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Universal Classification Standard (UCS)

Treasury Board Secrétariat du Secretariat Conseil du Trésor. Universal Classification Standard (UCS) . Strategic Compensation Conference 2000 Washington, D.C. August 28, 2000. Presentation highlights. Canadian Federal Government at a glance Why classification reform

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Universal Classification Standard (UCS)

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  1. Treasury Board Secrétariat duSecretariat Conseil du Trésor Universal Classification Standard(UCS) Strategic Compensation Conference 2000 Washington, D.C. August 28, 2000

  2. Presentation highlights • Canadian Federal Government at a glance • Why classification reform • Challenges faced and remaining • How we are doing it • Who needs to be satisfied • What’s in the Standard • Life after conversion

  3. Treasury Board role • As employer: • provide for a modern productive, representative public service • terms and conditions • classification standards • pay and benefits • collective bargaining • official languages requirements • employer policies and programs

  4. Treasury Board role • As Management Board for the Public Service: - HR management and support which is: • simpler • faster • less costly • flexible • built on contemporary workplace values • results-driven • directed at accountability

  5. What’s wrong with current classification system? It is: • outdated, overly complex and costly • does not value the work of a modern, knowledge-based Public Service • impedes managerial flexibility and employee mobility • requires too many HR transactions • does not comply with the Canadian Human Rights Act, thereby creating costly pay equity liability

  6. What the new standard will accomplish UCS will: • update the basis for HR management to reflect modern workplace values and practices • introduce the practice of equal pay for work of equal value and eliminate costly pay equity liability • streamline collective bargaining and • trigger fundamental changes in other related HR systems

  7. UCS goals • Universal • Gender Neutral • Simple

  8. Public Service Classification System Occupational Groups Systems Integration Technical Tools Application Training Application Guides UCS Standard Portfolios Policy

  9. Challenges faced & overcome Completed  Standard design Validation  Classification & Redress Policy  Weights  Levels In Progress  Departmental application, including monitoring  Compensation model development  Costing Organization redesign  Change Management strategies Other supporting classification and HR-related policies

  10. Remaining challenges Still to do:  Negotiate pay rates  Finalize implementation approach  Seek Ministerial approval  Convert to new standard  Manage grievances

  11. How are we doing it?  Training  Work Description Writing  Work Evaluation  Relativities

  12. Who needs to be satisfied? • Deputy Heads and Departments • Unions • Canadian Human Rights Commission • Office of the Auditor General • External Organizations

  13. Universal factors, elements & rating scales Gender neutrality principles Point rating plan, based on work features, not tasks Four factors from the Canadian Human Rights Act: Responsibility Skill Effort Working Conditions 16 Elements What is valued under UCS factors?

  14. UCS project timelines • Design & development: 1996 -1998 • Get the application right: 1998 - 2000 • Share results with employees: advance notification & change management: 2001 • Collective bargaining & conversion: 2201-2002

  15. Post-UCS conversion vision • There is a clear, transparent work description and evaluation process -- managers and employees know the responsibilities assigned and how to apply UCS • Employees and managers understand how and why their job has been evaluated at the assigned level and how their work relates to the business of government

  16. Post-UCS conversion challenges Developing a new compensation structure that balances our core principles of positioning ourselves with the outside labour market, affordability and of equal pay for work of equal value  Helping unions, managers and employees manage the resulting change Communicating project progress and defending employer position in an increasingly public forum Managing the changes to the traditional organizational hierarchy, the latter organization and impacts on employees

  17. Life after conversion to UCS • All HR systems are supportive of each other • Fewer occupational groups respect union affiliation and permit great mobility • The UCS is seen to be and is a step forward in reform of HR management

  18. Find out more about UCS Visit our public Web site at: http://www.tbs-sct.gc.ca/ucs-ngc 

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