Changes

== Why This Page? ==

== Why This Page? ==

It’s no secret that it is becoming [https://www.hrreporter.com/focus-areas/recruitment-and-staffing/global-talent-shortage-at-15-year-high-report/356758 more and more difficult to attract and retain top talent]. The number of opportunities, combined with the relative ease of talent mobility across the public service, is resulting in several vacancies across departments and agencies; and my team is no exception.

It’s no secret that it is becoming more and more difficult to attract and retain top digital talent. The number of opportunities, combined with the relative ease of talent mobility across the public service, is resulting in vacancies across departments and agencies; and my team is no exception.

I created this page to try and creatively tackle the problem and maintain an ongoing list of open positions in my organization, the Courts Administrative Service (CAS).

I created this page to try and creatively tackle the problem and maintain an ongoing list of open positions in my organization within the Courts Administrative Service (CAS).

More importantly, this page provides you with additional information about the Information & Technology Services Division (ITSD) and my management style to help you determine if working with us is the right fit for you!

More importantly, this page provides you with additional information about the Information & Technology Services Division (ITSD) and my management style to help you determine if working with us is the right fit for you!

== More About Myself & Working With Us ==

== More About Myself & Working With Us ==

We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – [https://www.executiveagenda.com/application/files/3215/6401/6016/fivedysfunctions.pdf pretty much what’s in here].  In our team, we have a ''Work Hard & Play Hard'' mentality, which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, as well as on character, behaviors and mutual fit. For us, ''how you deliver results'' is just as important as ''the results you deliver''.  

We have a great team! I believe that a high-performing organization is one that is made up of talented people where team members have each other’s back, trust each other and hold each other accountable – [https://www.executiveagenda.com/application/files/3215/6401/6016/fivedysfunctions.pdf pretty much what’s in here].  In our team, we have a ''Work Hard & Play Hard'' mentality, which makes being part of our team fun and gratifying. That’s why we hire based on competency and potential, as well as on character, behaviors and mutual fit. For us, ''how you deliver results'' is just as important as ''the results you deliver''.  

I believe in self-empowered teams, supported by clear decision-making. I really liked some of the concepts in [https://www.principles.com/principles/418eaeca-564f-41e8-bd90-8e0d042f28d5/#table-of-contents Ray Dalio’s book Principles], especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions, you get more diverse perspectives, more buy-in, and ultimately achieve better results quicker.   

I believe in self-empowered multi-functional teams, supported by clear decision-making. I really liked some of the concepts in [https://www.principles.com/principles/418eaeca-564f-41e8-bd90-8e0d042f28d5/#table-of-contents Ray Dalio’s book Principles], especially the concepts of radical truth and radical transparency. When you have a culture of open sharing of information and open and respectful discussions, you get more diverse perspectives, more buy-in, and ultimately achieve better results quicker.   

I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, but at the end of the day, they are accountable for the decision and the result - and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as decision-making authority. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.  

I also believe in a clear hierarchy of decision-making. This doesn’t mean that the most senior person is always right, but at the end of the day, they are accountable for the decision and the result - and should therefore have the decision-making authority. In many cases, the leader will and should go with the team’s (and the experts’) recommendations. It’s what Ray calls “believability” – which is not the same thing as decision-making authority. I think that this model brings a good balance of empowering teams, good and trustworthy discussions and brings it all together with clear decision-making aligned to goals and vision.  

