôt que partager un système avec le prestataire de services et appliquer des stratégies précises de contrôle de la dotation.
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The CBSA is required to report annually to the PSC on the progress of the SMAF by means of the Departmental Staffing Accountability Report (DSAR). In response to the 2006-2007 DSAR, the PSC stated that the CBSA must implement an approach to compare actual staffing actions against the HR plan, collect and maintain its own staffing data rather than sharing a system with the service provider, and put in place specific strategies for monitoring staffing.
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Le Plan d'action pour le renouvellement de la fonction publique de 2007-2008, élaboré par le Comité des sous-ministres sur le renouvellement de la fonction publique, soulignait expressément la planification des RH comme point prioritaire pour l'année financière 2007-2008.
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While the planning element is not required to be in place by December 31, 2005, the audit provided a status on the element given its importance as a priority for the public service. The 2007-2008 Public Service Renewal Action Plan developed by the Deputy Minister Committee on Public Service Renewal specifically highlighted HR planning as a priority item for the 2007-2008 fiscal year.
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En outre, des séances de formation ont été offertes au personnel des RH et aux gestionnaires subdélégués afin d'examiner en détail les changements apportés au processus de nomination et les répercussions de la LEFP sur l'Agence.
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CBSA employees can access to the Human Resources Branch's intranet section where they can find the most frequently asked questions and answers about the new appointment process. In addition, training sessions were provided to HR staff and sub-delegated managers to review in detail the changes to the appointment process and the impacts of the PSEA for the Agency.
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L'élément planification du CRGD vise des aspects comme une orientation claire et des priorités arrêtées par la haute direction, ainsi que la détermination des besoins actuels et à venir en termes de dotation RH au sein de l'organisation.
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The planning element of the SMAF covers aspects such as having a clear direction and priorities as determined by senior management and identifying current and future HR staffing needs of the organization. The identified needs must be consistent with HR planning and business needs of the Agency.
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Au cours des cinq dernières années, l'Agence ou l'ancien ministère n'a fait l'objet d'aucune vérification ayant trait au CRGD ou à d'autres activités RH connexes. Au moment de la présente vérification, la CFP était en train d'effectuer une vérification de la dotation pour le processus de nomination dans le groupe de la direction (EX) à l'ASFC, mais les résultats de cette vérification n'ont pas encore été transmis.
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In the last five years, no prior audits have been conducted by the Agency or its legacy department on the SMAF or on other related HR activities. At the time of this audit, the PSC was conducting a staffing audit of the Executive (EX) appointment process at the CBSA, and the results have yet to be reported.
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En novembre 2003, le gouvernement du Canada a adopté la Loi sur la modernisation de la fonction publique (LMFP) en vue de favoriser une approche intégrée dans la gestion RH qui permettrait à la fois une certaine souplesse et une certaine responsabilisation quant aux pratiques RH dans les organismes du gouvernement fédéral.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
In November 2003, the Government of Canada enacted the Public Service Modernization Act (PSMA) to promote an integrated approach to HR management that would allow both flexibility and accountability in HR practices in federal organizations. Subsequently, the Public Service Employment Act (PSEA), a component of the PSMA, was introduced on December 31, 2005, to ensure that HR planning, including broader staffing processes, was aligned with overall business plans and priorities of federal organizations.
  Vérification du cadre ...  
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En juin 2006, des renseignements ont été fournis au personnel sur le Plan stratégique d'activités de la Direction générale des ressources humaines qui énonçait les priorités et les plans pour l'Agence. En outre, le Rapport sur les plans et les priorités de 2006-2007 et de 2007-2008 fait également état de la vision RH de l'Agence, à laquelle ont accès tous les employés.
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Staff was informed in June 2006 on the Human Resources Branch's Strategic Business Plan that outlined the priorities and plans for the Agency. Furthermore, the Report on Plans and Priorities (RPP) for 2006-2007 and for 2007-2008 also illustrate the Agency's HR vision, which is available to all employees.
  Vérification du cadre ...  
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Des entretiens avec la direction RH ont révélé qu'une liste de contrôle est utilisée par les spécialistes en RH pour « s'auto-contrôler » afin d'assurer la complétude du processus et des documents requis dans les dossiers de dotation.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Staffing files were not reviewed as part of the scope of the audit. Therefore, a fully implemented rating cannot be provided as the audit did not confirm whether appointment processes and decisions were in compliance with the statutory, organizational and PSC policy requirements. Interviews with HR management indicated that a checklist is being used by HR specialists to "self-monitor" to ensure completeness of the process and the required documentation on the staffing files. The PSC's report on the Agency's DSAR states that appointment decisions are progressing.
