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Line 315: + + + + + + + + + − * Step 1: Document Future State, data vintage, adjusted availability, attainment ratios, geographic snapshot, language justifications, and projected representation; record risks and mitigations.+ − * Step 2: Define scope by discontinued/reduced work; run Similar Work Test; document geographic rationale; confirm trigger integrity with Labour Relations; complete representation snapshot; run Work‑Based Scope Test.+ − * Step 3: Form the SERLO pool from HR systems; maintain an Inclusion Log; build a Duty Similarity Matrix; complete a Position Data Audit; verify representation awareness in pools.+ − * Step 4: Prepare and issue accessible, bilingual notifications using a Single Release Protocol; confirm delivery to employees on leave; include clear contacts for unions, HR, accessibility, and supports.+ − * Step 5: Update job descriptions and Statements of Merit Criteria; remove requirements linked to access to high‑visibility work rather than job needs; confirm Official Languages profiles in writing; align essentials with duties.+ − * Step 6: If required, establish a VDP; issue a no‑pressure directive; monitor uptake patterns; investigate and address any disproportionate participation.+ − * Step 7: Finalize merit criteria and any organizational needs with a Criteria Justification Table; remove subjective terms; obtain delegated approvals.+ − * Step 8: Approve a single Master Assessment Plan; train and calibrate assessors; maintain rubrics, anchors, and inter‑rater checks.+ − * Step 9: Complete a Bias and Barrier Evaluation for each method; implement mitigations; publish accommodation process; confirm measures in writing.+ − * Step 10: Send letters that mirror approved criteria and methods; provide reasonable preparation windows; include accommodation and union contacts; retain delivery confirmations.+ − * Step 11: Administer assessments; capture independent scores before discussion; keep evidence‑based notes; record any score‑change rationales.+ − * Step 12: Build a selection matrix; confirm all essentials are met; apply organizational needs consistently among those who met essentials; record decisions.+ − * Step 13: Issue lay‑off and retention letters; ensure five mandatory elements in lay‑off letters; provide evidence‑linked reasons; offer explanatory meetings on request; confirm delivery.+ − * Step 14: Complete Individual Reasons Records; map decisions to evidence and selection logic; use file completeness checks; conduct peer reviews.+ − + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
Detailed Equity Considerations for SERLO / Considérations détaillées en matière d’équité pour le SERLO (view source)
Revision as of 15:21, 22 February 2026
, Yesterday at 15:21→Consolidated execution checklist
==== Consolidated execution checklist ====
==== Consolidated execution checklist ====
=== Equity Considerations by SERLO Step (exhaustive list; inline links; PSC step wording) ===
{| class="wikitable"
!'''PSC Step'''
!'''Equity considerations (each bullet on a new line with an inline link and immediate citation)'''
|-
!'''Step 1: Determine the desired current and future state of the organization'''
|• Explain in plain language how the future state is tied to program authorities, service standards, risks and outputs (not people), and keep the write‑up in your file as PSC expects in its step‑by‑step guide: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Selection of employees for retention or lay‑off: Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Complete a workforce analysis that shows current Employment Equity (EE) representation for the affected work and note where the future design could reduce representativeness, as set out in the PSC’s planning expectations under this step: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Identify official language profiles objectively (service to public, supervision, language of work) using the TBS Directive on Official Languages for People Management and the Commissioner’s guidance on [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|language requirements of positions]]. [tbs-sct.canada.ca], [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|[clo-ocol.gc.ca]]]
• Prepare a '''Projected Representation worksheet''' for each unit (current EE counts → minus proposed reductions → divided by future positions) and compare results against departmental baselines and official WFA benchmarks; save the worksheet with your Step 1 records following PSC’s documentation expectations here: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Note any foreseeable accessibility or accommodation impacts of the future state (for example, more written deliverables, more in‑person tasks) and plan mitigations in later steps; use TBS’s Guidelines on Making Communications Products and Activities Accessible to frame accessible‑by‑design expectations. [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|[clo-ocol.gc.ca]]]
|-
!'''Step 2: Determine the affected part(s) of the organization'''
|• Set organizational and geographic boundaries that follow the work (functions), not people, and record the scope rationale in your file as described in the PSC’s step for defining the affected part(s): [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Run a “Similar Work Test” (list core duties/time, where else they occur) so units with comparable work are treated consistently; place the test in the Step 2 file in line with the PSC’s scoping guidance: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Check whether a local‑only scope concentrates impacts on highly diverse offices and document why a local, regional, or national boundary is fair for service delivery, as PSC says to do under this step: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