I started my career in the private sector and until joining the public service, I had always managed dispersed and asynchronous teams. I’ve grown in a culture where the results of your work are much more important than the ''when'' and the ''where'' you work. We try to hire the best in our teams. In return, we trust our teams to do what they do best. This means that they can – within applicable terms of conditions and rules – decide where and when they work, as long as it does not introduce risks and negatively impact team productivity and service levels. Given the nature of the job duties, aside from a few exceptions, most roles in my team can be filled and performed from anywhere in Canada – where there’s a good Internet connection :-)   

I started my career in the private sector and until joining the public service, I had always managed dispersed and asynchronous teams. I’ve grown in a culture where the results of your work are much more important than the ''when'' and the ''where'' you work. We try to hire the best in our teams. In return, we trust our teams to do what they do best. This means that they can – within applicable terms of conditions and rules – decide where and when they work, as long as it does not introduce risks and negatively impact team productivity and service levels. Given the nature of the job duties, aside from a few exceptions, most roles in my team can be filled and performed from anywhere in Canada – where there’s a good Internet connection :-)   

So that was a bit about myself and my management syle, now here's more information on the work environment.

So that was a bit about myself and my management style, now here's more information on the work environment.

== Working Environment ==

== Working Environment ==

=== Working within CAS' Information and Technology Services Division (ITSD) ===

=== Working within CAS' Information and Technology Services Division (ITSD) ===

As the Chief Information Officer, I have the pleasure of being part of CAS' executive committee and reporting directly to the Deputy Head - the Chief Administrator.   

As the Chief Information Officer, I have the pleasure of being part of CAS' executive committee and report directly to the Deputy Head - the Chief Administrator.   

In this role, I lead the Information and Technology Services Division (ITSD). ITSD is accountable for providing service, data and digital management solutions to support CAS' mandate.   

In this role, I lead the Information and Technology Services Division (ITSD). ITSD is accountable for providing service, data and digital management solutions to support CAS' mandate.   

Working in a small organization has lots of advantages.  Things move fast and team members have an opportunity to contribute to many files and have a direct impact to supporting the Courts.   

Working in a small organization has lots of advantages.  Things move fast and team members have an opportunity to contribute to many files and have a direct impact in supporting the Courts.   

=== Working within the #GCDigital Community ===

=== Working within the #GCDigital Community ===

Under the leadership of our [https://www.canada.ca/en/treasury-board-secretariat/corporate/mandate/chief-information-officer.html GC CIO, Catherine Luelo], working in the #GCDigital family is pretty amazing, [https://www.youtube.com/watch?v=bITeT65Rwcc learn more here]!   

Under the leadership of our [https://www.canada.ca/en/treasury-board-secretariat/corporate/mandate/chief-information-officer.html GC CIO, Catherine Luelo], working in the #GCDigital family is pretty amazing, [https://www.youtube.com/watch?v=bITeT65Rwcc learn more here]!   

=== Environmental Context ===

=== Environmental Context ===

As described in the report ''[https://www.cba.org/Publications-Resources/Resources/2021/No-Turning-Back-CBA-Task-Force-Report-on-Justice No Turning Back: CBA Task Force Report on Justice Issues Arising from COVID-19]''<blockquote>''The precipitous advent of the novel coronavirus pandemic known as COVID-19 in March 2020 brought into focus the urgency of forging an accessible, modern and user-centered justice system. The pandemic forced all justice system participants to adjust to a new environment. It fast-tracked the adoption of different measures and technologies to deliver justice remotely. It further dispelled the notion that justice (and the legal profession), was somehow nobly removed from the fourth industrial revolution. These rapid and significant changes are occurring against a challenging backdrop: public confidence in the justice system is fragilized by a belief that access to justice is beyond the grasp of most individuals, an increasing number of self-representatives, and even individuals abstaining from seeking justice altogether — with costs deemed prohibitive or disproportionate to the actual value of the sought-after outcome.''</blockquote>It is in this dynamic context that CAS is on a digital transformation journey to improve client service experiences, government operations, and improve access to justice.

