Changes

'''Workforce adjustment''' is a formal situation that occurs when a deputy head decides that the services of one or more permanent (indeterminate) employees will no longer be required beyond a specific date. This statement establishes the legal and organizational trigger for workforce adjustment and underscores that the decision relates to indeterminate employees and a defined date after which their services are no longer required. It calls for early planning, rigorous documentation, and consistent communication because employee rights, notice periods, and entitlements depend on that date.

'''Workforce adjustment''' is a formal situation that occurs when a deputy head decides that the services of one or more permanent (indeterminate) employees will no longer be required beyond a specific date. This statement establishes the legal and organizational trigger for workforce adjustment and underscores that the decision relates to indeterminate employees and a defined date after which their services are no longer required. It calls for early planning, rigorous documentation, and consistent communication because employee rights, notice periods, and entitlements depend on that date.

This usually happens because of a lack of work, the discontinuance of a specific function, or an organizational restructuring that changes how a department delivers its mandate. This sentence identifies the common operational reasons that lead to workforce adjustment and makes clear that the cause must be tied to work—either its absence, its discontinuance, or its reconfiguration—rather than to individuals. Each reason should be supported by objective evidence (for example, workload data, changed priorities, or a new delivery model) to ensure decisions are defensible.

This usually happens because of a lack of work, the discontinuance of a specific function, or an organizational restructuring that changes how a department delivers its mandate. This sentence identifies the common operational reasons that lead to workforce adjustment and makes clear that the cause must be tied to work-either its absence, its discontinuance, or its reconfiguration-rather than to individuals. Each reason should be supported by objective evidence (for example, workload data, changed priorities, or a new delivery model) to ensure decisions are defensible.

'''Selection of Employees for Retention or Lay‑Off (SERLO)''' is a structured methodology governed by the Public Service Employment Act (PSEA). It is the core decision‑making method used during workforce adjustment and that it is anchored in statute, which requires adherence to legal standards, clear criteria, and procedural fairness at each stage.

'''Selection of Employees for Retention or Lay‑Off (SERLO)''' is a structured methodology governed by the Public Service Employment Act (PSEA). It is the core decision‑making method used during workforce adjustment and that it is anchored in statute, which requires adherence to legal standards, clear criteria, and procedural fairness at each stage.

=== STEP 2: Determine the Affected Part(s) of the Organization ===

=== STEP 2: Determine the Affected Part(s) of the Organization ===

Step 2 defines the "scope boundary"—the specific organizational unit (section, division, or directorate) and the geographic area (local, regional, or national) where the workforce adjustment will occur. This clarifies that both organizational and geographic dimensions must be set and that they determine who is considered “in scope” for the SERLO pool.

Step 2 defines the "scope boundary"-the specific organizational unit (section, division, or directorate) and the geographic area (local, regional, or national) where the workforce adjustment will occur. This clarifies that both organizational and geographic dimensions must be set and that they determine who is considered “in scope” for the SERLO pool.

These boundaries are the most important factor in determining who is placed "at risk" and who is kept "safe." This underscores the effect of scope on people. Therefore, the rationale must be explicit, consistent, and based on work, not individuals.

These boundaries are the most important factor in determining who is placed "at risk" and who is kept "safe." This underscores the effect of scope on people. Therefore, the rationale must be explicit, consistent, and based on work, not individuals.

=== STEP 5: Conduct Required Classification and Staffing Activities ===

=== STEP 5: Conduct Required Classification and Staffing Activities ===

This step ensures that all job descriptions and language profiles are accurate and up‑to‑date. If the work has changed as part of the restructuring, the permanent (substantive) positions must be re‑evaluated to reflect the current duties before any assessment of employees occurs. This prevents employees from being measured against outdated or prestige‑based criteria and ensures assessments are aligned with actual work.

This step ensures that all job descriptions and language profiles are accurate and up‑to‑date. If the work has changed as part of the restructuring, the permanent (substantive) positions must be re‑evaluated to reflect the current duties before any assessment of employees occurs. This prevents employees from being measured against outdated or requirements linked to access to high‑visibility work rather than job needs and ensures assessments are aligned with actual work.

'''Removing requirements based on historical prestige.'''

'''Removing requirements based on historical prestige.'''

Inequity is often hidden in the "fine print" of job descriptions. Requirements like "experience briefing senior executives" or "central agency exposure" are often markers of past privilege rather than actual technical skills. These markers reflect who has had access to high‑profile projects in the past.   

Inequity is often hidden in the "fine print" of job descriptions. Requirements like "experience briefing senior executives" or "central agency exposure" are often markers of past privilege rather than actual technical skills. These markers reflect who has had access to high‑profile projects in the past.   

'''Expanded guidance:''' Replace prestige markers with competency‑based statements tied to duties and observable behaviours, expressed in plain language.  Employment Equity groups have historically faced more barriers to these types of high‑visibility opportunities. To ensure a fair pool, the department should screen descriptions to replace these historical access markers with competency‑based language, such as "Ability to communicate complex data to senior decision‑makers."   