|-
!'''Step 3: Identify the positions and affected employees'''
|• Build the pool using '''substantive positions''' and include indeterminate incumbents on leave, assignment, secondment, or acting elsewhere (exclude terms) exactly as PSC sets out under Step 3: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Group by '''actual duties''' (not job titles alone) to avoid isolating diverse employees into very small pools; PSC explains how to do this under Step 3 here: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Audit tenure, location and language‑profile data and correct the HR source system so no one is excluded because of stale or incorrect data, consistent with PSC’s Step 3 integrity checks: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
|-
!'''Step 4: Notification to the Treasury Board of Canada Secretariat – Office of the Chief Human Resources Officer, bargaining agents, and employees'''
|• Follow the PSC sequence to ensure equal access to information: notify '''TBS‑OCHRO''' in confidence '''at least four working days''' before announcement, notify '''bargaining agents''', then notify '''employees''' as outlined under Step 4: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Send simultaneous notices (including to employees on leave) and provide plain‑language, accessible formats (for example, accessible Word/HTML and WCAG‑conformant pages) using TBS’s Guidelines on Making Communications Products and Activities Accessible. [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|[clo-ocol.gc.ca]]]
|-
!'''Step 5: Conduct classification and staffing activities'''
|• Update work descriptions so they reflect future duties and '''remove access‑based criteria''' (for example, “briefed executives”) that may reflect privilege rather than job needs, per PSC’s Step 5 practice: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Identify language profiles with an '''objective analysis''' tied to duties (public service, supervision, language of work) using the TBS Directive on Official Languages for People Management and the Commissioner’s [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|language requirements of positions]], and keep the analysis in file. [tbs-sct.canada.ca], [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|[clo-ocol.gc.ca]]]
|-
!'''Step 6: Establish a voluntary departure program'''
|• If applicable (for example, five or more affected indeterminate employees at same group/level with no GRJO), run the '''VDP before SERLO''' and keep the parameters and selection rules in file as standard practice noted by PSC context and union guidance: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]] and [[/pipsc.ca/news-issues/understanding-work-force-adjustment/faqs-about-selection-employees-retention-or-lay|PIPSC VDP/SERLO FAQ]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]], [tbs-sct.canada.ca]
• Give employees '''at least 30 days''' to decide and monitor uptake in the aggregate for disproportionate participation by any EE group, per common TB/union practice materials such as PSAC’s VDP resources: [[/psacunion.ca/sites/psac/files/wfa-flowchart-treasuryboard-en.pdf|(Treasury Board)]]. [[/pipsc.ca/news-issues/understanding-work-force-adjustment/faqs-about-selection-employees-retention-or-lay|[pipsc.ca]]]
• Issue a written “no‑pressure” directive to managers to prevent informal steering, consistent with fair program administration described in PSC’s Step 6 context: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
|-
!'''Step 7: Determine the qualifications, requirements, and needs'''
|• Build a '''Criteria Justification Table''' showing each essential/asset qualification, the linked duty, and observable evidence, in line with PSER s.22(2) factors and PSC Step 7 expectations: [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22]] and [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/psacunion.ca/sites/psac/files/wfa-flowchart-treasuryboard-en.pdf|[psacunion.ca]]], [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Remove subjective terms (for example “fit,” “leadership potential”) and specify '''observable''' evidence, as PSC advises under Step 7: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• If setting '''organizational needs''' (for representativeness), ground them in evidence and apply '''only among employees who met all essentials''', consistent with the merit framework under [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-30.html|PSEA, s.30(2)(b)–(3)]]. [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|[laws-lois....tice.gc.ca]]]
|-
!'''Step 8: Determine the assessment methods'''
|• Approve '''one Master Assessment Plan''' (same methods/weights/cut scores/rubrics for the whole pool) and plan calibration/training as PSC advises under Step 8: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Build accommodation pathways (formats, time adjustments, equivalent alternatives) directly into the plan and communicate them in plain language, per PSC’s Step 8 approach: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
|-
!'''Step 9: Identification of biases and barriers'''
|• Complete the '''bias‑and‑barrier evaluation before using any assessment method''' and keep the record in the file as legally required under [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22(5)]].