As described in the report ''[https://www.cba.org/Publications-Resources/Resources/2021/No-Turning-Back-CBA-Task-Force-Report-on-Justice No Turning Back: CBA Task Force Report on Justice Issues Arising from COVID-19]''<blockquote>''The precipitous advent of the novel coronavirus pandemic known as COVID-19 in March 2020 brought into focus the urgency of forging an accessible, modern and user-centered justice system. The pandemic forced all justice system participants to adjust to a new environment. It fast-tracked the adoption of different measures and technologies to deliver justice remotely. It further dispelled the notion that justice (and the legal profession), was somehow nobly removed from the fourth industrial revolution. These rapid and significant changes are occurring against a challenging backdrop: public confidence in the justice system is fragilized by a belief that access to justice is beyond the grasp of most individuals, an increasing number of self-representatives, and even individuals abstaining from seeking justice altogether — with costs deemed prohibitive or disproportionate to the actual value of the sought-after outcome.''</blockquote>To make sure we "don't turn back", CAS is on a digital transformation journey to improve client service experiences, government operations, and improve access to justice.

In short, we're transforming ITSD and CAS to better deliver on both:  

In short, we're transforming ITSD and CAS to better deliver on both:  

[https://www.cas-satj.gc.ca/en/publications/rpp/2022-2023/pdf/CAS-DP-2022-23-ENG-FINAL.pdf CAS' 2022-23 Departmental Plan] includes four strategic priorities:  

[https://www.cas-satj.gc.ca/en/publications/rpp/2022-2023/pdf/CAS-DP-2022-23-ENG-FINAL.pdf CAS' 2022-23 Departmental Plan] includes four strategic priorities:  

# DIGITAL COURTS AND VIRTUAL HEARINGS - Deliver information technology solutions that provide for the effective management of court business, offer self-service to litigants and improve access to justice.  

# DIGITAL COURTS AND VIRTUAL HEARINGS - Deliver information technology solutions that provide for the effective management of court business, offer self-service to litigants and improve access to justice.

# NATIONAL COURT FACILITIES AND COURTROOMS - Deliver modern, equipped, accessible and secure federal court facilities across Canada.  

# NATIONAL COURT FACILITIES AND COURTROOMS - Deliver modern, equipped, accessible and secure federal court facilities across Canada.

# OUR WORKFORCE - Attract, retain and develop a highly skilled, diverse and engaged workforce. Optimize our work environment and strengthen management excellence.  

# OUR WORKFORCE - Attract, retain and develop a highly skilled, diverse and engaged workforce. Optimize our work environment and strengthen management excellence.

# SERVICE EXCELLENCE - Provide consistent, quality and timely client-centric services. Modernize our practices, processes and tools and integrate new business and technological solutions.  

# SERVICE EXCELLENCE - Provide consistent, quality and timely client-centric services. Modernize our practices, processes and tools and integrate new business and technological solutions.

As you can see from the description above, ITSD plays a pivotal role in help CAS achieve its strategic priorities.

=== Canada's Digital Ambition 2022 ===

=== Canada's Digital Ambition 2022 ===

[https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/canada-digital-ambition.html Canada's Digital Ambition 2022] includes 4 strategic themes:

To best deliver on CAS digital transformation, ITSD follows the guidance set forth in [https://www.canada.ca/en/government/system/digital-government/government-canada-digital-operations-strategic-plans/canada-digital-ambition.html Canada's Digital Ambition 2022], which includes the following 4 strategic themes:

 

 

# '''Excellence in technology and operations:''' maximize effectiveness and value assurance of technology investments across government

Please also note the disclaimers and additional information in the following section.

# '''Data-enabled digital services and programs:''' drive cross-government improvement in client and employee services, data and cross-agency integration

# '''Structural evolution in funding, talent and culture:''' advocate for changes to policy and governance that prioritize and unlock the full value of digital investment

=== AS-05 – Lead, Performance Measurement (BBB) ===

=== AS-05 – Lead, Performance Measurement (BBB) ===

* Conduct research and strategic analysis to review material, produce executive briefings, options and recommendations for the DG and other senior executives

* Conduct research and strategic analysis to review material, produce executive briefings, options and recommendations for the DG and other senior executives

* Review files and manage the directorate’s quality control and assurance processes and workflows to ensure the timely and quality completion of the directorate’s deliverables