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
Parmi les endroits visités aux fins de la vérification, les régions de l'Atlantique et de Windsor-St. Clair, ainsi que la Direction générale des ressources humaines avaient des plans RH liés à leurs priorités opérationnelles.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Of the sites visited for the audit, the Atlantic and Windsor-St. Clair regions and the Human Resources Branch had HR plans linked to business priorities. Without a formalized HR plan, appointment decisions may be made without full consideration of the overall strategic HR needs of the organization and may not fully address identified HR gaps. The lack of formal HR plans also may make it more difficult to ensure staffing decisions respect public service appointment values (merit, representativeness, non-partisanship, access, fairness and transparency).
  Vérification du cadre ...  
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La haute direction a fourni une orientation claire et fixé des priorités qui permettent une dotation fondée sur les valeurs au moyen du plan RH intégré que l'Agence a élaboré pour 2006-2008. Toutefois, la mesure dans laquelle les régions et les directions générales ont dressé leurs plans RH et les ont intégrés aux besoins opérationnels variait au sein de l'Agence.
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Senior management has provided clear direction and has set priorities that enable values-based staffing through a corporate integrated HR plan developed for the period 2006-2008. However, the degree to which regions and branches have completed their HR plans and integrated them to business needs varied across the Agency. A review of HR plans submitted to the Human Resources Branch noted that five regions and three branches have approved HR plans that were aligned with their business priorities as derived from an environmental scanning process (conducted as part of the business and HR planning process) or as discussed in an HR planning workshop by the corporate HR planning team. Interviews confirmed that branches and regions without HR plans are either in the process of completing one or scheduled for an HR planning workshop.
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La vérification a révélé que les autorités subdélégataires en matière de dotation ont accès à des spécialistes en RH qui ont réussi l'Examen de connaissances sur le Cadre de nomination (ECCN) [ 6 ] et dont l'expertise a été validée par la CFP.
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The audit found that staffing sub-delegates have access to HR specialists who have passed the Appointment Framework Knowledge Test (AFKT) [ 6 ] and whose expertise has been validated by the PSC. However, interviews indicated that access to HR specialists is not sufficient and affected the provision of timely HR services. Capacity and turnover issues relating to staffing experts continue to remain a challenge for the Agency. This is caused by the significant demand for HR specialists and the tight labour market in this specialized field. Furthermore, the ratio of HR specialists to the number of sub-delegates has not been set or standardized by the CBSA. In addition, the CBSA has recently implemented, with the approval of the CBSA President, a PE (Personnel Administration) development and apprenticeship program.
  Vérification du cadre ...  
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La haute direction a fourni une orientation claire et fixé des priorités qui permettent une dotation fondée sur les valeurs au moyen du plan RH intégré que l'Agence a élaboré pour 2006-2008. Toutefois, la mesure dans laquelle les régions et les directions générales ont dressé leurs plans RH et les ont intégrés aux besoins opérationnels variait au sein de l'Agence.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Senior management has provided clear direction and has set priorities that enable values-based staffing through a corporate integrated HR plan developed for the period 2006-2008. However, the degree to which regions and branches have completed their HR plans and integrated them to business needs varied across the Agency. A review of HR plans submitted to the Human Resources Branch noted that five regions and three branches have approved HR plans that were aligned with their business priorities as derived from an environmental scanning process (conducted as part of the business and HR planning process) or as discussed in an HR planning workshop by the corporate HR planning team. Interviews confirmed that branches and regions without HR plans are either in the process of completing one or scheduled for an HR planning workshop.
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
La haute direction a fourni une orientation claire et fixé des priorités qui permettent une dotation fondée sur les valeurs au moyen du plan RH intégré que l'Agence a élaboré pour 2006-2008. Toutefois, la mesure dans laquelle les régions et les directions générales ont dressé leurs plans RH et les ont intégrés aux besoins opérationnels variait au sein de l'Agence.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Senior management has provided clear direction and has set priorities that enable values-based staffing through a corporate integrated HR plan developed for the period 2006-2008. However, the degree to which regions and branches have completed their HR plans and integrated them to business needs varied across the Agency. A review of HR plans submitted to the Human Resources Branch noted that five regions and three branches have approved HR plans that were aligned with their business priorities as derived from an environmental scanning process (conducted as part of the business and HR planning process) or as discussed in an HR planning workshop by the corporate HR planning team. Interviews confirmed that branches and regions without HR plans are either in the process of completing one or scheduled for an HR planning workshop.
