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HomeMy WebLinkAbout1988-1481.Crossley.89-11-27 :::- I '. , '" . . , ,. EMPLO'ftS DE LA COURONNE .\ ~ it ", ONTARIO n CROWN fll"tOYEES DE ( ONTARIO " 1111' > GRIEVANCE COMMISSION DE , SETTLEMENT REGLEMENT BOARD DES GRIEFS T8D OUN:.AS STREH WEST TORONTO. ONTAFl/O MSG lZ8 SUITE 2'00 TEtEPHONE IT tLE PHONE T80, RUE ::JNDAS OUEST TORONTO. (ONTARIO! M5G IZ8 BIJREAU2tOO (41) 4~~Hi~ 8 IN THE MATTER OF AN ARBITRATION Under THE CROWN EMPLOYEES COLLECTIVE BARGAINING ACT - Before I TaE GRIEVANCE SETTLEMENT BOARD Between: OPSEU (Crossley) Grievor - and - The Crown in Right of Ontario (Ministry of the solicitor General} Employer Before: B.B. Fisher Vice-Chairperson 1 Thomson Member D. Montrose Member For the Gr ievor; A Ryder Counsel Ryder, Whitaker, Wright and Chapman Barristers & solicitors M Milczynski counsel Gowling, Strathy & Henderson Barristers & solicitors For the Employer; y Lazor Senior Counsel Ministry of the Solicitor General E Hipfner Staff Relations Officer Management Board of Cabinet Rea ri ng . June 8, 1989 DECISIO!\ This 1S a Job competition case The Incumbent, Wasson, was advIsed of his nght 0 partiCipate In the heanng but chose not to do so The partles agreed on a partial statement of facts as set out In the attached Agreed Statement of Fucts. ~ddltlonaI eVidence was led by the parties. Inspector Buxton was a member at the selection panel He tesufied that he consIdered the candidates' qualIficatIOns and abilztles as bemg relatlvely equal He then smd he deCIded as bet\\een the Incumbent and the gnevor based on the followmg three factors 1 The fact that the grievor had seruonty but not the quantum of hiS semonty, 2. The fact that the Incumbent had a dlsabll1t\ which was covered by the government's Employment EqUIty Programme, 3 The fact that the Incumbent scored higher on the test. Inspector Buxton did not consider relevant the quantum of the gnevor's semonry m weIghmg that factor agamst the fact that the mcumbent had a dlsabIlltv In other words, It made no difference to him whether or not the gnevor had one day or ~O years semonty Staff Sergeant McDermItt was also on the selectlOn panel He testIfied that he consIdered the gnevor and the Incumbent as relauvely equal. He then said he made up hlS rnmd as to which one of the two should get the Job 10 the followmg manner' 1 The fact that the grievor had seruonty gave hlm a point. The quantum of that seruonty was Irrelevant, 2. The fact that the Incumbent had a dlsabllm gave hlm a pOInt, 3 These two points cancelled each other out 4 The incumbent got the Job because he scored hIgher on the test. - 2 - It was admitted by Management counsel at the close of 115 case that this process had two defects 1 The test scores should not have agam been considered .is a factor once 1 t hJJ already been determmed that the two candidates were relauve!\ equal, .., The relatlve difference between the candidates' senionty (m this case three -. years v none) should have been weighed in the conslderatwn, not Just a Simple determination that one had seruority and one did not. The Union comends that there was a third senous procedural defect In that the employer should pot have considered at all the existence ot the Incumbent's handicap once a deCision had already been made that the grievor and the Incumbent were relatlvely equal. The Uruon's argument IS based on the follQwing two issues. 1 Is semority the governing factor once it has been determmed that the candidates are relatively equal? The Urnon rehed on the fact that In no deCision of the Gnevance Settlement Board has there ever been apphed any factor other than semonty once a determmutlon of relative equality has been made. The employer conceded thIs pam! but mdlcated that this was Simply because never before had the employer consIdered anvthmg other than seruonty, but that It had the right to do so under the terms of Arucle 4(3) and that It was proper to consIder employment equity at thIS stage. The two leading cases in this issue are Doherty (43/76) and Bullen (113/82) In Doherty, Chairperson Beatty Said, at page 11 - 12, Finall} we would note that even in the instance when the employer is of the opinIOn or thiS Board concludes Ihm two or more of the competmg applicants are relalil'eh equal with respect to those two cntena which are to 6e giVen primary consideratwn, Artzcle 4 does not, as most collectlve agreements which employ tJus type of , I .3- "COmpelltlVe" semonty clause do stipulate thac the senwriry o{tlze 'fif//icants hCL5 to '~m em ", Re \Yesteel Products td.