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Many Library and Archives Canada employees have been through a challenging and exciting period as the new organization has come into being and as former structures and approaches have been transformed. At the same time, the organization has been part of a wider effort to clarify and address challenges facing the entire federal public service to deal with issues such as official languages, recruitment and retention of staff, meeting employment equity goals and developing a learning culture within organizations. We have begun to implement the new Public Service Modernization Act, which brings significant changes to issues such as new learning standards, new recruitment and staffing processes and recourse, labour relations as well as new responsibilities and authorities under the Financial Administration Act.
Within LAC, the “2005 Employee Survey” found that individual employees often have positive perceptions about their work and their workplaces. However, the survey also revealed serious concerns about the availability of resources and a desire for some stability in a time of constant change. Many employees also indicated concerns about perceived harassment and discrimination in their workplaces as well as a strong belief, particularly in some occupational groups, that they were not classified appropriately and opportunities for promotions are limited. Within the context of the new Public Service Employment Regulations, LAC has created a career progression management framework for incumbent-based promotion for its HR (historical research) employees in line with the Public Service Commission and Treasury Board Secretariat requirements.
Leadership and professional development are key learning activities to ensure LAC is equipped to meet the higher standards of management accountability.
The need to build a stronger workplace community, to meet public service-wide expectations and to ensure that LAC continues to have the people with the skills and experience to meet our mandate has been an important focus of management attention. It has already been translated into a corporate strategic and operational human resources plan that will continue to be implemented during the period covered by the business plan.