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Audits and Evaluations

Results-based Management and Accountability Framework

For Human Resources Management
Program architecture activity 1.4.2.1

2.2 Governance

Human resources management is governed by a vast legislative and regulatory framework. Many laws, policies and guidelines govern human resource activities under the aegis of various central agencies of the federal public service. (See Appendices A and B).

The recent Public Service Modernization Act (PSMA) increased the powers granted to general administrators in human resources management. Under this Act, the Librarian and Archivist of Canada, as Administrator General of LAC, has the power to determine the following:

• the skills required to perform work based on the organization's operational requirements and needs;
• the training and career development needs of LAC employees
• recognition awards and bonuses;
• the enforcement of disciplinary standards, when needed;
• ways of enhancing the workplace in cooperation with bargaining agents.

To assist him with his duties, the Librarian and Archivist of Canada has at his disposal an executive committee, the Human Resources Committee (HRC), to ensure the strategic management of human resources. This committee's vision and mandate are as follows:

• to ensure that LAC's human resources are developed to their greatest potential in order to contribute fully to the institution's performance;
• to examine and recommend measures to be taken by the Board of Directors in support of LAC' strategic directions regarding human resources;
• to develop the institution's ability to fulfill its greatest potential and to create the conditions necessary / to this end.

The HRC is co-chaired by an assistant deputy minister responsible for a sector of activities and appointed on a rotational basis and the principal ADM, Corporate Management and Horizontal Integration Sector. The co-chairmanship ensures both the accountability of the operational branches and their incorporation into a management continuum. In addition to the co-chairs, this committee is comprised of the Director General of the Strategy Bureau, the Director of Human Resources, the Director of Communications, and three managers from different corporate areas and functions.

At the institutional level, LAC also has an advisory committee, the National Labour-Management Consultation Committee. This committee's role is:

• to enable LAC management and employees to discuss matters of mutual interest such as policies, programs, working conditions and changes affecting staff;
• to promote greater understanding between the two groups and to create a climate that allows members to express themselves freely without the fear of compromising personal relationships by statements made in good faith as Committee representatives.

As mentioned above, two groups of stakeholders share human resources management responsibilities at the operational level: line managers and functional specialists. Since the implementation of the Public Service Modernization Act, direct responsibility for staffing positions has been delegated to line managers. They must make all of the necessary human resource decisions in regards to planning, recruitment, staff retention, learning, job descriptions, establishing bilingualism levels, performance evaluations and work planning, and dispute resolution. They are assisted in their duties by functional specialists in human resources management. These specialists are first and foremost advisors. Their advice may focus on:

• laws, policies and matters concerning human resources;
• the development of human resource policies, strategies, plans and programs that support strategic priorities and operational plans;
• the development of appropriate mechanisms that ensure effective human resources management; and
• labour relations

As specialists, they are also responsible for compiling, analyzing and interpreting data used to advise management or to report to central agencies.

In addition, functional specialists are responsible for directly providing managers with job classification services and employees with guidance, compensation and professional appointment services.

Lastly, it is the functional specialists in human resources who are officially responsible for ensuring good labour/management relations.

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