Changes

This evergreen guide was developed using various Workforce Availability (WFA) references and Selection of Employees for Retention or Lay‑Off (SERLO) guides from across the public service. It was drafted with the support of AI to improve clarity, consistency, and plain‑language readability, and it was reviewed and validated by employee network members to check for accuracy, accessibility, and equity considerations. The result is a practical resource that reflects current policy practices while centering fairness, transparency, and representativeness throughout all 14 SERLO steps.

.This evergreen guide was developed using various Workforce Availability (WFA) references and Selection of Employees for Retention or Lay‑Off (SERLO) guides from across the public service. It was drafted with the support of AI to improve clarity, consistency, and plain‑language readability, and it was reviewed and validated by employee network members to check for accuracy, accessibility, and equity considerations. The result is a practical resource that reflects current policy practices while centering fairness, transparency, and representativeness throughout all 14 SERLO steps.

'''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.

'''Implementation detail:''' Use a file completeness checklist and conduct a peer review of a sample of files for consistency.

'''Implementation detail:''' Use a file completeness checklist and conduct a peer review of a sample of files for consistency.

=== Equity considerations by SERLO step (exhaustive; PSC wording) ===

 

=== Equity Considerations by SERLO Step (exhaustive list; inline links; PSC step wording) ===

{| class="wikitable"

{| class="wikitable"

!'''PSC Step'''

!'''PSC Step'''

|-

|-

!'''Step 1: Determine the desired current and future state of the organization'''

!'''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]].  

|• 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: [https://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].  

• 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]].  

• 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: [https://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].  

• 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]]]

• 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 language requirements of positions.

• 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]]]

• 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: [https://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].  

• 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]]]

 

• 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.

|-

|-

!'''Step 2: Determine the affected part(s) of the organization'''

!'''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]]]

|• 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): [https://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].  

• 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]]]

• 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: [https://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].  

• 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]]]

 

• 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: [https://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].  

|-

|-

!'''Step 3: Identify the positions and affected employees'''

!'''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]]]

|• 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: [https://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].  

• 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]]]

• 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: [https://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].

• 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]]]

 

• 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: [https://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].  

|-

|-

!'''Step 4: Notification to the Treasury Board of Canada Secretariat – Office of the Chief Human Resources Officer, bargaining agents, and employees'''

!'''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]]]

|• 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: [https://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].  

• 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]]]

• 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.  

|-

|-

!'''Step 5: Conduct classification and staffing activities'''

!'''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]]]

|• 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: [https://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].  

• 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]]]

• 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 [https://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.  

|-

|-

!'''Step 6: Establish a voluntary departure program'''

!'''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]

|• 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: [https://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].

• 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]]]

• Give employees '''at least 30 days''' to decide and monitor uptake in the aggregate for disproportionate participation by any EE group.

• 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]]]

 

• Issue a written “no‑pressure” directive to managers to prevent informal steering, consistent with fair program administration described in PSC’s Step 6 context: [https://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].  

|-

|-

!'''Step 7: Determine the qualifications, requirements, and needs'''

!'''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]]]

|• 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: [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.html PSER, s.22] and [https://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].

• 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]]]

• Remove subjective terms (for example “fit,” “leadership potential”) and specify '''observable''' evidence, as PSC advises under Step 7: [https://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.]

• 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]]]

 

[https://www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html •] 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 [https://laws-lois.justice.gc.ca/eng/acts/P-33.01/ PSEA, s.30(2)(b)–(3)].

|-

|-

!'''Step 8: Determine the assessment methods'''

!'''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]]]

|• 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: [https://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.]

• 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]]]

• Build accommodation pathways (formats, time adjustments, equivalent alternatives) directly into the plan and communicate them in plain language, per PSC’s Step 8 approach: [https://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.]

|-

|-

!'''Step 9: Identification of biases and barriers'''

!'''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)]].  

|• Complete the '''bias‑and‑barrier evaluation before using any assessment method''' and keep the record in the file as legally required under [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.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]]]

• Use the PSC’s [https://www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html Guide to Mitigating Biases and Barriers in Assessment] and the companion [https://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.  

• 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]]]

 

• Confirm approved accommodations in writing and standardize administration across the pool, as PSC’s fair‑assessment materials require: [https://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].  

|-

|-

!'''Step 10: Inform employees'''

!'''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]]]

|• Send bilingual, accessible letters that list the '''factors''' set under [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.html PSER, s.22(2)] and the '''assessment methods''' under [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.html PSER, s.22(4)] exactly as approved—no surprises—and include how to request accommodation per PSC Step 10: [https://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.]

• 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]]]

• 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.  

|-

|-

!'''Step 11: Assessment of employees'''

!'''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]]]

|• Ensure assessors score '''independently''' first, then discuss; keep evidence‑based notes linked to rubrics; record any score changes with factual reasons

• 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]]]

• Apply consistent administration conditions (timing, instructions, environment) to avoid procedural bias; PSC highlights these elements in its assessment guidance: [https://www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/guide-mitigating-biases-barriers-assessment.html Assessment module].  

|-

|-

!'''Step 12: Selection of employees'''

!'''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|.]]

|• Confirm each retained employee met all '''essential qualifications''' before applying any organizational needs, using the factors you set under [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.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]]]

• Apply '''organizational needs''' (for representativeness) consistently and only among employees who met essentials per the merit rules under PSEA, s.30(2)(b)–(3).  

• '''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]]]

 

• '''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: [https://www.canada.ca/en/public-service-commission/services/public-service-hiring-guides/selection-employees-retention-layoff-guide-managers-hr.html <nowiki>Guide for managers and HR specialists. [canada.ca]</nowiki>]

|-

|-

!'''Step 13: Provide written notice'''

!'''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]]]

|• For lay‑off letters, include at least: the decision under [https://laws-lois.justice.gc.ca/eng/acts/P-33.01/ PSEA, s.64], the specific factors applied under [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.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 [https://www.fpslreb-crtespf.gc.ca/en/index.html FPSLREB] under [https://laws-lois.justice.gc.ca/eng/acts/P-33.01/ PSEA, s.65].  

• 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]]]

• 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: [https://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.]  

|-

|-

!'''Step 14: Record the reasons for the selection'''

!'''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)]].

|• 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 [https://laws-lois.justice.gc.ca/eng/regulations/SOR-2005-334/FullText.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]]]

• 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: [https://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].  

• 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]]]

 

• Ensure your record is readable to external reviewers (PSC or FPSLREB) and aligns with the lay‑off complaint framework under [https://laws-lois.justice.gc.ca/eng/acts/P-33.01/ PSEA, s.65], so the file demonstrates consistent, non‑discriminatory application of merit factors.  

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