( 6~ 11 L..A. C. 1 9 (Lasku(! If.,evwl'' Re Northern Electric o. Ltd. (1965) 16 LA 2 8 (Lane) or be the "detenrllmn~factor': Re St. Catharines General Hospital (1975) 1 LA.C. (2d) 258 (Adams) Rather on as plam language, Ankle 4 merely stipulates thar even in thLS limited context, the respective semomy ratlllgs % the vanous afcplicants LS only one addmonal cansi eratlOI1 that the emp oyer must weigh. Put odzerwise, and againsi such language, m our view Anzcle 4 plaznly contemplates that there may well be circumstances even when the CfU.allficatwns and abilmes of the applzcants for a Job are relativejl equal that their respective semority ratings mav not be etenninative for the employer s selectlOn. The next issue lS the relevance of semoncy Amde 43 provides that where the qualifications and abliuy are relaavety e't/:"al,. senio'll "shall be ~ coTt?iderarion" Does thzs mean t wt it shou govern? There LS no doubt that the provislOn could be drawn with more preclSlOn. On the one hand, it can be qrgued tha~ if the partzes mtended senionty to l.ollem, th13 would aYe sciid so. Tlus was the view ta en Z this oard in Its first consideratIOn of the old Article .3 -- see Dohe~ 43(76. On the other hand, wht mention seniority in this way unless It lS to govern? 'his Board has now let senlOnty !.ovem m a number of cases involving tlus article, an has awarded a - position to the most senzor person where the f.Jt.alificatlOns and ability were relatlv~ equal -- see uibrycki. lOr;h76, Marks, 566.h80 arrin~on, 462/80, Lethbridg~ 6 3/80~ Chit~ 73/80; and ewburn and Phillips, '1 5 arid 4 6/81 lite semonty mm not govern necessarily in all cases where qualifications and abi ity are relatIvely equal, senionty will govern unless some oveniding consideration su~ests some other deczsion. And thlS accords with the c ear basic mtention of the parties. The {fJhing of a vacancy should be done on a merit basis. ere merit is equal, semonty can govem In conclusion/ Messrs. Bullen and Ganesh are relatively nual in qualificatwrtS and ablllty ~or the job In ~uestlDn. zere apfears to be no other can idate who IS 0 their ~uallty 'hey were the two best canduiates for t Ie Job n these Circumstances, Article 4.3 provides that the seniority candidate should be selected unless some overridmg consideration suggests some other decision (there appears to be no such consideration here), and we order that Mr Bullen be geven the posltlOn immediately I ~ 4 - Thus 11 seems clear from the case law that there can be factors other than semon!\. consIdered once relatIve equality has been determmed, however, those other conslderatlOns would have to be "overndmg" ones 10 order to defeat the apphcatlun of seruontv nghts. 2 Is employment eqUity a proper "ovemdmg" conslderatzon that can be considered by a selectIon committee? The parties do not dIspute that the achievement of employment equny 1S a mutual goal of the employer and the Uruon. The Umon SImply states that employment eqUIty cannot and/or should not be achIeved by affecting semonty rights under ArtIcle 4(3) The reasons for this are as follows. 1 Seruonty is not the cause of employment meqUIty as all members of the bargaimng urnt obtamed theIr pOSltlOnS without the help of semonty in that they all entered the CIVIl Service the same way, that is, through a competition when they had no seruonty; 2 The dlSCnmmatlon that leads to mequiues 10 the CIVIl Service 1S caused by factors pnor to the determmauon of relative equahty, Ie dlSCnmInatory Job reqUlrements, improper selection cntena, etc., 3 Seniority itself is not an obstruction to employment eqUIty, It is m fact a - protector of employment eqUity as it protects those dIsadvantaged persons, who are already In the CIvIl ServIce, from discrimination, 4 We should not sacnfice eXlstmg semonry nghts m order to achieve progress 10 the field of employment eqUity Management, on the other hand, says there are at least four good reasons whv employment equity should be an "overndmg" consideration to semonty I I - 5 - 1 Both the Umon and Management are commItted to the princIples ot employment eqUIty and believe that ehmmating barners to employmen benefits every worker (See AppendIX VI of attached 4greed Statement of Facts), ., Employment EqUIty IS a senous concern of the Emplover (See vanous - appendices to Agreed Statement of Facts) I ... Both the OntarIO Human RIghts Code and the Charter of RIghts ;) allow the employer to adopt programmes lIke Employment Equity that ~=eh. to overcome systemIC dIscrimmation, 4 SeniorIty clauses have, in the past, promoted systemIC dIscnmmatIOn. The Issue is not whether or not employment equItv IS a valId labour relar.tJns objective as the partIes agree It IS. The issue is rather whether or not employm.:nt eqUity can be advanced through the process of allowmg 11 to be consIdered as 2. consIderatlon which overrIdes senionty Clearly, if the inclusion of employmen equity consIderatlons at the second stage of the Article 4(3) process would not advanc= the overal1 objectives of employment eqUIty, then H IS not a proper factor to conslda If It could be proven, through empmcal eVIdence, that the mclusIOn of employmem e4ullv J:- a second stage consideratiOn