Program directory · Treasury Board of Canada Secretariat
Employer Program
- Department
- Treasury Board of Canada Secretariat
- Program code
- BXC08 (TBC)
- Core responsibility
- Employer
- In Departmental Plans
- 2023-24 – 2026-27 · New since an earlier plan
What it does
The Office of the Chief Human Resources Officer, as the employer of the federal public service, provides advisory support to Treasury Board and public service departments with a view to continuously improving people management in the Public Service.
The program supports initiatives in 6 tracks, which are:
1. Future of work readiness in a constantly changing environment;
2. Talent and skills management;
3. Diversity, inclusion, official languages and well-being in the federal public service;
4. Collective bargaining conducted in good faith;
5. Implementing and managing total compensation elements, including public service pension and benefits plan schemes on behalf of the employer, and pay equity across the core public administration; and
6. Human resources and people management modernization.
To achieve this, the program provides Treasury Board with strategic advice and departments with policies, guidelines, objectives, implementation tools, policy advisory support, programs, enabling infrastructure, intergovernmental agreement templates as well as support through functional communities, government-wide learning, and developmental events.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2023-24. 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 |
|---|---|---|---|
| Employer Program | This program | 2023-24 – 2028-29 | $207M |
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 |
|---|---|---|
| 2023 | Budget 2023 measure “Improving the Government's Pay Administration”: $52M in total over its years (linked to this program by name, a best-effort match). | Budget 2023, PDF page 205 |
| 2025 | Budget 2025 measure “Administering Proactive Pay Equity across the Federal Government”: $4M in total over its years (linked to this program by name, a best-effort match). | Budget 2025, PDF page 285 |
| 2025-26 | Planned spending $184M, against $101M in 2024-25 (+82%). | Latest Departmental Plan |
| 2026-27 | Indicators added: Percentage of employees who agree that they know where to go for help in resolving an ethical dilemma or conflict between values | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Percentage of executive employees who have a completed annual written performance assessment; Percentage of executive employees who have a completed Talent Management Questionnaire | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Planned spending $123M, against $184M in 2025-26 (−33%). | Latest Departmental Plan |
| 2027-28 | Planned spending $81.6M, against $123M in 2026-27 (−34%). | 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 |
|---|---|---|---|---|
| 2023-24 | TBD | 2024 | Actual result not reported Data is not available for this indicator. The Treasury Board of Canada Secretariat plans to run the survey that supports this indicator in 2025 so that results can be reported next year. | No result reported |
| 2024-25 | ≥ 85% | 2025 | — Data is not available for this indicator. The Treasury Board of Canada Secretariat plans to administer the survey that supports this indicator in 2025 and results will be reported next year. | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | TBD | 2024 | Actual result not reported Data is not available for this indicator. The Treasury Board of Canada Secretariat plans to run the survey that supports this indicator in 2025 so that results can be reported next year. | No result reported |
| 2024-25 | ≥ 80% | 2025 | — Data is not available for this indicator. The Treasury Board of Canada Secretariat plans to run the survey that supports this indicator in 2025 so that results can be reported next year. | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | TBD | 2024 | Actual result not reported Data is not available for this indicator. The Treasury Board of Canada Secretariat plans to run the survey that supports this indicator in 2025 so that results can be reported next year. | No result reported |
| 2024-25 | ≥ 85% | 2025 | — Data is not available for this indicator. The Treasury Board of Canada Secretariat plans to run the survey that supports this indicator in 2025 so that results can be reported next year. | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 95% | 2024 | 95% Target met | Met |
| 2024-25 | ≥ 95% | 2025 | 94% A change in methodology in the Position and Classification Information System for collecting the linguistic profiles of the positions and the second language evaluation results of their incumbents is the most likely explanation for the decline of 0.6%. The new approach relies solely on data provided by federal institutions, considered more reliable than the previous method. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 80% | 2024 | 78% The government’s HR operations have improved over the past year, particularly in organizations served by the Pay Centre. However, a labour disruption in 2023–24 impacted HR operations in all departments, which in turn impeded the enterprise-wide ability to achieve the target of 80%. In 2023–24, some departments used the Pay Centre and some did not. The average timeliness rate for organizations se… | Not met |
| 2024-25 | ≥ 80% | 2025 | 82% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 99% | 2024 | — Results for this indicator will be available by late fall 2024, once the 2023–24 executive performance management cycle is finalized. | No result reported |
| 2024-25 | ≥ 99% | 2025 | — Results for this indicator will be available by late 2025, once the 2024-25 executive performance management cycle is finalized. | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2023-24 | ≥ 86% | 2024 | 91% | Met |
| 2024-25 | ≥ 86% | 2025 | — Results for this indicator will be available by late 2025, once the 2024-25 executive talent management cycle is finalized. | No result reported |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 85% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 80% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 85% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 95% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 68% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 80% | 2027 | — | Planned |
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 |
|---|---|---|
| 2023-24 | $73.9M | $106M |
| 2024-25 | $117M | $101M |
| 2025-26 | $184M | — |
| 2026-27 | $123M | — |
| 2027-28 | $81.6M* | — |
| 2028-29 | $74.9M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2023-24 | 459 | 674 |
| 2024-25 | 520 | 641 |
| 2025-26 | 600 | — |
| 2026-27 | 592 | — |
| 2027-28 | 582* | — |
| 2028-29 | 546* | — |
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 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|
| 2023-24 plan | $73,866,863 | $73,030,161 | $60,940,512 | |||
| 2024-25 plan | $116,837,171 | $95,065,632 | $84,394,844 | |||
| 2025-26 plan | $184,313,768 | $156,817,544 | $139,368,556 | |||
| 2026-27 plan | $123,224,262 | $81,626,270 | $74,888,810 | |||
| Actual | $105,918,127 | $101,162,784 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.