  Vérification du cadre ...  
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Cependant, des entretiens avec des employés dans des directions générales et des bureaux régionaux ont révélé que le nombre insuffisant de spécialistes en RH a une incidence sur la prestation de services de RH en temps utile.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
The CBSA has implemented a governance infrastructure that supports the management of staffing actions and it has established policies that support the new PSEA. A communications strategy was developed to ensure that staff has access to timely staffing information, strategies and decisions. However, interviews at certain branches and regional offices indicated the insufficient number of HR specialists has affected the provision of timely HR services. The President of the CBSA has approved a PE (Personnel Administration) development and apprenticeship program. In terms of planning, integrated HR plans are still under development at certain CBSA branches and regions. Furthermore, staffing management practices, controls and results are not actively monitored.
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
La haute direction a fourni une orientation claire et fixé des priorités qui permettent une dotation fondée sur les valeurs au moyen du plan RH intégré que l'Agence a élaboré pour 2006-2008. Toutefois, la mesure dans laquelle les régions et les directions générales ont dressé leurs plans RH et les ont intégrés aux besoins opérationnels variait au sein de l'Agence.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Senior management has provided clear direction and has set priorities that enable values-based staffing through a corporate integrated HR plan developed for the period 2006-2008. However, the degree to which regions and branches have completed their HR plans and integrated them to business needs varied across the Agency. A review of HR plans submitted to the Human Resources Branch noted that five regions and three branches have approved HR plans that were aligned with their business priorities as derived from an environmental scanning process (conducted as part of the business and HR planning process) or as discussed in an HR planning workshop by the corporate HR planning team. Interviews confirmed that branches and regions without HR plans are either in the process of completing one or scheduled for an HR planning workshop.
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
La vérification a révélé que les autorités subdélégataires en matière de dotation ont accès à des spécialistes en RH qui ont réussi l'Examen de connaissances sur le Cadre de nomination (ECCN) [ 6 ] et dont l'expertise a été validée par la CFP.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
The audit found that staffing sub-delegates have access to HR specialists who have passed the Appointment Framework Knowledge Test (AFKT) [ 6 ] and whose expertise has been validated by the PSC. However, interviews indicated that access to HR specialists is not sufficient and affected the provision of timely HR services. Capacity and turnover issues relating to staffing experts continue to remain a challenge for the Agency. This is caused by the significant demand for HR specialists and the tight labour market in this specialized field. Furthermore, the ratio of HR specialists to the number of sub-delegates has not been set or standardized by the CBSA. In addition, the CBSA has recently implemented, with the approval of the CBSA President, a PE (Personnel Administration) development and apprenticeship program.
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
Parmi les endroits visités aux fins de la vérification, les régions de l'Atlantique et de Windsor-St. Clair, ainsi que la Direction générale des ressources humaines avaient des plans RH liés à leurs priorités opérationnelles.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
Of the sites visited for the audit, the Atlantic and Windsor-St. Clair regions and the Human Resources Branch had HR plans linked to business priorities. Without a formalized HR plan, appointment decisions may be made without full consideration of the overall strategic HR needs of the organization and may not fully address identified HR gaps. The lack of formal HR plans also may make it more difficult to ensure staffing decisions respect public service appointment values (merit, representativeness, non-partisanship, access, fairness and transparency).
  Vérification du cadre ...  
Show textShow cached sourceOpen source URL
Toutefois, des entretiens avec certains employés dans les directions générales et les bureaux régionaux ont révélé que le nombre insuffisant de spécialistes en RH a une incidence sur la prestation de services RH en temps utile.
Compare text pagesCompare HTM pagesOpen source URLOpen target URLDefine cbsa.gc.ca as primary domain
The Agency has implemented a governance infrastructure that supports the management of staffing actions and it has established policies that support the new PSEA. A communications strategy was developed to ensure that staff has access to timely staffing information, strategies and decisions. However, interviews at certain branches and regional offices indicated that the insufficient number of HR specialists has affected the provision of timely HR services. In terms of planning, integrated HR plans are still under development at certain CBSA branches and regions. Furthermore, staffing management practices, controls and results are not actively monitored.
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