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  Vérification du cadre ...  
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Avec la mise en oeuvre de la LEFP, les organismes fédéraux sont tenus de mettre l'accent sur la planification des RH, ce qui fait en sorte que leur dotation et leurs processus de dotation concordent avec les plans et priorités opérationnels des organisations.
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The Public Service Employment Act (PSEA), a component of the PSMA, came into force on December 31, 2005. With the implementation of the PSEA, federal organizations are obligated to focus on HR planning, which ensures that their staffing and staffing processes are aligned with their business plans and priorities. In addition, organizations are required to confirm that their integrated HR and business planning is the basis for appointment decisions. The PSEA gives deputy heads delegated authority for all staffing activity in their organization except for priority entitlements.[ 1 ] Departments and agencies are expected to respect both the core values of merit and non-partisanship, as well as the guiding staffing values of access, transparency, fairness and representativeness. The Public Service Commission of Canada (PSC) only delegates those authorities that do not compromise its independence as an agency accountable to Parliament (section 15 of the PSEA).
  Vérification du cadre ...  
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Qui plus est, la vérification a permis de constater que les directions générales et les régions n'ont pas toutes regroupé les stratégies de dotation ou analysé les écarts entre les stratégies de dotation RH et les mesures de dotation.
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Furthermore, the audit noted that not all branches and regions have consolidated staffing strategies or have analyzed variances between HR staffing strategies and staffing actions. There is a risk that positions may not be staffed in a timely manner or not linked to the Agency's overall HR requirements, whereas in other cases, positions may be staffed due to incomplete information. In addition, measures to address and take corrective actions on staffing gaps may not be undertaken in a timely manner. As a result, the lack of detailed staffing forecasts and related staffing strategies/plans could lead to delays in filling vacancies, which in turn could affect the organization's ability to achieve its business goals.
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Les entretiens avec le personnel RH ont permis de constater qu'une liste de contrôle est utilisée par les spécialistes en RH pour « s'auto-contrôler » afin de s'assurer que le processus est complété et que les documents requis sont dans les dossiers de dotation.
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In addition, a monitoring framework is required under the PSEA. At the time of the audit, the Human Resources Branch had drafted a resource monitoring framework to meet the Agency's staffing needs. Interviews with HR staff 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 Agency has also implemented certain controls for staffing actions such as HR specialist recommendations and a required vice-president sign-off for non-advertised staffing processes. However, there was no evidence of any formalized monitoring taking place to prevent staffing process deficiencies and to ensure that deficiencies are corrected in a timely fashion.
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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.
  Vérification du cadre ...  
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Les entretiens avec le personnel RH ont permis de constater qu'une liste de contrôle est utilisée par les spécialistes en RH pour « s'auto-contrôler » afin de s'assurer que le processus est complété et que les documents requis sont dans les dossiers de dotation.
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In addition, a monitoring framework is required under the PSEA. At the time of the audit, the Human Resources Branch had drafted a resource monitoring framework to meet the Agency's staffing needs. Interviews with HR staff 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 Agency has also implemented certain controls for staffing actions such as HR specialist recommendations and a required vice-president sign-off for non-advertised staffing processes. However, there was no evidence of any formalized monitoring taking place to prevent staffing process deficiencies and to ensure that deficiencies are corrected in a timely fashion.
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Les entretiens avec le personnel RH ont permis de constater qu'une liste de contrôle est utilisée par les spécialistes en RH pour « s'auto-contrôler » afin de s'assurer que le processus est complété et que les documents requis sont dans les dossiers de dotation.
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In addition, a monitoring framework is required under the PSEA. At the time of the audit, the Human Resources Branch had drafted a resource monitoring framework to meet the Agency's staffing needs. Interviews with HR staff 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 Agency has also implemented certain controls for staffing actions such as HR specialist recommendations and a required vice-president sign-off for non-advertised staffing processes. However, there was no evidence of any formalized monitoring taking place to prevent staffing process deficiencies and to ensure that deficiencies are corrected in a timely fashion.
  Vérification du cadre ...  
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Pendant la phase de planification de la vérification, il a été déterminé que la planification des ressources humaines (RH) en était à sa première phase d'élaboration au sein de l'Agence et qu'un examen du cadre de responsabilisation de gestion de l'Agence découlant du Cadre de responsabilisation en gestion de la dotation (CRGD) serait avantageux.
