Program directory · Treasury Board of Canada Secretariat

Workplace Policies and Services

Department: Treasury Board of Canada Secretariat
Program code: BXC03 (TBC)
Core responsibility: Employer
In Departmental Plans: 2018-19 – 2022-23 · Appeared and later dropped

What it does

The Workplace Policies and Services program supports the Treasury Board in establishing strategic direction for people management and for the use of official languages for work and services to the public. It seeks to provide the foundation for excellence to manage a productive public service that is healthy, safe, and inclusive. In doing so, the program contributes to the attraction, retention, and development of a skilled and diverse workforce that can communicate in both official languages.

To achieve its goals, the program develops and supports implementation of policies, directives and standards for: people management; values and ethics; official languages for communications with the public; workforce bilingualism; workplace well-being; and diversity and inclusion.

Other key activities include: supporting governance mechanisms; supporting leadership and professionalism for the human resources community; engaging and collaborating with a broad range of expert communities, stakeholders and partners; and providing advice and guidance to public service organizations including, for official languages, to the broader range of public sector institutions, such as Crown corporations and separate agencies.

Source: the department's Program Inventory, via GC InfoBase.

History and lineage

First appears in GC InfoBase's actual spending by program in 2017-18. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).

Bars: spending by fiscal year (dark: actual; light: actual restated on the 2017-18 program structure; outlined: the latest plan's forecast; grey: related programs). Bands: each program in the lineage over the years it has data. The line at the bottom shows this program's names over time.

Program	Relation	Years with data	Actual spending over those years
Workplace Policies and Services	This program	2017-18 – 2024-25	$138M

No earlier or later program in the same department has a similar name.

Significant changes in scope and budget

Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.

Year	What changed	Source
2018-19	Spending $40.8M, against $32.1M in 2017-18 (+27%).	Actual spending (GC InfoBase)
2019-20	Employees (FTEs) 159, against 236 in 2018-19 (−33%).	FTEs (GC InfoBase)
2019-20	Indicators dropped: % executive employees (compared with workforce availability) who are an Aboriginal person; % of all employees who receive a sense of satisfaction from their work; % of eligible employees who meet performance objectives; % of employees under the age of 30 who believe that their organization does a good job of supporting employee career development; % of employees under the age of 30 who receive a sense of satisfaction from their work; % of employees who believe that their organization does a good job of supporting employee career development; % of employees who believe that they receive meaningful recognition for work well done; % of employees who believe their department implements activities and practices that support a diverse workforce; % of executive employees (compared with workforce availability) who are a woman; % of indeterminate hires that are under the age of 30; % of non-executive employees (compared with workforce availability) who are a member of a visible minority group; % of non-executive employees (compared with workforce availability) who are a person with a disability; % of positive responses of employees who have identified English and French as their First official language who respond that the chairpersons of meetings create an environment where they feel free to use the official language of their choice.; % of supervisors who receive support from senior management to address unsatisfactory performance issues in their work unit; Percentage of employees who indicate that the nature of harassment experienced is a sexual comment or gesture	Departmental Results Framework (GC InfoBase)
2019-20	Renamed from “People Management and Executive Policies and Initiatives” to “People Management Policies and Initiatives”.	GC InfoBase program names by year
2019-20	Spending $19.8M, against $40.8M in 2018-19 (−51%).	Actual spending (GC InfoBase)
2020-21	Employees (FTEs) 109, against 159 in 2019-20 (−31%).	FTEs (GC InfoBase)
2020-21	Indicators added: Percentage of employees who indicate that their organization respects individual differences (e.g., culture, workstyles and ideas).; Percentage of employees who indicate that they have been the victim of discrimination on the job in the past 12 months	Departmental Results Framework (GC InfoBase)
2020-21	Indicators dropped: Percentage of employees who indicate that they have been the victim of harassment on the job in the past two years	Departmental Results Framework (GC InfoBase)
2020-21	Renamed from “People Management Policies and Initiatives” to “Workplace Policies and Services”.	GC InfoBase program names by year
2020-21	Spending $14.3M, against $19.8M in 2019-20 (−28%).	Actual spending (GC InfoBase)
2021-22	Indicators added: Percentage of employees in bilingual positions who communicate and serve the public (in designated bilingual offices) with valid Second Language Evaluation results	Departmental Results Framework (GC InfoBase)

Success criteria

The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.

