Leading Indicators of LongTerm Success

1
Leading Indicators of Long-Term Success
OCTOBER 2008
Intended Effects Progress in Improved
Short-Term Outcomes
Intended Effects Progress with Key Success
Factors
Key ChangeAreas
HR Planning and Integration with Business Planning
Organizational HR Support Systems
Organizational Accountability for Results
Results Flexibility and Efficiency
Results Effectivenessand Adherence to Staffing
Values
Delegation of Staffing to Deputy Heads
SUP-1 Manager satisfaction with quality of
overall staffing services SUP-2 Manager
satisfaction with timeliness and quality of
staffing information systems SUP-3 Reduced PE
turnover Improved trend in number of PEs versus
(a) Department / agency employment levels (b)
Level of staffing activities SUP-4 Increased
percent of HR advisors with continuous training
on staffing.
DEL-1 Departments/ agencies sub-delegation
instrument developed and operational DEL-2
Mechanisms are in place to ensure that
sub-delegated managers comply with their
sub-delegated authorities DEL-3 Absence of
temporary suspensions of delegated authority to
departments and agencies by PSC.
PLN-1 Staffing strategies strategically linked
to business plans and the HR plan PLN-2
Staffing strategies meet key requirements PLN-3
Reduction in percent of indeterminate hires
coming from casual/term positions PLN-4
Improved trend in FTE utilization versus
budgeted.
OAR-1 Variance between plans/targets of HR
staffing activities vs. actuals Are these
assessed? Are they sufficiently explained? Are
they clearly reported? OAR-2 In-house
assessment of any problems (as per above) plus
corrective action OAR-3 Staffing performance
deficiencies identified in feedback from the PSC
are corrected in a timely fashion.
FLX/EFF-1 Improved manager satisfaction with
flexibility in making appointments FLX/EFF-2
Reduced length of time for hiring
process FLX/EFF-3 Progress with appointee
satisfaction regarding duration of appointment
process.

• Merit
• Non-partisanship
• Representativeness
• Access
• Fairness
• Transparency.

Detailed Ongoing Lead Performance Indicators
of Long-Run Success
2
Leading Indicators (cont.)
OCTOBER 2008
Effectiveness/Values
Access ACC-1 Ratio of non-advertised external
processes to total ACC-2 External processes
advertised nationally to total ACC-3 Ratio of
non-advertised internal processes to
total ACC-4 Trends of managers selection of
staffing process.
Fairness FAIR-1 Candidates perceptions of the
fairness of the assessment process FAIR-2
Percentage of acting appointments that become
indeterminate in the same or similar position in
the same organization.
Transparency TRANS-1 HR plans and staffing
strategies are communicated on departments
websites and contents are clearly communicated
to employees and managers TRANS-2 Organizations
demonstrate consultation and communication of
staffing-related information to unions TRANS-3
Length of time job openings posted TRANS-4
Candidates perceptions of openness and
transparency in internal staffing.
Merit MER-1 Managers satisfaction with quality
of hires MER-2 Percent of non-imperative
appointments where the person does not meet the
official language profile within the time periods
prescribed by regulations MER-3 Candidates
perceptions on whether actual job requirements
match advertised requirements MER-4 Candidates
perceptions on whether the posted qualifications
and criteria for positions are bias-free and
barrier-free MER-5 Trends in founded PSST
complaints and PSC investigations into
staffing MER-6 Trends in in-house
investigations and founded complaints.
Non-Partisanship NP-1 Managers perception of
external pressure to select a particular
candidate NP-2 Number of founded complaints
related to political influence in staffing.
Representativeness REP-1 Staffing strategies
employment equity (EE) (distribution of hires
versus work-force availability) REP-2 Number
and percentage of internal and external staffing
advertisements with EE provisions to enhance
access of EE group members to public service
positions.