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The Audit Committee approved the Audit of Human Resources (HR) Planning on June 21, 2006, as part of the Canada Border Services Agency's (CBSA) Risk-Based Multi-Year Audit Plan. This, in part, addresses the People Management component of the Management Accountability Framework (MAF). During the planning phase of the audit, it was determined that HR planning was in the early stages of development at the Agency and a review of the CBSA's accountability framework under the Staffing Management Accountability Framework (SMAF) would be beneficial for the Agency.
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Qui plus est, la vérification a permis de constater que les directions générales et les régions n'ont pas toutes regroupé les stratégies de dotation ou analysé les écarts entre les stratégies de dotation RH et les mesures de dotation.
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Furthermore, the audit noted that not all branches and regions have consolidated staffing strategies or have analyzed variances between HR staffing strategies and staffing actions. There is a risk that positions may not be staffed in a timely manner or not linked to the Agency's overall HR requirements, whereas in other cases, positions may be staffed due to incomplete information. In addition, measures to address and take corrective actions on staffing gaps may not be undertaken in a timely manner. As a result, the lack of detailed staffing forecasts and related staffing strategies/plans could lead to delays in filling vacancies, which in turn could affect the organization's ability to achieve its business goals.
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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.
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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 ...  
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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.
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Les systèmes administratifs d'entreprise (SAE) sont utilisés pour tous les besoins en renseignements et données RH de l'Agence. La vérification a déterminé que les SAE ne peuvent fournir de renseignements complets et fiables sur les RH, renseignements nécessaires pour appuyer les stratégies de dotation et prendre des décisions éclairées.
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The Corporate Administrative System (CAS) is used for all of the Agency's HR information and data requirements. The audit determined that CAS does not have the capability of providing complete or reliable HR information required to support staffing strategies and to make informed decisions. While CAS can provide high-level statistical information (e.g. number of employees, geographical location), it cannot provide the detailed or sub-set information on specific staffing actions that is required for HR and planning purposes. The difficulty is with the current design and limitations of the present system, whereby essential HR information components are missing that support necessary HR needs of the Agency. Incomplete or unreliable HR information in the CAS cannot support staffing strategies and decisions to sustain operational requirements, or identify current or future needs of the CBSA. Interviews indicated that management cannot be assured that staffing information is accurately maintained and available when required for decision making and therefore they have developed spreadsheets/databases to capture the information. This has increased the risk of incorrect or inconsistent data due to manual input.
  Suivi du rapport de la ...  
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Cette mesure aidera l'Agence à évaluer ses pratiques de gestion, son rendement et ses contrôles en matière de dotation, puis à apporter les modifications qui s'imposent pour atteindre les objectifs que l'Agence s'est fixés au chapitre des RH.
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Recommendation 5: Clarify roles and responsibilities for appointment and appointment-related activities between Branch Management Services units and HR Branch to help ensure that sub-delegated managers have timely access to appropriate HR advice.
  Suivi du rapport de la ...  
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Un examen d'assurance de la qualité est important pour assurer que la surveillance se déroule conformément à l'objectif, que la rétroaction fournie aux conseillers en RH est adéquate et que tous les agents de surveillance ont suivi une méthodologie cohérente.
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To further test the effectiveness of monitoring in the CBSA, we reviewed a sample of files that the monitoring team had recently monitored. If the monitoring exercise covered all the required elements of the PSC Compliance Audit Program, and the monitoring team reached the same conclusions as did the internal audit team as to whether or not the files complied with relevant requirements, then we would determine that the monitoring done was sufficiently effective to be relied on.
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Nous avons remarqué que, bien que les régions et les directions générales aient été avisées de n'envoyer que les dossiers de niveau moyen et élevé pour surveillance, elles ont joint au groupe certains dossiers à faible risque qui ont fait l'objet d'un contrôle. La direction des RH a indiqué que les dossiers à faible risque ne feront plus l'objet d'un contrôle.
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Under the current system, a sample of job advertisements and notifications of proposed appointments are being monitored. We found that the monitoring team was not keeping records of which ones had been reviewed, except for those requiring corrective action. Therefore, it was difficult to determine if an advertisement or a notification that was flawed had never been reviewed, or had been, but the flaws had gone unnoticed.
  Suivi du rapport de la ...  
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L'Agence a grandement amélioré ses procédures pour fournir aux gestionnaires subdélégués et aux conseillers en RH les outils nécessaires pour s'acquitter de leurs responsabilités en matière de dotation.