Historical: targets against results

Percentage of employees (compared with workforce availability) who are Indigenous persons†

Expected result: Public Service attracts and retains a skilled and diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 5.4%	2019	— Due to Parliamentary privilege, the result will be added to GC InfoBase once the 2018-19 Annual Report on Employment Equity in the Public Service in tabled in Parliament in Spring 2020.	No result reported
2021-22	≥ 4%	2022	— *The 2021-22 employment equity process is not yet complete. The associated data will be available in the 2021-22 Employment Equity Annual Report. The result achieved in 2020-21 was 5.2%.	No result reported
2022-23	≥ 5.1%	2023	4.9% 2021-22 data appears here as trend analysis suggests the results will be the same, if not better. 2022–23 data will be available in the Employment Equity Annual Report expected to be tabled in Parliament in March 2024. As described in the Departmental Results Report, TBS continues to take steps to increase inclusion for Indigenous people working in the public service.	Not met

Percentage of employees (compared with workforce availability) who are members of a visible minority group

Expected result: Public Service attracts and retains a skilled and diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 9.5%	2019	11.1%	Met
2019-20	≥ 9.5%	2020	— In order to allow federal institutions to focus on responding to the COVID-19 pandemic, the collection of 2019-20 data against these departmental results was delayed. That data collection and reconciliation is underway, and TBS will provide additional information when it is available.	No result reported
2020-21	≥ 10.6%	2021	— The 2020–21 employment equity data reconciliation process is not yet complete. The results will be reported in the 2020–21 Employment Equity Annual Report and in TBS’s 2022–23 Departmental Plan.	No result reported
2021-22	≥ 15.3%	2022	— *The 2021-22 employment equity process is not yet complete. The associated data will be available in the 2021-22 Employment Equity Annual Report. The result achieved in 2020-21 was 18.9%.	No result reported
2022-23	≥ 10.6%	2023	14% 2021-22 data appears here as trend analysis suggests the results will be the same, if not better. 2022–23 data will be available in the Employment Equity Annual Report expected to be tabled in Parliament in March 2024.	Met

Percentage of employees (compared with workforce availability) who are persons with a disability

Expected result: Public Service attracts and retains a skilled and diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 2.3%	2019	4.6% Although the representation of executive employees who self-identify as persons with disabilities exceeded the target (2.3%), it decreased from 5.2% in 2017 to 4.6% in 2019. The Government of Canada has adopted a new Accessibility Strategy for the Public Service of Canada that includes actions that aim to improve recruitment, retention, and promotion of persons with disabilities in the public ser…	Met
2019-20	≥ 5%	2020	— In order to allow federal institutions to focus on responding to the COVID-19 pandemic, the collection of 2019-20 data against these departmental results was delayed. That data collection and reconciliation is underway, and TBS will provide additional information when it is available.	No result reported
2021-22	≥ 9%	2022	— *The 2021-22 employment equity process is not yet complete. The associated data will be available in the 2021-22 Employment Equity Annual Report. The result achieved in 2020-21 was 5.6%.	No result reported
2022-23	≥ 5.3%	2023	6.9% 2021-22 data appears here as trend analysis suggests the results will be the same, if not better. 2022–23 data will be available in the Employment Equity Annual Report expected to be tabled in Parliament in March 2024.	Met

Percentage of employees (compared with workforce availability) who are women

Expected result: Public Service attracts and retains a skilled and diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 54.8%	2019	— Due to Parliamentary privilege, the result will be added to GC InfoBase once the 2018-19 Annual Report on Employment Equity in the Public Service in tabled in Parliament in Spring 2020.	No result reported
2019-20	≥ 47.8%	2020	— In order to allow federal institutions to focus on responding to the COVID-19 pandemic, the collection of 2019-20 data against these departmental results was delayed. That data collection and reconciliation is underway, and TBS will provide additional information when it is available.	No result reported
2020-21	≥ 48%	2021	— The 2020–21 employment equity data reconciliation process is not yet complete. The results will be reported in the 2020–21 Employment Equity Annual Report and in TBS’s 2022–23 Departmental Plan.	No result reported
2021-22	≥ 52.7%	2022	— *The 2021-22 employment equity process is not yet complete. The associated data will be available in the 2021-22 Employment Equity Annual Report. The result achieved in 2020-21 was 55.6%.	No result reported
2022-23	≥ 48%	2023	53.2% 2021-22 data appears here as trend analysis suggests the results will be the same, if not better. 2022–23 data will be available in the Employment Equity Annual Report expected to be tabled in Parliament in March 2024.	Met

Percentage of employees in bilingual positions who communicate and serve the public (in designated bilingual offices) with valid Second Language Evaluation results

Expected result: Federal institutions maintain their capacity to provide services to the public in both official languages

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2021-22	≥ 95%	2022	96.6%	Met
2022-23	≥ 95%	2023	95.3%	Met