'''Expanded guidance:''' Replace requirements linked to access to high‑visibility work rather than job needs with competency‑based statements tied to duties and observable behaviours, expressed in plain language.  Employment Equity groups have historically faced more barriers to these types of high‑visibility opportunities. To ensure a fair pool, the department should screen descriptions to replace these historical access markers with competency‑based language, such as "Ability to communicate complex data to senior decision‑makers."   

'''Implementation detail:''' Verify that each essential qualification maps to a specific Future State duty and the method that will assess it.

'''Implementation detail:''' Verify that each essential qualification maps to a specific Future State duty and the method that will assess it.

=== STEP 6: Establish a Voluntary Departure Program (VDP), Where Required ===

=== STEP 6: Establish a Voluntary Departure Program (VDP), Where Required ===

A VDP must be offered if five or more indeterminate employees at the same group and level in the same unit are affected and no job offer is guaranteed. It allows employees to choose to leave with a package before any involuntary layoffs are decided. Program parameters should be communicated clearly, with timelines, eligibility, benefits, and points of contact.

If five or more indeterminate employees at the same group and level in the same unit are affected and no GRJO is assured, establish a VDP before SERLO. Provide at least 30 days for volunteers to decide. It allows employees to choose to leave with a package before any involuntary layoffs are decided. Program parameters should be communicated clearly, with timelines, eligibility, benefits, and points of contact.

==== '''Ensuring the program remains truly voluntary and free of pressure.''' ====

==== '''Ensuring the program remains truly voluntary and free of pressure.''' ====

=== STEP 7: Determine the Qualifications, Requirements, and Organizational Needs ===

=== STEP 7: Determine the Qualifications, Requirements, and Organizational Needs ===

Step 7 sets the "Merit Criteria"—the list of skills, knowledge, and needs that will be used to decide who stays. These factors form the legal basis for all assessments and retention decisions under the Public Service Employment Regulations (PSER). Criteria must be directly tied to duties and expressed in clear, objective terms.

Step 7 sets the "Merit Criteria"-the list of skills, knowledge, and needs that will be used to decide who stays. These factors form the legal basis for all assessments and retention decisions under the Public Service Employment Regulations (PSER). Criteria must be directly tied to duties and expressed in clear, objective terms.

==== '''The use of clear and objective criteria to prevent bias.''' ====

==== '''The use of clear and objective criteria to prevent bias.''' ====

==== '''Using independent scoring to prevent dominant opinions.''' ====

==== '''Using independent scoring to prevent dominant opinions.''' ====

To avoid the "Halo Effect"—where one influential assessor’s opinion sways the entire panel—each grader must write their scores down privately before they talk as a group.   

To avoid the "Halo Effect"-where one influential assessor’s opinion sways the entire panel-each grader must write their scores down privately before they talk as a group.   

'''Expanded guidance:''' Preserve original, independent scores for each assessor and each criterion, then hold a panel discussion to reconcile differences if needed.  These initial scores must be kept in the file. If a score is changed after the group discussion, the manager must write down a clear factual reason for the adjustment. This protects against a dominant personality on the panel from unfairly favoring or disadvantaging certain employees.   

'''Expanded guidance:''' Preserve original, independent scores for each assessor and each criterion, then hold a panel discussion to reconcile differences if needed.  These initial scores must be kept in the file. If a score is changed after the group discussion, the manager must write down a clear factual reason for the adjustment. This protects against a dominant personality on the panel from unfairly favoring or disadvantaging certain employees.   

==== '''Ensuring the baseline of essential qualifications is met.''' ====

==== '''Ensuring the baseline of essential qualifications is met.''' ====

Merit is the first principle of the SERLO. Employees who do not meet even one "Essential Qualification" - including official language proficiency—cannot be retained under the law.   

Merit is the first principle of the SERLO. Employees who do not meet even one "Essential Qualification" - including official language proficiency-cannot be retained under the law.   

'''Expanded guidance''': Verify essentials before any organizational need is considered. If an essential is not met, the individual cannot be retained through the SERLO outcome.  The manager must verify that every person selected for retention has successfully demonstrated all essential factors. Applying equity preferences can only happen among employees who have met this fundamental merit baseline, ensuring a competent and diverse continuing workforce.   

'''Expanded guidance''': Verify essentials before any organizational need is considered. If an essential is not met, the individual cannot be retained through the SERLO outcome.  The manager must verify that every person selected for retention has successfully demonstrated all essential factors. Applying equity preferences can only happen among employees who have met this fundamental merit baseline, ensuring a competent and diverse continuing workforce.   

==== Consolidated execution checklist ====

==== Consolidated execution checklist ====

* Step 1: Document Future State, data vintage, adjusted availability, attainment ratios, geographic snapshot, language justifications, and projected representation; record risks and mitigations.

* Step 1: Document Future State, data vintage, adjusted availability, attainment ratios, geographic snapshot, language justifications, and projected representation; record risks and mitigations.

* 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 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 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 prestige markers; confirm Official Languages profiles in writing; align essentials with duties.

* 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 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 7: Finalize merit criteria and any organizational needs with a Criteria Justification Table; remove subjective terms; obtain delegated approvals.