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New sub-delegation training, developed over 2010-2011, comprises an online portion and a workshop portion. We found the training program to be thorough in providing information to prepare managers for their role in conducting sub-delegated staffing. The Agency is also implementing mandatory refresher training that sub-delegated managers will be required to take every two years.
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Grâce à la Direction générale des ressources humaines (DGRH), l'Agence s'assure que ses politiques, ses programmes et ses processus de gestion des ressources humaines (RH) sont harmonisés avec les politiques, les pratiques et les initiatives du gouvernement du Canada sur la gestion des ressources humaines et avec les plans opérationnels, les plans annuels et les rapports au Parlement de l'ASFC.
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The Agency launched the Staffing Accountability Improvement Strategy (SAIS) in April 2011. The Strategy is a "collection of related initiatives designed to support both managers and HR practitioners in delivering staffing excellence." The Strategy includes initiatives such as a new sub-delegation framework, a new staffing policy suite, a new guide for managers on staffing, and new tools and reference guides to aid managers in the staffing process.
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Les entrevues avec les conseillers en RH et le personnel des SAIDG indiquent que les deux parties comprennent clairement leurs rôles et responsabilités respectifs par rapport aux activités de dotation.
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We acknowledge the initiative taken by some of the IBBS units in producing guides for their clients on staffing documentation requirements. However, due to the independence of the various units, these guides are not shared with the other units. This lack of communication among the units leads to inefficiencies in terms of duplication of work. Moreover, we found that some of the IBBS guides that we looked at contained outdated and incorrect staffing information. This poses a risk that managers could be misinformed about the documentation they need to prepare for a staffing action.
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Les entrevues avec les conseillers en RH et le personnel des SAIDG indiquent que les deux parties comprennent clairement leurs rôles et responsabilités respectifs par rapport aux activités de dotation.
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We acknowledge the initiative taken by some of the IBBS units in producing guides for their clients on staffing documentation requirements. However, due to the independence of the various units, these guides are not shared with the other units. This lack of communication among the units leads to inefficiencies in terms of duplication of work. Moreover, we found that some of the IBBS guides that we looked at contained outdated and incorrect staffing information. This poses a risk that managers could be misinformed about the documentation they need to prepare for a staffing action.
  Vérification du cadre ...  
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Le CRGD renforce la responsabilisation en clarifiant les rôles et les responsabilités de la CFP, des administrateurs généraux et des autorités subdélégataires en matière de dotation, et établit les obligations de rendre compte qui permettent de planifier et de gérer les RH, ainsi que d'atténuer le risque.
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The SMAF sets out key areas for a well-managed appointment system by making the staffing process more flexible and efficient. The SMAF strenghtens accountability by clarifying roles and responsibilities of the PSC, deputy heads and staffing sub-delegates, and states clear reporting requirements that allow for HR planning and managing and for mitigating risk. The SMAF is broken down into five elements - governance, planning, policy, communication and control - and each of these elements has associated mandatory measures. There are 32 measures in total, of which nine were required to be in place by December 31, 2005 (refer to Appendix A for details). This date coincides with the implementation of the PSEA and when staffing delegation was assumed by the CBSA. The PSC expects the remaining measures to be implemented over time and it has set no specific timelines or deadlines at this time.
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L'évaluation du RMORCD par la CFP indique que le programme de perfectionnement professionnel des employés en gestion du personnel (PE) de l'ASFC est digne de mention et voit d'un très bon oeil sa « boîte à outils pour la stratégie de renouvellement des ressources », un outil qui sert à cerner les besoins actuels et à venir en termes de RH.
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The CBSA completed the DSAR for the 2006-2007 fiscal year, thereby complying with the reporting requirements under this SMAF element. The assessment of the DSAR by the PSC stated that the CBSA's professional development program for the Personnel Administration (PE) classification is a noteworthy practice, and it applauded the Agency's "resourcing strategy toolkit," a tool to identify current and future HR needs. The PSC also stated that the Agency 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 Canada Revenue Agency, and put in place specific strategies for monitoring staffing. The Agency is now preparing for the 2007-2008 DSAR, which is due on March 31, and will address last year's deficiencies identified in the DSAR and identify the progress that has been made by the Agency.
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Avec la mise en oeuvre de la LEFP, les organismes fédéraux sont tenus de mettre l'accent sur la planification des RH, ce qui fait en sorte que leur dotation et leurs processus de dotation concordent avec les plans et priorités opérationnels des organisations.