Percentage of employees who believe their workplace is psychologically healthy

Expected result: The workplace is healthy, safe and inclusive

Report year	Target	Due	Result	Status
2018-19	Year-over-year improvement	2019	59%	Met
2019-20	Year-over-year increase	2020	61%	Met
2020-21	Year-over-year increase	2021	68%	Met
2021-22	At least 61%	2022	68% Starting in 2022–23, the Public Service Employee Survey will be conducted every two years. 2020 Public Service Employment Survey data appears here.	No result reported
2022-23	Year-over-year increase	2023	68% While it did not achieve its targets for a psychologically healthy workplace, TBS sees the stability from the previous Public Service Employee Survey as notable considering the significant organizational change in the past few years.	Not met

Percentage of employees who indicate that their organization respects individual differences (e.g., culture, workstyles and ideas).

Expected result: The workplace is healthy, safe and inclusive

Report year	Target	Due	Result	Status
2020-21	Year over year increase	2021	77%	Met
2021-22	At least 75%	2022	77% Starting in 2022–23, the Public Service Employee Survey will be conducted every two years. 2020 Public Service Employment Survey data appears here.	No result reported
2022-23	Year-over-year increase	2023	75% While it did not achieve its targets for organizational respect for individual differences, TBS sees the stability from the previous Public Service Employee Survey as notable considering the significant organizational change in the past few years.	Not met

Percentage of employees who indicate that they have been the victim of discrimination on the job in the past 12 months

Expected result: The workplace is healthy, safe and inclusive

Report year	Target	Due	Result	Status
2020-21	Year over year decrease	2021	7%	Met
2021-22	At most 8%	2022	7 Starting in 2022–23, the Public Service Employee Survey will be conducted every two years. 2020 Public Service Employment Survey data appears here.	No result reported
2022-23	Year-over-year decrease	2023	8% TBS missed its target for discrimination but saw stability in the result. To support improvement in this area, TBS began collaborating with Canadian Heritage on Canada’s Anti Racism Strategy and Canada’s Action Plan on Combatting Hate to prevent and combat hate in the public service by providing evidence- based recommendations.	Not met

Percentage of institutions where communications in designated bilingual offices “nearly always” occur in the official language chosen by the public

Expected result: Public Service attracts and retains a skilled and diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2019-20	≥ 90%	2020	— In order to allow federal institutions to focus on responding to the COVID-19 pandemic, the collection of 2019-20 data against these departmental results was delayed. That data collection and reconciliation is underway, and TBS will provide additional information when it is available.	No result reported
2020-21	≥ 90%	2021	93.4%	Met
2021-22	≥ 90%	2022	91.6%	Met
2022-23	≥ 90%	2023	91.6%	Met

Percentage of employees who indicate that they have been the victim of harassment on the job in the past two years

Expected result: Employee wellness is improved

Report year	Target	Due	Result	Status
2018-19	Year-over-year decreases	2019	15% (past 12 months) In 2018–19, 15% of employees indicated that they had been the victim of harassment on the job in the past 12 months. Although the targets were year over year decreases, past versions of the survey asked employees about their experiences with harassment over 2 years. Starting in 2019–20, the survey will be conducted every year, which means that TBS will be able to track year to year changes.	No result reported
2019-20	Year-over-year decrease	2020	14%	Met

% executive employees (compared with workforce availability) who are an Aboriginal person

Expected result: Public Service attracts and retains a diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 5.2%	2019	4.1% Although the representation of Aboriginal persons at the executive levels increased from 3.7% in 2018 to 4.1% in 2019, it did not achieve the target of 5.2%. A Career Pathway Initiative for Indigenous Employees is being developed in response to the report Many Voices One Mind: A Pathway to Reconciliation. The initiative will aim to support the retention and career development of Indigenous employ…	Not met

% of eligible employees who meet performance objectives

Expected result: Public service is high performing

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 95%	2019	95.6%	Met

% of employees under the age of 30 who believe that their organization does a good job of supporting employee career development

Expected result: Public service is high performing

Report year	Target	Due	Result	Status
2018-19	Year-over-year improvement	2019	67% The Directive on Performance Management requires that departments have an employee performance management program. TBS is gathering information on how departments are using these programs to support their employees’ career development. TBS will use this information to promote best practices and determine needs for new guidance for departments. In addition, departments are responsible for implemen…	Not met

% of employees who believe that their organization does a good job of supporting employee career development

Expected result: Public service is high performing

Report year	Target	Due	Result	Status
2018-19	Year-over-year improvement	2019	53% The Directive on Performance Management requires that departments have an employee performance management program. TBS is gathering information on how departments are using these programs to support their employees’ career development. TBS will use this information to promote best practices and determine needs for new guidance for departments. In addition, departments are responsible for implemen…	Not met

