Employment Systems Review final report.

276 Pages·1994·15.8 MB·English

by  Ontario. Ministry of Revenue. Employment Systems Review Taskforce

Jp*
.
1
JgT EMPLOYMENT SYSTEMS REVIEW
Supporting Excellence Through Equity
MINISTRY OF FINANCE
EMPLOYMENT SYSTEMS REVIEW
FINAL REPORT
HF
5549.5
. A34
.056
1994
C . 1
tor mai
I November 17, 1994

Ontario
Ministry of Finance
DEC 1 6 1994
LIBRARY SERVICES
(Toronto)
TABLE OF CONTENTS
PARTI • EMPLOYMENT SYSTEMS REVIEW
Summary
PART II • EMPLOYMENT SYSTEMS REVIEW
Former Ministry of Revenue
PART III • EMPLOYMENT SYSTEMS REVIEW
Former Ministries of Financial Institutions
and Treasury and Economics

EMPLOYMENT SYSTEMS REVIEW
Supporting Excellence Through Equity
—♦—■
PARTI
— ♦-
EMPLOYMENT SYSTEMS REVIEW
Su ary
mu
November 17, 1994

TABLE OF CONTENTS
OVERVIEW 1
RECOMMENDATION SUMMARY 4
Key Recommendations 5
Recommendations For Each Employment System 6
Entry Systems 6
Retention Systems 9
Separation Systems 12
Recommendation Cross-reference Table 17
CHANGE STRATEGY SUMMARY 21
IMPLEMENTING CHANGE 22
Digitized by the Internet Archive
in 2018 with funding from
Ontario Council of University Libraries
https://archive.org/details/employmentsystemOOonta
OVERVIEW
What is an ESR?
An Employment Systems Review (ESR) is a tool to identify the existence of barriers in
employment systems faced by members of designated groups and to develop a strategy
to remove the barriers.
Discriminatory practices create barriers that may also have an adverse impact on
employees who are not members of a designated group. By eliminating these barriers,
all employees can compete on merit.
Employment systems include:
■ entry systems (recruitment, selection, orientation, probation)
■ retention systems (performance management, training and development,
mobility, working conditions)
■ separation systems (discipline, exit/redeployment).
Background
A taskforce for the former Ministry of Revenue had already completed a significant part
of its work when the former ministries of Treasury and Economics, Financial Institutions
and Revenue were merged to form the Ministry of Finance. It was decided that the first
taskforce should proceed, and that a second taskforce would be set up for the former
ministries of Treasury and Economics and Financial Institutions. (The former Ministry of
Financial Institutions includes the Ontario Insurance Commission, the Ontario Securities
Commission and the Pension Commission of Ontario.) Each of the two taskforces
involved in the review were made up of an equal number of management/excluded and
bargaining unit employees.
Part I of this report summarizes the results of the ESR process in the Ministry of
Finance. The full text of the two taskforce reports, including detailed
recommendations that will guide implementation, are found in "Part II (former
Ministry of Revenue)" and "Part III (former Ministries of Financial Institutions and
Treasury and Economics)".
2
Methodology
The techniques used by the taskforces included data analysis, document review and
interviews. Specifically:
■ Workforce Profile data and statistics from the 1986 Canada Census were analyzed.
The representation of designated groups within the Ministry was then compared
to the working age population in Ontario. The taskforce for the former Ministry of
Revenue also analyzed data for the non-designated group.
■ Human resources management policies and procedures for such tasks as
recruitment, promotion and discipline were reviewed.
■ Interview sessions, focus groups and meetings with groups promoting the interests
of designated groups and non-designated staff were held to gather their views and
perceptions of human resources practices.
Major Issues
Two recurring issues were identified which affect all the employment systems, and which
must be resolved in order for changes to be effective. They are:
■ Lack of Management Accountability
A more structured system is needed to monitor human resources functions
to ensure that recruitment, selection, performance management and training
and development are consistently carried out in a fair and equitable way.
This is particularly challenging in a large and decentralized organization.
Operating managers are responsible for resolving many human resources
issues, but most are not adequately trained in this area. Managers should
be given more training and should also be held accountable by senior
management for human resources decisions.
Managers then will be able to take a stronger leadership role in creating a
welcoming work environment that will ensure that employment systems are
fair and that negative stereotypes are not tolerated.