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The Public Service Employment Act (PSEA), a component of the PSMA, came into force on December 31, 2005. With the implementation of the PSEA, federal organizations are obligated to focus on HR planning, which ensures that their staffing and staffing processes are aligned with their business plans and priorities. In addition, organizations are required to confirm that their integrated HR and business planning is the basis for appointment decisions. The PSEA gives deputy heads delegated authority for all staffing activity in their organization except for priority entitlements.[ 1 ] Departments and agencies are expected to respect both the core values of merit and non-partisanship, as well as the guiding staffing values of access, transparency, fairness and representativeness. The Public Service Commission of Canada (PSC) only delegates those authorities that do not compromise its independence as an agency accountable to Parliament (section 15 of the PSEA).
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L'évaluation du RMORCD par la CFP indique que le programme de perfectionnement professionnel des employés en gestion du personnel (PE) de l'ASFC est digne de mention et voit d'un très bon oeil sa « boîte à outils pour la stratégie de renouvellement des ressources », un outil qui sert à cerner les besoins actuels et à venir en termes de RH.
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The CBSA completed the DSAR for the 2006-2007 fiscal year, thereby complying with the reporting requirements under this SMAF element. The assessment of the DSAR by the PSC stated that the CBSA's professional development program for the Personnel Administration (PE) classification is a noteworthy practice, and it applauded the Agency's "resourcing strategy toolkit," a tool to identify current and future HR needs. The PSC also stated that the Agency 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 Canada Revenue Agency, and put in place specific strategies for monitoring staffing. The Agency is now preparing for the 2007-2008 DSAR, which is due on March 31, and will address last year's deficiencies identified in the DSAR and identify the progress that has been made by the Agency.
  Vérification du cadre ...  
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Les systèmes administratifs d'entreprise (SAE) sont utilisés pour tous les besoins en renseignements et données RH de l'Agence. La vérification a déterminé que les SAE ne peuvent fournir de renseignements complets et fiables sur les RH, renseignements nécessaires pour appuyer les stratégies de dotation et prendre des décisions éclairées.
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The Corporate Administrative System (CAS) is used for all of the Agency's HR information and data requirements. The audit determined that CAS does not have the capability of providing complete or reliable HR information required to support staffing strategies and to make informed decisions. While CAS can provide high-level statistical information (e.g. number of employees, geographical location), it cannot provide the detailed or sub-set information on specific staffing actions that is required for HR and planning purposes. The difficulty is with the current design and limitations of the present system, whereby essential HR information components are missing that support necessary HR needs of the Agency. Incomplete or unreliable HR information in the CAS cannot support staffing strategies and decisions to sustain operational requirements, or identify current or future needs of the CBSA. Interviews indicated that management cannot be assured that staffing information is accurately maintained and available when required for decision making and therefore they have developed spreadsheets/databases to capture the information. This has increased the risk of incorrect or inconsistent data due to manual input.
  Vérification du cadre ...  
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Les systèmes administratifs d'entreprise (SAE) sont utilisés pour tous les besoins en renseignements et données RH de l'Agence. La vérification a déterminé que les SAE ne peuvent fournir de renseignements complets et fiables sur les RH, renseignements nécessaires pour appuyer les stratégies de dotation et prendre des décisions éclairées.
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The Corporate Administrative System (CAS) is used for all of the Agency's HR information and data requirements. The audit determined that CAS does not have the capability of providing complete or reliable HR information required to support staffing strategies and to make informed decisions. While CAS can provide high-level statistical information (e.g. number of employees, geographical location), it cannot provide the detailed or sub-set information on specific staffing actions that is required for HR and planning purposes. The difficulty is with the current design and limitations of the present system, whereby essential HR information components are missing that support necessary HR needs of the Agency. Incomplete or unreliable HR information in the CAS cannot support staffing strategies and decisions to sustain operational requirements, or identify current or future needs of the CBSA. Interviews indicated that management cannot be assured that staffing information is accurately maintained and available when required for decision making and therefore they have developed spreadsheets/databases to capture the information. This has increased the risk of incorrect or inconsistent data due to manual input.
  Vérification du cadre ...  
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Les systèmes administratifs d'entreprise (SAE) sont utilisés pour tous les besoins en renseignements et données RH de l'Agence. La vérification a déterminé que les SAE ne peuvent fournir de renseignements complets et fiables sur les RH, renseignements nécessaires pour appuyer les stratégies de dotation et prendre des décisions éclairées.
