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									Your selection process number____________

NAOS Impact Assessment Individual Survey
Thank you for participating in the Public Service Commission’s (PSC) National Area of Selection (NAOS) Impact Assessment Survey. Your feedback is important to us and will help shape the future of NAOS. Please note that this survey targets a sample of external processes. It deals with NAOS issues and is not meant to replace the Survey of Appointments, which looks at staffing in general. In the event that you receive both surveys (low probability), we would appreciate receiving your answers in each case. The survey will take approximately 20 minutes to fill out. This document contains all the questions found in the electronic version of the survey, including questions relevant to external appointment processes at the officer level. You may fill out the survey electronically or in writing. The return address and fax number are provided at the end of the survey. Please note any instructions for omitting or skipping questions based on your responses. Please note that all your responses here pertain to the referenced appointment indicated in the letter of invitation you received. The objective of this survey is to assess the impact of the mandatory use of NAOS for external advertised processes for all officerlevel positions in the National Capital Region, as well as in some organizations participating in pilot projects in Alberta and Quebec. This will assist us in identifying potential positive and negative impacts of implementing NAOS requirements on the integrity of the appointment system and federal organizations. Information from the hiring manager and the advertisement is linked via the process code number indicated in the invitation email you received. Please write that process number at the top of each page in the space provided. Being able to combine the manager and the advertisement information reduces the survey’s number of questions and the time required for completion. Confidentiality: Your responses will be kept totally confidential and are protected under the provisions of the Privacy Act. Any information you provide will be used in the form of aggregates only. Additional information regarding the implementation of NAOS is available at: If you have any other questions or concerns, please feel free to call us at 613-995-7991.

Your selection process number____________ NATIONAL AREA OF SELECTION IMPACT ASSESSMENT INDIVIDUAL SURVEY CANDIDATE SOURCE 1. Which of the following best describes the nature of the position filled by the referenced appointment?  A vacancy created by the departure of an employee  A newly created type of position or role which did not exist previously  An addition to the number of employees currently holding a particular type of position 2. To what extent was this appointment process prompted by each of the following factors? Not at all To some To a great extent extent a) Staff development for succession planning purposes    b) An existing or anticipated increase in workload    c) Need to increase representativeness    d) Need to increase range of skill sets within the organization    e) Specialized skill or skill shortage area    f) Part of the human resources (HR) plan    g) An existing vacant position    h) Other, please specify:_________________________________    Don’t know        

N/A        

EMPLOYMENT EQUITY 3. a) Was the area of selection limited to one or more designated employment equity (EE) groups? (If NO skip question 3.c)) Visible minorities Aboriginal persons Persons with disabilities Women  YES  YES  YES  YES  NO  NO  NO  NO

Your selection process number____________ b) Is the appointee a member Visible minorities Aboriginal persons Persons with disabilities Women of one of the following designated groups?  YES  NO  YES  NO  YES  NO  YES  NO

c) Was the decision based on a gap identified in the human resources (HR) or employment equity (EE) plan?  YES  NO  Don’t know d) Would you say that – compared to a local or regional area of selection – using a national area of selection resulted in:  a smaller proportion of applicants from designated groups?  a larger proportion of applicants from designated groups?  the same proportion of applicants from designated groups?  don’t know or not applicable?

OFFICIAL LANGUAGES 4. a) What is the first official language of the person appointed? b) Was the linguistic profile of the position?  English essential  French essential  Either/or English or French  Bilingual imperative  Bilingual non-imperative c) If it was bilingual non-imperative, did the person meet the language requirements at the time of appointment?  YES  NO  Don’t know  English  French  Don’t know

Your selection process number____________ d) In terms of the referenced selection process, to what extent did the capacity exist to do the following? Not at all To some To a great Don’t extent extent know  Provide timely information to applicants     in both official languages?  Select bilingual 1 board members?      Assess applicants in both official languages?     SELECTION PROCESS 5. a) Was this process used to fill multiple positions? (If NO, go to question 6.) b) If so, was it intended to fill multiple positions: (check all that apply)  in your work unit?  across your department or agency?  across multiple departments or agencies?  in various regions? c) How many appointments have you made through this process so far? _______  YES  NO

N/A   

d) Will additional appointments be made through this process?  Don’t know  NO  YES If so, how many (approx.)? _______ 6. a) What volume of applications did you anticipate for this process 2?  Low b) The actual volume was:  As expected

 Moderate High  Lower  Higher

 Don’t know  N/A


By bilingual, we mean sufficiently proficient in either or both official language(s) to enable effective communication with the persons to be asses sed in the official language of their choice and to enable their qualifications to be properly assessed 2 Volume expectations may vary for each group and level .