% of employees who believe that they receive meaningful recognition for work well done

Expected result: Public service is high performing

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 57%	2019	60%	Met

% of employees who believe their department implements activities and practices that support a diverse workforce

Expected result: Public Service attracts and retains a diverse workforce

Report year	Target	Due	Result	Status
2018-19	Year-over-year improvement	2019	78%	Met

% of executive employees (compared with workforce availability) who are a woman

Expected result: Public Service attracts and retains a diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 47.8%	2019	50.2%	Met

% of non-executive employees (compared with workforce availability) who are a member of a visible minority group

Expected result: Public Service attracts and retains a diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 14.8%	2019	— Due to Parliamentary privilege, the result will be added to GC InfoBase once the 2018-19 Annual Report on Employment Equity in the Public Service in tabled in Parliament in Spring 2020.	No result reported

% of non-executive employees (compared with workforce availability) who are a person with a disability

Expected result: Public Service attracts and retains a diverse workforce

Bars: result reported. Dashed line: target.

Report year	Target	Due	Result	Status
2018-19	≥ 5.8%	2019	— Due to Parliamentary privilege, the result will be added to GC InfoBase once the 2018-19 Annual Report on Employment Equity in the Public Service in tabled in Parliament in Spring 2020.	No result reported

% of positive responses of employees who have identified English and French as their First official language who respond that the chairpersons of meetings create an environment where they feel free to use the official language of their choice.

Expected result: Public service is high performing

Report year	Target	Due	Result	Status
2018-19	Anglophones: 91%; Francophones: 74%	2019	— The source of data for this question was the Public Service Employee Survey. This question was not included in the survey for 2018 or 2019. TBS will consider whether this indicator should be replaced by another indicator in future years.	No result reported

% of supervisors who receive support from senior management to address unsatisfactory performance issues in their work unit

Expected result: Public service is high performing

Report year	Target	Due	Result	Status
2018-19	Year-over-year improvement	2019	65% The Directive on Performance Management requires that departments have an employee performance management program and ensure that supervisors receive the training and support required to effectively manage employee performance. TBS will continue to provide advice and guidance to deputy heads and departments to support their implementation of the Directive. TBS will also consider the need to colle…	Not met

Percentage of employees who indicate that the nature of harassment experienced is a sexual comment or gesture

Expected result: Employee wellness is improved

Report year	Target	Due	Result	Status
2018-19	Year-over-year decreases	2019	1.5% (past 12 months) In 2018–19, 15% of employees indicated that they had been the victim of harassment on the job in the past 12 months. 1.5% of all employees specifically indicated that they had been the victim of sexual harassment on the job in the past 12 months. Although the targets were year over year decreases, past versions of the survey asked employees about their experiences with harassment over 2 years. St…	No result reported

Current: the 2026-27 plan's targets

No indicators in the 2026-27 plan.

Future goals: targets due after 2026-27

No targets with a later due date.

Spending and employees: planned against actual

Spending

Outlined bar: planned in that year's Departmental Plan (dashed: the latest plan, for years not yet reported). Filled bar: actual.

Show the numbers

Fiscal year	Planned	Actual
2017-18	—	$32.1M
2018-19	$28.9M	$40.8M
2019-20	$19.3M	$19.8M
2020-21	$16.5M	$14.3M
2021-22	$20M	$14.7M
2022-23	$18.4M	$16.6M
2023-24	$14.5M*	—
2024-25	$14.5M*	—

Employees (FTEs)

Outlined bar: planned in that year's Departmental Plan (dashed: the latest plan, for years not yet reported). Filled bar: actual.

Show the numbers

Fiscal year	Planned	Actual
2017-18	185	198
2018-19	209	236
2019-20	143	159
2020-21	107	109
2021-22	126	115
2022-23	118	127
2023-24	104*	—
2024-25	104*	—

Planned spending, plan by plan

Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans

Plan	2018-19	2019-20	2020-21	2021-22	2022-23	2023-24	2024-25
2018-19 plan	$28,938,827	$27,291,467	$27,291,467
2019-20 plan		$19,271,439	$17,564,485	$17,590,374
2020-21 plan			$16,482,820	$14,666,081	$14,702,605
2021-22 plan				$20,034,636	$18,733,473	$14,818,731
2022-23 plan					$18,362,418	$14,468,768	$14,468,768
Actual	$40,770,819	$19,811,659	$14,334,094	$14,733,574	$16,574,019

Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.