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The Corporate Administrative System (CAS) is used for all of the Agency's HR information and data requirements. The audit determined that CAS does not have the capability of providing complete or reliable HR information required to support staffing strategies and to make informed decisions. While CAS can provide high-level statistical information (e.g. number of employees, geographical location), it cannot provide the detailed or sub-set information on specific staffing actions that is required for HR and planning purposes. The difficulty is with the current design and limitations of the present system, whereby essential HR information components are missing that support necessary HR needs of the Agency. Incomplete or unreliable HR information in the CAS cannot support staffing strategies and decisions to sustain operational requirements, or identify current or future needs of the CBSA. Interviews indicated that management cannot be assured that staffing information is accurately maintained and available when required for decision making and therefore they have developed spreadsheets/databases to capture the information. This has increased the risk of incorrect or inconsistent data due to manual input.
  Vérification du cadre ...  
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Les systèmes administratifs d'entreprise (SAE) sont utilisés pour tous les besoins en renseignements et données RH de l'Agence. La vérification a déterminé que les SAE ne peuvent fournir de renseignements complets et fiables sur les RH, renseignements nécessaires pour appuyer les stratégies de dotation et prendre des décisions éclairées.
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The Corporate Administrative System (CAS) is used for all of the Agency's HR information and data requirements. The audit determined that CAS does not have the capability of providing complete or reliable HR information required to support staffing strategies and to make informed decisions. While CAS can provide high-level statistical information (e.g. number of employees, geographical location), it cannot provide the detailed or sub-set information on specific staffing actions that is required for HR and planning purposes. The difficulty is with the current design and limitations of the present system, whereby essential HR information components are missing that support necessary HR needs of the Agency. Incomplete or unreliable HR information in the CAS cannot support staffing strategies and decisions to sustain operational requirements, or identify current or future needs of the CBSA. Interviews indicated that management cannot be assured that staffing information is accurately maintained and available when required for decision making and therefore they have developed spreadsheets/databases to capture the information. This has increased the risk of incorrect or inconsistent data due to manual input.
  Vérification de la dota...  
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Conseiller en RH
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PSC or the Commission
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Les systèmes administratifs d'entreprise (SAE) sont utilisés pour tous les besoins en renseignements et données RH de l'Agence. La vérification a déterminé que les SAE ne peuvent fournir de renseignements complets et fiables sur les RH, renseignements nécessaires pour appuyer les stratégies de dotation et prendre des décisions éclairées.
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The Corporate Administrative System (CAS) is used for all of the Agency's HR information and data requirements. The audit determined that CAS does not have the capability of providing complete or reliable HR information required to support staffing strategies and to make informed decisions. While CAS can provide high-level statistical information (e.g. number of employees, geographical location), it cannot provide the detailed or sub-set information on specific staffing actions that is required for HR and planning purposes. The difficulty is with the current design and limitations of the present system, whereby essential HR information components are missing that support necessary HR needs of the Agency. Incomplete or unreliable HR information in the CAS cannot support staffing strategies and decisions to sustain operational requirements, or identify current or future needs of the CBSA. Interviews indicated that management cannot be assured that staffing information is accurately maintained and available when required for decision making and therefore they have developed spreadsheets/databases to capture the information. This has increased the risk of incorrect or inconsistent data due to manual input.
  Vérification des contrô...  
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Une fonction de resources humaines (RH) se trouve dans les huit régions de l'ASFC et à l'AC, dont une partie de la responsabilité consiste à donner aux employés dans les régions et à l'AC des conseils et une orientation sur la rémunération et les avantages sociaux, de même qu'à traiter de divers documents sur les droits à la rémunération et aux congés sur les avantages sociaux dans les SAE et le SRP.
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No internal audit on payroll controls had been conducted within CBSA since its creation in 2003. Canada Revenue Agency (CRA) conducted an internal audit on their Compensation Management in October 2008 and found that the majority of key management and processing controls were in place. However, their audit tests showed that a large percentage of pay actions had not been processed in a timely manner, with the most significant contributing factor being late paperwork submitted by the managers. The audit concluded that processing standards needed to be developed to assist in measuring performance, as the monitoring measures currently in place did not give a complete picture of compensation activities. It should be noted that like CRA, CBSA utilizes CAS to process employee pay and benefit related actions.
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