advanced the ObjectIves of employment equity, then thiS Board would be prepared to permIt employment eqUIty to be consIdered as a relevant tactor at the second stage of the ArtIcle 4(3) process. However. even If thIS Board were to find that employment equity was a \ J.lId consideratIon at the second stage of the ArtIcle 4(3) process, the employer woLlJ stili have to show, on a case by case baSIS, that given the partlcular facts of the case the tactor of employment equity should overnde selllonty In assesslllg thiS balan!":; tht: Board would have to conSider a number of factors, some of \\0 hlCh may be, .6- 1 the quantum of seruonty dIfference between the candIdates, 2, [he weIghmg of different factors WIthin employment equIty where both candIdates are members of dIfferent disadvantaged groups (Ie a Bengali woman versus a whne male confined to a wheelchaIr), ., the actual degree of discnmmatlon faced by the mdIvldual In the past due to .) h~s bemg a member of a designated disadvantaged group (~e should a dIfference be made between a blmd person who has preVIously succeeded In hIS career in the private sector and wishes a lower paymg pOSitIOn In the CIVIl ServIce simplY because it is closer to his home and a deaf person, who because of his handicap, has not been able to secure meanmgful emplovmem m the last ten years) The onus of provmg that the consIderatlOn of employment equIty at the second stage of the ArtIcle 4(3) process would in fact enhance the goals of employment equi \ I~ clearly upon the employer for they are seeking to add a new factor to the hinng I equauon that has never eXIsted before Furthermore, as the Umon has establ1shed J I pnma tacIe case of relative equalIty and greater senionty, It is for the employer co Justlfv the existence of an additIOnal factor to be consIdered. The employer led no real evidence on this Issue, rather 11 SImply argued the matter as a statement of faIth or belief. Sherry Baker, Project Leader of the Emplovment EqUIty Branch of the Human Resources Secretanat tesufied on behalf at [he employer She was not put forward as an expert WItness on the Issue of whether or not the InclUSIOn of the employment eqUity In the hIrIng process after determinatIon of eGual skIll and abihty would promote the goals of employment equIty Therefore, her teSl!:onv that semorIty systems can be barriers to employment equity IS mere opInIOn eVldenct and therefore of no weight. ! I I I - 7 - I The employer has therefore faded to sausfy the necessi:'.:-\ onus and thus It v.as Improper for the employer 10 this case to consider emplo\--:1ent equity once there W.lS a tmdmg that the qualificatlons and abihty of the candidates \\ ere relatively equal In the absence of any other consideration other than sc_onty, the gnevor IS cieadv entitled to the pOSltlOn. Therefore, the grievance is allowed ane an order will gL :.lppomnng the gnevor to the posltJon of Building Caretaker I for the \iewcastle 0 P P Detachment effective Immediately Furthermore, the gnevor shall be compensated .n full for a1110st wages and benefits from the date upon whIch the vacancy was filled. January 3, 1989 The gnevor's seruonty In thIS posltlon shatl be deemed to be from January 3, 1989 ThiS Board rerams JUrISdICtlOn If the partIes have any problem m determmwg the approprwte amount of compensatIOn, Daled at Toronto, this 27th day of November, 1989 , I BarryS t'ISher, vice ChaIrperson - I .-~ ...- 1l"~'fII!. ~ C // ;- omson, ~em~ ~~ ..-- - D Montrose, Member (~ ~ .j G S B No 1481/88 IN THE MATrER OF AN ARBITRATION Under THE CROWN EMPLOYEES COLLECTIVE BARGAINING ACT Before THE GRIEVANCE SE'rl'LEMENT BOARD Between. OPSEU (Peter Crossley) Grievor and The Crown in Right of Ontario (The Ministry of the Solicitor Genera~ Employer AGREED STATEMEN'l' OF FACTS For the purposes of the hearing of the above mentioned qrievance of Peter Crossley scheduled to commence on June 8, 1989, the parties he~eto agree on the following facts: 1. A competition for a Building Caretaker I position for the Newcastle O.P.P Detachment was posted on July 18, 1988. See Appendix t. 2 The competition closing date was August 8, 1988 3 Five individuals, including the Grievor, ""ere scheduled to be interviewed on September 15, 1988 One candidate failed to show for the interview - 2 - 4. Following the interviews of the four candidates by a three-member interview board, the board selected Shawn E Wasson as the successful candidate He commenced employment at the O.P P. Newcastle Detachment on January 3, 1989 5. Shawn E. Wasson had the best rating of the candidates at 100.33 points. The next best rating was Peter Crossley at 97 33. The interview board determined that for the purposes of Article 4 3 of the Collective Aqreement the qualifications and ability of Mr. Wasson and Mr. crossley to perform the required duties of the caretaker position were relatively equal. 