• Use the PSC’s [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/guide-mitigating-biases-barriers-assessment.html|Guide to Mitigating Biases and Barriers in Assessment]] and the companion [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/tool-mitigating-biases-barriers-assessment.html|Tool for Mitigating Biases and Barriers in Assessment]] to assess language complexity, technology demands, timing, instructions, rating processes, and mitigation measures; retain the completed tool. [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-30.html|[laws-lois....tice.gc.ca]]], [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/guide-mitigating-biases-barriers-assessment.html|[canada.ca]]]
• Confirm approved accommodations in writing and standardize administration across the pool, as PSC’s fair‑assessment materials require: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/guide-mitigating-biases-barriers-assessment.html|Guide to Mitigating Biases and Barriers in Assessment]]. [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-30.html|[laws-lois....tice.gc.ca]]]
|-
!'''Step 10: Inform employees'''
|• Send bilingual, accessible letters that list the '''factors''' set under [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22(2)]] and the '''assessment methods''' under [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22(4)]] exactly as approved—no surprises—and include how to request accommodation per PSC Step 10: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/psacunion.ca/sites/psac/files/wfa-flowchart-treasuryboard-en.pdf|[psacunion.ca]]], [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Use plain language and accessible formats for the notice; if posted online, ensure pages meet WCAG 2.1 AA using TBS’s Guidelines on Making Communications Products and Activities Accessible. [[/www.clo-ocol.gc.ca/en/language-rights/language-rights-federal-public-service/language-requirements-positions|[clo-ocol.gc.ca]]]
|-
!'''Step 11: Assessment of employees'''
|• Ensure assessors score '''independently''' first, then discuss; keep evidence‑based notes linked to rubrics; record any score changes with factual reasons following PSC’s assessment practice overview: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff.html|Selection of employees for retention or lay‑off: Assessment module]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/tool-mitigating-biases-barriers-assessment.html|[canada.ca]]]
• Apply consistent administration conditions (timing, instructions, environment) to avoid procedural bias; PSC highlights these elements in its assessment guidance: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff.html|Assessment module]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/tool-mitigating-biases-barriers-assessment.html|[canada.ca]]]
|-
!'''Step 12: Selection of employees'''
|• Confirm each retained employee met all '''essential qualifications''' before applying any organizational needs, using the factors you set under [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22(2)]].[[/psacunion.ca/sites/psac/files/wfa-flowchart-treasuryboard-en.pdf|.]]
• Apply '''organizational needs''' (for representativeness) consistently and only among employees who met essentials per the merit rules under [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-30.html|PSEA, s.30(2)(b)–(3)]]. [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|[laws-lois....tice.gc.ca]]]
• '''Re‑run your Projected Representation''' using actual results to check for unintended under‑representation; if risks remain and lawful mitigations (for example, organizational needs among those who met essentials) are insufficient, document the constraint and rationale in your Step 12 selection record as PSC expects under this step: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
|-
!'''Step 13: Provide written notice'''
|• For lay‑off letters, include at least: the decision under [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-64.html|PSEA, s.64]], the specific factors applied under [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22(2)]] and how they led to selection, the effective date, available WFA supports, and the right to complain to the '''Federal Public Sector Labour Relations and Employment Board''' using the Board’s site [[/www.fpslreb-crtespf.gc.ca/en/index.html|FPSLREB]] under [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-65.html|PSEA, s.65]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff.html|[canada.ca]]], [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff.html|[canada.ca]]], [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-64.html|[laws-lois....tice.gc.ca]]]
• Provide accessible formats on request and retain delivery proof (including to employees on leave) as part of your Step 13 record following PSC’s guidance under this step: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
|-
!'''Step 14: Record the reasons for the selection'''
|• For each person, '''record the reasons for selecting or not selecting for lay‑off''' and link them to the evidence and the approved factors/methods as required by [[/laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/section-22.html|PSER, s.22(10)]].
• Include the '''initial and final Projected Representation worksheets''' to show you checked equity impacts before and after assessment, and cross‑reference your Step 1 and Step 12 files following PSC’s close‑out expectations here: [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|Guide for managers and HR specialists]]. [[/www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html|[canada.ca]]]
• Ensure your record is readable to external reviewers (PSC or FPSLREB) and aligns with the lay‑off complaint framework under [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-65.html|PSEA, s.65]], so the file demonstrates consistent, non‑discriminatory application of merit factors. [[/laws-lois.justice.gc.ca/eng/acts/P-33.01/section-64.html|[laws-lois....tice.gc.ca]]]
|}
----
----
