Program directory · Treasury Board of Canada Secretariat
People Management Systems and Processes
- Department
- Treasury Board of Canada Secretariat
- Program code
- BXC06 (TBC)
- Core responsibility
- Employer
- In Departmental Plans
- 2019-20 – 2022-23 · Appeared and later dropped
What it does
People Management Systems and Processes (PMSP) program supports the Chief Human Resources Officer of Canada who, as the business owner, is responsible for providing coordinated and strategic oversight for enterprise-wide HR systems, processes, standards and controls. PMSP is currently executing the business owner functions in response to the Phoenix pay crisis and the NextGen Initiative which aims to replace Phoenix with the intent to ensure a modern HR infrastructure is integrated with enterprise-wide systems.
Key areas of the program include providing strategic direction for the development, implementation and maintenance of common HR systems and processes, standards and controls for the Government of Canada; collaborating with partners to develop and operationalize the HR business frameworks and enable infrastructure; supporting effective change management for key stakeholders; monitoring compliance to ensure People Management tools and services meet the needs of the Government of Canada now and into the future; and maintaining important relationships with bargaining agents.
The areas of the focus for this program, as it pertains to fully operationalizing the business owner role, represents the long-term commitment that is critical to enabling world-class people management in the Government of Canada.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2019-20. 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).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| People Management Systems and Processes | This program | 2019-20 – 2024-25 | $65.9M |
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 |
|---|---|---|
| 2020-21 | Employees (FTEs) 91, against 66 in 2019-20 (+38%). | FTEs (GC InfoBase) |
| 2020-21 | Indicators added: Timeliness rate of HR transactions leading to pay action. | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Percentage of employee and manager take-up in HR-to Pay Stabilization training | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Planned employees (FTEs) 6, against 88 in 2022-23 (−93%). | FTEs (GC InfoBase) |
| 2023-24 | Planned spending $1.1M, against $13.5M in 2022-23 (−92%). | Latest Departmental Plan |
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
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 30% | 2021 | 68% | Met |
| 2021-22 | ≥ 80% | 2022 | 74% The government's operations continued to feel the effect of the COVID-19 pandemic throughout 2021-22. Organizations may be having difficulties adapting to the increase in HR needs back to pre-pandemic levels as COVID cases decline and health restrictions are relaxed. To have an improvement during this time, should still be recognized as a form of success. | Not met |
| 2022-23 | ≥ 80% | 2023 | 72% The government's HR operational needs have increased significantly since the previous year. The intake of transactions with timeliness standards increased by 14%, making it difficult for many organizations to adapt to this growth in HR needs. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 86% | 2020 | 73% There have been challenges with measuring employee and manager take-up in HR-to Pay Stabilization training across departments (e.g. as they move from one department to another). As such, the result may not accurately reflect the take-up in the training. Given these issues, a new indicator will be used for 2020-21 reporting and onwards. This new indicator will measure the Timeliness rate of HR tra… | Not met |
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
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2019-20 | $770K | $17.6M |
| 2020-21 | $710K | $18.5M |
| 2021-22 | $1.1M | $16.2M |
| 2022-23 | $17.8M | $13.5M |
| 2023-24 | $1.1M* | — |
| 2024-25 | $1.1M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2019-20 | 6 | 66 |
| 2020-21 | 5 | 91 |
| 2021-22 | 6 | 101 |
| 2022-23 | 79 | 88 |
| 2023-24 | 6* | — |
| 2024-25 | 6* | — |
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 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 |
|---|---|---|---|---|---|---|
| 2019-20 plan | $769,738 | $629,648 | $629,648 | |||
| 2020-21 plan | $709,847 | $951,518 | $959,534 | |||
| 2021-22 plan | $1,096,022 | $1,095,871 | $1,095,871 | |||
| 2022-23 plan | $17,780,682 | $1,144,169 | $1,144,169 | |||
| Actual | $17,648,060 | $18,528,183 | $16,202,436 | $13,496,161 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