6. Mr. Crossley has been continuously employed on the classified service with the Ministry of the Solicitor General as a Cleaner II from october 1, 1983 to the present. 7 Mr. Wasson was employed in the private sector at the time of the interview in question. 6. In June of 1987, the ontario Public Service expanded its existing employment equity initiatives. In addition to women, employment equity initiatives are directed to aboriginal peoples, persons with disabilities, francophones and racial minorities. The following documents which are appended hereto explain employment equity in the ontario Public Service - 3 - Appendix II statement to the Ontario Legislature on Employment Equity in the ontario Pub 1 i c service by the Honourable Robert F. Nixonl June 29, 1987 Appendix III Background paper, Human Resources secretariat, June 25, 1987 Appendix IV Memorandum to all 0 P S employees dated. April 14, 1988 from the Honourable Murray J Elston. Appendix V Memorandum to all Deputy Ministers dated April 14, 1988 from Elaine M Todres. Appendix VI Workforce Profile dated May 25, 1989. Appendix VII Planning for Peop 1 e' - 1 Strategies for Renewal- Update. Appendix VIII Commissioner's letter of July 14, 1988 to members of the o P. P. 9. Mr. Wasson has a serious speech impediment and is thus a person with a disability This was considered by the interview board I I I I - 4 - 10 Following the selection of Mr Wasson 3.S a successful candidate Mr. crossley grieved that there was a violation of Article 4 0: the Collective Agreement 11. The issue before the Grievance Settlement Boa=d is whether in the circumstances of this case the employer properly applied Article 4.3 of the Collective Agreement. I ! Solicitor General , $Il~ Alick Ryder, Q.C. Counsel for the Ontario Public service Employees Union Arr(l~.f;r I. l \ H ET M, l. H 6l1.ldlnQ9 Caretaker 1 510 47 to SlU 72 per hour Schedule 4,7 "OPEN" Requll"ed by the Ministry of the Sollcitor General, OntarlO Provincial Police. to perform cleaning, servicing and ma~ntenance duties at Newcastle Detachment. You wi 11 wash and wax floors duet and polish furniture: perform minor repairs to furnlture and equipment: mow. rake and water lawns: remove ice and snow from walks a.nd entrance, clean force vehicles and Sel'V1Ce, as requlred. LOCATIO!: Newcastle, ontario QUALIFICATIONS: General knowledge of cleaning methods, materlal! and cleaning chemicals; ability to perform minor repairs; ability to schedule tasks: good physical condition. Applications/resumes must be received in our office by August 8 t 1988. Send to File S.G. 92/88t The Superintendentt Ontario Provincial Policet 453 Lansdowne St. Eq Box 477. Peterborought Ont. K9J 6Z6 - EQUALITY OF OPPORTUNITY FOR EMPLOYMENT ~ Posting Date July 18, 1988 Closing Date August 8. 1988 -- - - ~ Af' ,...1, ~ 11 I I , STATEMENT TO THE ONTARIO LEGISLATURE ON EMPLOYMENT EQUITY IN THE ONTARIO PUBLIC SERVICE THE HONOURABLE ROBERT F. NIXON ACTING CHAIRMAN, MANAGEMENT BOARD OF CABINET TREASUR~R OF ONTARIO MINISTER OF ECONOMICS AND MINISTER OF REVENUE JL>..:E 29, 1987 I AM TABLING TODAY TWO REVIEWS Of THE ONTARIO PUBLIC SERVICE THE '1 COUNT' VOLUNTARY SURVEf, AND THE AJEBURY STUDY, BOTH OF WHICH EXAMINED EQUITABLE EMPLOf~ENT PRACTICES IN THE PUBLIC SERVICE I AS A RESULT OF A REVIEW OF THESE REPORTS, r A~ ANNOLNCI~G A NEW GOVERNMENT-WIDE EMPLOYMENT EQUITY PROGRAM, WHICH WILL BE HEADED BY THE HUMAN RESOURCES SECRET~RIAT. THIS PROGRAM TO SE APPLIED ON THE MERIT PRINCIPLE WILL INCREASE EMPLOYMENT EQUITY OPPORTUNITIES FOR WOMEN AND WILL INCLUDE ALL MINORITIES THE PROGRAM WILL INCLUDE THE SETTING OF TARGETS AND GOALS TO ENSURE THAT FIVE INITIAL TARGET GROUPS ARE FAIRLY REPRESENTED IN THE PUBLIC SERVICE, AND IN THE SENIOR RANKS OF THE PUBLIC SERVICE THESE TARGET GROUPS ARE A STARTING POINT. THE EMPLOYMENT EQUITY PROGRAM WILL BE EXTENDED TO OTHER ETHNIC GROUPS FOLLOWING FURTHER DATA COLLECTION AND AN ON-GOING REVIEW OF THE PROGRAM WE WANT TO BE SURE THAT THE PUBLIC SERVICE IS REPRESENTATIVE OF THE DIVERSE PUBLIC IT SERVES. THE EMPLOYMENT EQUITY PROGRAM WILL BE GOVERNMENT-WIDE, AND EACH MINISTRY WILL BE REQUIRED TO REVIEW ITS OWN DATA AND TO DPVELOP GOALS AND TIMETABLES WITHIN THE BROAD FP~EWORK DEVELOPED THROUGH THE HUMAN RESOURCES SECRETARIAT (CONT'C ) - THE SECRETARIAT WILL WORK CLOSE~I WITH OFFICSS THAT HAVE A PARTICULAR INTEREST AND RESPC'JSIBILlTY L~ THI,3 ARE.-\ , INCLUDING THE CABINET COMMITTE:: ON =ACE ;JELATIS'IS. Tl-!E ONTARIO WOMEN'S DIRECTORATE, THE RACE RELATIONS CrRECTC~- ATE. THE OFFICE FOR DISABLED PERSONS, THE ONTAR I~ NA T r ; E I AfrAIRS DIRECTORATE, THE OFFICE 0F FRA~COPHONE AFFAIRS, 7,E OFFICE OF EQUALITY RIGHTS OF THE MINISTRY OF THE ";TTOR~tEY GENERAL, AND THE MINISTRY OF CITIZENSHIP AND CULTURE !