* Review files and manage the directorate’s quality control and assurance processes and workflows to ensure the timely and quality completion of the directorate’s deliverables

* Lead and coordinate the resolution of various issues and urgent requests for the directorate

* Lead and coordinate the resolution of various issues and urgent requests for the division

* Manage the personnel and the operations of the Office of the Chief Information Officer

* Manage the personnel and the operations of the Office of the Chief Information Officer

* Develop guidelines and processes to enhance operational efficiency and communications across the DG’s office and the entire directorate

* Develop guidelines and processes to enhance operational efficiency and communications across the DG’s office and the entire division

=== AS-04 – Talent Acquisition Analyst (CBC) ===

=== AS-04 – Talent Acquisition Analyst (CBC) ===

This person will work closely with CAS' HR team and hiring managers to attract top talent into our team. They do so by researching and contacting candidates through social media and other channels to share stories and explain how great it is to work in our team, to entice them to apply to our open positions and competitions, to conduct a preliminary assessment of ''right fit'' and to answer any questions they may have. ITSD will be looking to staff many positions in the coming months and we need someone to help us find the best available team members out there.       

To support our digital transformation journey, ITSD will be staffing many positions and is looking to staff many positions in the coming months. We are therefore looking for a talent acquisition analyst to work closely with CAS' HR team and hiring managers to attract top talent into our team. To achieve this, this individual is expected to:       

 

* Research and identify potential candidates through social media and other channels      

* Contact potential candidates to share information on open positions and stories about our work envionrment       

* Entice potential candidates to apply to our open positions and competitions      

* , to conduct a preliminary assessment of ''right fit'' and to answer any questions they may have.        

=== IT-04 – Manager, Automation Services (CBC) ===

=== IT-04 – Manager, Automation Services (CBC) ===

The manager will lead the delivery of solutions using automation technologies such as Robotics Process Automation and the Microsoft 365 Power platform. The manager will also support upskilling CAS employees to better leverage these modern technologies. This is a new team and there is lots of excitement regarding the value that automation technologies can provide. This is a great opportunity for a leader who wants to build and scale a service team and who is interested in working with clients to help optimize business processes.         

This manager will lead the delivery of solutions using automation technologies such as Robotics Process Automation and the Microsoft 365 Power platform. The manager will also support upskilling CAS employees to better leverage these modern technologies. This is a new team and there is lots of excitement regarding the value that automation technologies can provide to improve court operations. This is a great opportunity for a leader who wants to build and scale a service team and who is interested in working with clients to help optimize business processes.         

=== IT-04 – Manager, Cloud and Workplace Tools (CBC) ===

=== IT-04 – Manager, Cloud and Workplace Tools (CBC) ===

=== IT-04 – Enterprise Architect (English or French essential) ===

=== IT-04 – Enterprise Architect (English or French essential) ===

This person will lead our Enterprise Architecture practice and provide solution architecture guidance and ensure that considerations from various domain architectures (business, information, application, technology and security) all come together to inform solution architecture decisions. This person will also work across the organization to ensure we develop common solutions for similar business capabilities and that we establish application and technology standards.         

This person will lead our Enterprise Architecture practice and ensure that considerations from various domain architectures (business, information, application, technology and security) all come together to inform solution architecture decisions. This person will also work across the organization to ensure we prioritize the development of common solutions for similar business capabilities and that we establish application and technology standards.         

=== IT-03 – Client Portfolio Lead (BBB) ===

=== IT-03 – Client Portfolio Lead (BBB) ===

This person will work closely with one of CAS' business lines and play a pivotal role in understanding the client business unit's priorities, needs and wants, and liaise with ITSD to ensure that the right people and teams are mobilized to deliver digital services.         

This person will work closely with one of CAS' business lines and play a pivotal role in understanding the client business unit's priorities, needs and wants, and liaise with ITSD to ensure that the right people and teams are mobilized to deliver digital services to meet the client's needs.         