Your selection process number____________ c) To what extent did each of the following strategies help you manage the volume of applications and obtain a suitable/reasonable number of candidates for consideration? Not at all To some To a great Don’t N/A extent extent know Collective staffing     Realistic and balanced job advertisement     Job description/statement of merit criteria     Reduced length of advertising period     Self-reporting (based on PSRS 1 library questions)     On-line testing     Sequential application of merit criteria     Targeted recruiting sources (i.e. professional associations, etc.)     Limiting the area of selection to designated groups members     Determining a fixed number of applicants     Considering priority referrals     Other     Please specify what other strategy was used ____________________________________________________            

d) Did the strategy/strategies used assist you in managing volumes effectively?  YES  NO Please explain what worked best and why:______________________________________________________ 7. What do you consider to be the appropriate area of selection for this position or similar positions?  Local  Regional  National  Don’t know Please justify : ____________________________________________________________________________ 8. a) What was the approximate elapsed time between the date of the advertisement and the first appointment? ______weeks b) How does the elapsed time compare with previous external advertised appointment processes for this or similar jobs?  Shorter  About the same  Longer  N/A


Public Service Resourcing System

Your selection process number____________ c) To what extent was the total elapsed time required for this appointment influenced by each of the following? Not at all To some To a great Don’t N/A extent extent know  Language testing       Other testing       Security clearance       Priority clearance       Volume of applicants       Preparation for the selection (e.g., position      analysis, obtaining approval, producing statement of merit criteria)  Availability of board members       Availability of departmental HR support       Availability of candidates       Staffing process knowledge/expertise of      stakeholders (board members, HR support, etc.)  Travel time       Other, please specify:___________________      9. In terms of this selection process, did the organization have to cover: YES NO Don’t know Travel expenses?1 Relocation expenses? Direct and indirect costs such  Telecommunications?  Assessment 2  Administration3?   as:             

If yes, please provide approx. cost ________ ________ ________ ________ ________

Please provide additional details for assessment and administration costs, if any: __________________________________________________________________________________________________


Travel expenses include expenses incurred by both applicants and assessment board members.

2 3

Assessment costs include both the cost of tools and tests and the time required to assess the applicants. Administrative costs may include cost of logistics, translation services, salary of additional administrative support required, etc.

Your selection process number____________ 10. a) What is your level of satisfaction with the applicant(s) referred in terms of: Dissatisfied Somewhat Somewhat Satisfied dissatisfied satisfied  Number of applicants      Quality of applicants     If low satisfaction rate, please indicate why__________________________________________________ b) Would you say that the use of a NAOS increased: YES        Quality of applicants pool? Regional representation? Employment Equity? Access to public service jobs? Transparency of process? Fairness? Non-partisanship?       

NO       

Don’t know       

N/A       

11. a) To what extent do you or your work unit normally rely on contingent (casual, contract) employees to get your core work done?  Not at all  To some extent  To a great extent  Don’t know  N/A b) In terms of reliance on contingent employees, over the next year, do you anticipate:  An increase  A decrease  No change 12. a) Approximately how many appointment processes have you been involved with during the past two years? (including this year): 1-2 3–5  6 – 10   10  N/A b) How many of these were processes with a NAOS?  None  A few  Half  Most  N/A

Your selection process number____________ c) For approximately how many years have you been involved in appointment processes as hiring manager OR selection board member? 0–2 2–5  5 – 10  more than 10 13. a) Were there any particular advantages or disadvantages of using a NAOS? Is the appointee from another region? If so, please specify.

b) Please feel free to use the space below to comment on your experience with this appointment process.

Thank you for participating in this survey. In addition to the on-line survey, there are two ways you can provide us with your responses. If you have any questions, please call us at 613-995-7991

1. FAX the completed questionnaire to: 613-943-2481

2. MAIL the completed survey to: NAOS Survey Policy Development Directorate 300 Laurier Avenue West, 17th floor Ottawa ON K1A 0M7

Your selection process number____________ GLOSSARY Collective staffing: Collective staffing is a collaborative activity to staff more than one position within, among and across organizations and departments, region or regions. It represents a strategic approach where managers agree on common merit criteria, on the definition of the merit criteria, and on the degree of skill required for each position. Fixed number of applicants: In this case a pre-determined number of applicants will be permitted and subsequent applications will be ignored once the number is reached, regardless of the merit of subsequent applications. Realistic and balanced job advertisements: Balanced job advertisements aim to provide a realistic preview of the job whereby the employer presents both positive and negative information to the applicants that may result in self-screening due to a perceived poor fit with the job or organization. To the extent that a balanced preview of the position is achieved, realistic job advertisements can be used as an efficient method of reducing applicant volume while enhancing person-job fit. Reduced length of advertising period: Essentially, the flow of applicants is restricted by putting into place practices that limit the duration of job advertisements (the length is determined through experience in seeing how long it takes for a suitable number of applications to appear for a given occupation/job level/location). Self-reporting: This strategy involves having applicants do a subjective evaluation of their own job-related abilities in the hope that such a self-exploration will result in self-screening due to a perceived poor fit between job demands and the applicant’s abilities. For example, the screening tool may ask applicants to describe their level of competence in French and provide several detailed anchors (e.g., could he or she teach a class on a technical subject in French). Applicants who are unable to speak French may then voluntarily drop out of the appointment process if it is obvious that they do not have the required skills. Sequential application of merit criteria: A number of screening criteria can be used in the screening process in the public service, including the application of merit criteria and other eligibility factors, such as area of selection, Canadian citizenship, education and experience, organizational needs, or operational requirements. Carefully choosing the order of screening criteria based on the volume of applicants as well as the cost and the pass rate for each screening method can result in a more efficient appointment process. Targeted recruiting sources: This approach involves being very selective about where job advertisements are posted. For example, rather than advertising widely in a newspaper or only on a Web site, job advertisements can be targeted to professional associations or trade magazines.

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