~ ADDITION, THE ONTARIO PUBLIC SERVICE EMPLOYEES U'HON u .;;5 INDICATED ITS STRONG COMMITMEN7 TO E~PLOYMENT EQUITY A'ID WILL WORl< IN PARTNERSHIF' WITH THE GOVERNMENT ON THIS INITIATIVE. EQUAL OPPORTUNITY FOR ALL ONTARIANS IS A FUNDAMENTAL OBJECTIVE OF THIS GOVERNMENT THIS EMPLOYMENT EQUITY INITIATIVE IS AN IMPORTANT PART OF THAT THRUST - - 30 - A(f,,,Ji'f'Ill BACKGROUND PUD. HmQN USOORCZS SECRETARIAT JUNE 2.5, 1987 FOR FURTHER INFORMATION, CONTACT: JOHN STORl:Y ASSISTANT DEPUTY MINISTER CORPORATE SERVICES DIVISION (416) 965"3728 - 1 - The Government of Ontario ha. announced a 9overnment-wide action proqram which is designed to expand the government'. oxiatinq program for wom.n and introduce employment equity planning for 4 additional target group. in the Ontario Public Service. In aadition to women, the employment equity initiative will be directed toward the.e 4 other major groups: 0 Disabled persona a Francophone. 0 Native people, ~d 0 Racial minoriti.. Theae target groupe are a atartinq point_ n. B8ployment Squity Program will be extended to other group. if the ne.d ia e.tabliahed througb the collection o~ data and by our on-going review of the program. This proqram will be eo-ordinated by the Human Resources Secretariat in eoop.ration with the Cabinet Committee on Race Relation.; the Ontario Women'. Oir.ctoratei the Raee Relations Directorate; the Office for Disabled Persona; the Ontario Native Affairs Oirectorate; the Office of rrancophone Affairs; the Office of Equality Righta in the Miniatry of the Attorney General, ~dt~ ~i.try ot Citisenship and Culture A Senior Committee ~ 2 - representing the Special Offices/Directorates has been established to dovelop and coordinate an employment equity program for all groupo, to be implemented by the Human Resource. Secrotariat. In ad~ition, the Ontario Public Service Employees Union has indicated its Btronq commitment to employment equity and will work in partnership with the government on this initiativQ. The prime objective is to chanqe the occupational distribution ot all tarqet qroup. to reflect both the , Ontario 'ublic Service occupational distribution and the availability ot potential ~loye.s in the outside labour toree. - - To achieve our objective, the program has tuo key co.ponent8: . The Human a..ourc.. Secretariat, in consultation with the unio~ and a.siated by the speci.~ ottic.. will e.tablish corporate objectives, including numerical goals tor oach target group and timetable. tor their achievement. Aa announced previously in the Legislature on December 11, 1986 by the Minister Responsible tor Women's Issues, new five year qoals vill be introduced for the program for women. Secondly, employment equity will include a broad range of activities designed to improve the atatus in the labour force of thes. and other designated group. and to establish their full - 3 - participation in the Ontario Public Service Activitie. will focus on human resource management policies including recruitment, education and the development ana provision of re~~ir.d .upport structure.. Corporate goals linked to established timetables will provide the framework for the program and ensure that change. ano. improvements are made on schedule. In addition to corporate goals, each miniatry will review ita own data and .et goals and timetabl.. which vill contribute substantially to ach1evement of the government-vide objective.. Bmployment equity ~lannin9 will be integrated with the esisting Strategies For Renewal program of the Human a.sources Secretariat The strategic direction is to change the compo. it ion of the Ontario Public Service workforce to better reflect the diversity of Ontario's population. It requires mini.trie. to submit for approval plans for human re.ources. The Strategies For Ran...l initiative is the first comprehensive human resource planning activity taken ~ithin the Ontario Public Service, and in the months since it was introduced it is proving its et~ectiveness as a tool to improve management of our employees, our most vital re.ource. In the past, ministries were required to submit annual plane for the program for women Ourinq the next fi,cal year, the Ontario Women's Directorate and the Human Re8ourc.. Secretariat vill coordinate the integration of the program for women into Strategies For Renewal - - 4 - Employment equity priorities will include; 0 increase the proportion of trancophone employees in the central region of the province. 0 increase the recruitment of people with disabilities. 0 furth.r reduce the gap in vages between men and women by increasing the number of women in occupations in which they are currently under.repr.8ented. 0 increa.. the number of native people in the cla..ified Ontario Public Service. 0 incr.... the proportion of racial minorities in the 0 under 2S age group. 0 further increase the repr..entation of women ana the n..ly deaignat.d group. in .xecutive positions in the public s.rvice. - Existing policies and programs will be reviewed to ~.ur. that th... effectively integrate with employment ~ity. These viII include, for example: - 0 intrOduction of an accelerated career developMent program accessible for target groups at all levels. 