=== EC-07/IT-04 – Manager, Service Manager (CBC) ===

=== EC-07/IT-04 – Manager, Service Design (CBC) ===

This person will lead our business analysis and service design teams to apply human centered design practices to help teams design and research with users to to understand their needs and the problems we want to solve to deliver better solutions.         

This person will lead our business analysis and service design teams to embed human centered design practices into the way we work so that we can better understand user needs and the problems we want to solve, which will ultimately lead to the delivery of better solutions.         

=== Job that I want but didn't find ===

=== Job that I want but didn't find ===

Are you interested in joining our team, but haven't found a good match amongst the positions described above?  Then don't hesitate to reach out (anthony.sheehan@cas-satj.gc.ca) and send in your resume describing why you'd like to join our team and what mix of responsibilities help you produce your best work.              

Are you interested in joining our team, but haven't found a good match amongst the positions described above?  Then don't hesitate to reach out (anthony.sheehan@cas-satj.gc.ca) and send in your resume describing why you'd like to join our team and what mix of responsibilities help you produce your best work.                              

 

 

== Disclaimers and additional information ==

== Disclaimers and additional information ==

=== Staffing Process ===

=== Staffing Process ===

First and foremost, this page is used to encourage at-level public servants to come work at CAS through a [https://www.canada.ca/en/treasury-board-secretariat/services/staffing/public-service-workforce/deployment.html secondment, deployment] or [https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/interchange-canada.html Interchange Canada] agreements. '''GC Free Agents''' are also more than welcome!  

First and foremost, this page is used to encourage at-level public servants to come work at CAS through a [https://www.canada.ca/en/treasury-board-secretariat/services/staffing/public-service-workforce/deployment.html secondment, deployment] or [https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/interchange-canada.html Interchange Canada] agreements. '''GC Free Agents''' are more than welcomed!  

If no at-level candidates are found, a competition may be used to staff a vacant position.  Keep an eye for [https://emploisfp-psjobs.cfp-psc.gc.ca/psrs-srfp/applicant/page2440?locationsFilter=&selectionProcessNumber=&officialLanguage=&title=&tab=1&search=Search%20jobs&department=1075&departments=&log=false open positions posted on jobs.gc.ca].     

If no at-level candidates are found, a competition may be used to staff a vacant position.  Keep an eye out for [https://emploisfp-psjobs.cfp-psc.gc.ca/psrs-srfp/applicant/page2440?locationsFilter=&selectionProcessNumber=&officialLanguage=&title=&tab=1&search=Search%20jobs&department=1075&departments=&log=false open positions posted on jobs.gc.ca].     

Although each hiring process is different, [https://www.youtube.com/watch?v=0GW7P3g9hhI here’s a video] that provides an overview of each of the steps and provides tips on navigating the application process in the GC.     

Although each hiring process is different, [https://www.youtube.com/watch?v=0GW7P3g9hhI here’s a video] that provides an overview of each of the steps and provides tips on navigating the application process in the GC.     

=== Classification ===

=== Classification ===

To accelerate staffing, some of the opportunities listed here are being shared in advance of being formally classified. Meaning that the proposed language profiles, levels and groups - which impact rates of pay – are tentative and may change following the results of a formal classification assessment.   

To accelerate staffing, some of the opportunities listed here are being shared in advance of being formally classified. Meaning that the proposed language profiles, levels and groups - which impact rates of pay - are tentative and may change following the results of a formal classification assessment.   

=== Rates of Pay ===

=== Rates of Pay ===

For those not fully familiar with the rates of pay and terms of employment in the public service, please consult the [https://www.tbs-sct.canada.ca/agreements-conventions/index-eng.aspx collective agreement relevant for each of the positions].

For those not fully familiar with the rates of pay and terms of employment in the public service, please consult the [https://www.tbs-sct.canada.ca/agreements-conventions/index-eng.aspx collective agreement relevant for each of the positions].