0 introduction of a government-wide training program on employment equity, including training for cultural diversity. I - 5 - 0 development ot . policy on provision ot technical aids and other job supports tor disabled persona, including a review of job requirements in the I Ontario Public S.rrice to maximize the number of jobatorwhieh disabled persons ~ay quality. The employment equity progr&m i. advancing aocial justice and improvinq the economic statuI of groups in our province which historically have been leas th&n equally treated The foundations and tbe imp.tua for the proqram oriqinate in two revisw. of the Ontario Public Service commi..loned durinq the past year. The voluntary -I Count" survey of the existing Ontario Public Service workforce .a. taken to determine the ropr..entation levela of all target group.. Major findinqa of the -I Count" survey include: 0 overall numbers of target qroup ~-~rs in the Ontario Public Service are con.istent with repre.entation levels in the province, with the exception of dia&bled employees. 0 all target group. are under-repre.ented in the executive module and in the .alary group over $35,000 per year. - 6 - 0 abori9inal people have lonq service records but ar~ amonq the least well paid public servants. 0 francophone. are employed mainly in northern and eastorn Ontario, where jobs are tewer, but they have low representation in Metro Toronto. 0 the Ontario ~ublic Services retains long term employ.e. with disabilitios but jOb opportunities are limited for external candiaates wi~h disabilitie.. 0 racial minorities have hiqb employment in otfice support jobs but are under-ropre.ented in many prot...ional occupations and in the under 2S age group. 0 women are highly concentrated in ottiee 8uPPOrt jobs; only 9.9 percent of yomen in the Ontario Public Service earn over $35,000, compared with 36.7 percent ot ..n. A ..cond revie., the Avebury Study, focussed on reeruitment and advancement practieea and policie. and examined barriers to the equitable employment of target groups. The key finding- of the Avebury Study inClude: 0 Ontario Public Service recruitment practices may not take into account that the -eame treatment for all" approach may have an adver.e effect on the inter..te of targ.t group members. - 7 - 0 Ontario public servants must be sensitized both to the changes that employment equity will require in our policies and practice. and to the need$ of the target qroupa. 0 Little or no emphasis haa been placed on recruiting or on retaining a diverse workforce, or on the fact that the Ontario Public Service should reflect the diverse population it serves 0 Finally, c.rtain selection criteria mAY unintentionally limit target group member. applying tor a specific job. Clos. examination ot th... .tud!.. will reinforce the conclusions reached by the gover~ent action is required in the interesta of advancing and maintaining an efficient public service baaed on the principle of . fairne.. and .quality for all tbose who .erve tbe people of Ontario. A coordinated employment equity program is the government r..pons. to tbia ne.d ~- it reflects a deep - commitment to provide equal opportunity for all of the residents of this province. I There are many benetits to society and to the government I to be attainea from a succe.sfully implemented ! I .-ployment equity program. For example, aehievements in I the program for women in the OPS have shown a 7 2 percent decreaae in the wage gap .inc. 1974 and an increa.. in women's representation and income particularly in the senior executive and middle aan.gam.nt group. - - a - I In addition, the development of support~ve human r..ources policies and practice 3uch as the establishment of 6 child care c.nt~e8 in the OPS and extended maternity benefite have assisted to increase the options available to employees Employment equity enlarge. the pool of candidates for jobs. By eliminating bias, it atrenqthena recruitment and hiring methoda and take. full advantage of all available human resources. Bmployment equity .timulates a productive and com=jtted workforce; special support measure. can impact pOlit1vely on the morale and produetivity of employ.es. Employment equity a180 benetits employee. other than target group members. Members of many minority groups will receive benetitl trom the support activities involved in the program. lqual opportunity for all Ontarians ia a fundamental Objective of the ontario Public Service Stronq efforts have been lIade to confirm cOJlmitment to equality and to 80eial justice through the introduction of a number of initiative.. The.. measure. include the new legislation establishing pay equity fo~ women; the extension of service. to our trancophone population; the new strategy for multiCUlturalism; the establishment of a Race ~elations Directorate and the strategic plan for the development and ac1vancement of members of the Ontario Public Service initiated by the HUMan Resources Secretariat Emploj'1Dent equity will complement and atrenqthen these initiatives ~1 - J ~ :> ~ ~~ .. ..JOUUI t.~l ..;W' 01' .,,0 Board ot du gou'w'ernement ':)........ , 0". ':)"'"" , ""~ To..,nto ~"~"jO TorO"""O 10"".'.01 Cabinet de I Ontano ...."... 1 Z! V'A 1 Z5 ~ 0""'.". -_. - Orl,CI 0' I"" B...." 'U .'6' 58&.r;" cP,.',........ t"U "'''' MEMORANDUM TO All OPS Employees ~fr....J,1! 1! FROM Honourabl~ Hurray J Elston Cha i man Management Boa rd 0 f C!bLl"Jt DATE April 14, 1988 RE Employment Equity The goal of the Ontario govern~e"t is to prc.;ide a workforce which reflects the diversity of t~e population 1t serves To meet this objective, an expanded employ~ent equity program was announced by the g=vernment in June of 1981 This historic initiative is being uncertaken in partnership with the ontario Public Service Employees Union and is being implemented by the Human Resour:es secretariat This program forms a part of the larger "Strategies for Renewal" program in which ....e have establishlM government-wide objectives to develop and manage h~man resources in the Ontario government We are now at the stage where each ministry .ill develop its own employment equity plan taYing into account its programs, locations, current occupaticnal distribution and other needs Complementary to this process is the wide consultation that will be taking place with the nearly 70 community groups representing the five designated groups from across the province Over the next few months, the Employment Equity Branch 1n the Human Resources Secretariat will be providing orientation sessions tor each ministry to ensure t~at all senior managers are familiar with the program, its objectiv~s and its implementation and ~ill also be available on an ongoing basis to assist in the actJal implementation In moving to~ards the implementation of emp_oyment equit/, I want to assure you that the qovern~ent cortinues to be COt:1.mitted to fair employ~ent practices which ensure that qualified candidates have access to e~ployment and that hiring decisions are made on the basis of merit I looy tor~ard to the support and goodwill c! all e~plo}ees as ...e launch this major initiative M~~Z~ I ~ 0''''''0 Cecut'J oI,l,n'SI" The Management Consell de gesflon F.~ B...I\dIfIoQ SoY, ~lI"\ISI" Board of du gouvernement Ed,lI(, ~'OSf ~ Cabinet de J OntarIO 0IJ"f'. s Pant r OfC)t"llo Onl.r Human Secrelanat M7A, IZ5 Resources des ressources 1"16. '*~ 2fJ,"t Secretanat humames Arip.J. y rz MEMORANDl.-"K TO: All Deputy Ministers DATE- April 14, 1988 SUBJ'EC'I' . Employment Equity The goal of the Ontario qovernment is to be a model employer with a workforce which reflects the diversity of the population it serves. The Ontario qovernment is strongly committed to providing a barrier free environment which ensures that employment opportunities are available to qualified individuals and that hiring and promotion decisions are based on merit. To meet this objective, an expanded employment equity program was announced by the qovernment in June ot 1987. This mandatory program will encompass five groups racial minorities, francophones, aboriginal people, persons with disabilities and women. The program will be integrated this year into the government's human resources planninq process through strateqies for Renewal The corporate leadership for the proqram vill be provided by the Human Resources Secretariat in partnership with the Ontario Public Service Employees i Union. Advice on program implementation and design vill also be provided by The Race Relations Directorate, The I Office of Francophone Affairs, The Office of Native I Aftairs The Office for Disabled Persons, The Ontario Women's Directorate, and the ministries of Latour, Attorney General and Citizenship The needs of external organizations representing the designated gro~ps are also being sought. Each ministry will, however, be responsible for developing its own program. 2/ -- - 2 - over the next two months we will be providing you with the following documents: a Backgrounder On Employment Equity which will provide general information about employment equity and outline our approach to implementation in the OPS ) . the new RStrategies For Renewalw document setting out the corporate human resources strategies and . the RStrategies For Renewal Action Plan" which will incorporate employment equity objectives We will be asking your assistance shortly in providing time with your senior management committee for some discussion on Strategies For Renewal and Employment Equity. Durinq the tirst year ot the mandatory employment equity program, the Human Resources Secretariat will introduce a number of innovative pr~jects and establish the groundwork tor long term organizational chanqe. In the cominq months, we will also be introducing new policies and training programs to support and assist you and your staff in implementin9 this major initiative In developing your ovn employment equity strategies, I am askin9 you to place special e~phasis this year on the removal ot physical and systemic barriers to employment and to examine the unique needs of your ministry culture to determine the most effective approaches for change. The secretariat staff vill, of course, be available on an ongoing basis to provide advice and assistance to your managers on these and other human resources management initiatives. Ensurin9 the effective implementation of the employment equity program requires the special efforts and example of all senior and line managers. I know that I can count on you to give strong support by communicating your ministry's commitment and in creating a workplace throughout the OPS which is. and is seen and known to be, fair to all I employees. i I cc Bob Carman Hershell Ezrin WORK FORCE PROFILE @ ~ Ontario Onlar;o A'r"'.I;, ';[ Human Puh.lic ServIce Resources Emoloy~s Secretariat Union May 25, 1989 Memorandum to Employees of the Ontario Public Sarvice The enclosed Work Force Profile represents an important step in the implementation 'Jf employment equity The information gathered here on the composition of the Ontario Public Service will be used to support employment equity initiatives through improved human resources planning and can help measure the government's progress in eliminating barriers to employment in the workplace. The Government of Ontario and the Ontario Public Service Employees Union are asking all employees to complete this survey, but your participation is voluntary The form itself consists of seven short questions and should only take a couple of minutes to complete. When completed, the form should be sealed in the return envelope and handed in to the person designated to receive the forms in your area. If you have any questions or concerns about the survey, contact the Survey Coordinator for your ministry} whose name and number are listed on the back page of your kit The survey is also availacle in appropriate formats for those with impaired vision. The Government of Ontario and the Ontario Public Service Employees Union remain committed to the principles of employment equity and believe that eliminating barriers - to employment benefits every worker We urge you to assist us in achieving this by taking the time to complete the Work Force Profile ~ /Ut,L<l '~'((}<J/ Jim Clancy Elaine Todres President . Deputy Minister Ontario Public Service Human Res.)urces Employees Union Secretariat ~- - CHAlS WO ~K FORCE PROFilE :', Corp~rate . ';:;L" ,'. ~ - . r.. ~ \ ~ . " Human Resource. ' '~:,(nfo'rmation Syste'ms . I Human 1-9 Resources Secretariat PLEASE READ EACH QUESTION CAREFULL Y AND CHECK n-'E. -,ESPONSE WHICH BEST APPLIES TO YOU 1 NATIVE/ABORIGINAL PEOPLES. NORTH AMERICAN INDIAN, MET1S. INUIT DO YOU CONSIDER YOURSELF A NORTH AMERICAN INDIAN OR METIS OR INUIT? I 12- 1 r ] YES 2 [ 1 NO IF YOU ANSWERED YES TO THIS QUESTION, DO NOT ANSWER QUESTION 2. PROCEED DIRECTLY TO QUESTION 3. 2. RACIAL ORIGIN PLEASE CHECK THE ONE BOX THA T BEST DESCRIBES YOUR RACIAL ORIGIN. NOT YOUR CITIZENSHIP OR NATIONALITY 13- 1 [ J BLACK 2 [ J EAST ASIAN 3 f J SOUTH ASIAN 4 [ } SOUTH-EAST ASIAN 5 l J WEST ASIAN & ARAB 1 6 [ J OTHER RACIAL MINORITY (PLEASE SPECIFY): 7 r J WHITE THE TERM "RACIAL MINORITY" REFERS TO' "PERSONS WHO, BECAUSE OF THEIR RACE OR COLOUR, ARE A VISIBLE MINORITY IN CANADA. IF YOU REQUIRE GUIDANCE IN DECIDING WHICH OF THE ABOVE CATEGORIES APPLIES TO YOU, CONSULT THE 'RACIAL ORIGIN GUIOESHEET' INCLUDED IN YOUR KIT PLEASE TURN OVER AND COMPLETE QUESTIONS 3 ~ 7 I 3. LANGUAGE (FRANCOPHONE) IS FRENCH ONE OF THE LANGUAGES YOU FIRST LEARNED AT HOME IN CHILDHOOD AND STILL UNDERSTAND? 14- 1 I ] YES 2 [ J NO 4. DISABiliTY FOR THE PURPOSES OF THIS SURVEY A PERSON WITH A DISABILITY IS ONE WHO, BECAUSE OF A LONG~TERM OR RECURRING PHYSICAL OR MENTAL CONDITION, EXPERIENCES DIFFICULTIES IN CARRYING OUT THE ACTIVITIES OF DAILY LIVING. DO YOU HAVE A LONG. TERM OR RECURRING DISABILITY AS DEFINED ABOVE? 15- 1 ( ] YES 2 ( ] NO THE EXAMPLES BELOW ARE PROVIDED ONLY TO GUIDE YOUR RESPONSE TO THIS QUESTION. YOU ARE NOT ASKED TO SPECIFY THE NATURE OF YOUR DISABILITY · COORDINATION/DEXTERITY IMPAIRMENT (e.g. Cerebral Palsy) · WHEELCHAIR USER · OTHER MOBILITY IMPAIRMENT le.g. Difficulty Walking) . DEAFNESS · HEARING IMPAIRMENT fa g. Ongoing Partial Hearing Loss Not Readily Subject to Correction) · BLINDNESS · VISUAl/SIGHT IMPAIRMENT I (e g. Ongoing Partial Loss of Sight Not Readily Subject to Correction) e ORAL COMMUNICATIONS IMPAIRMENT (e.g. Difficulty Speakingt · NON-VISIBLE DISABILITY IF YOU ANSWERED YES TO- QUESnON 4, PLEASE COMPLETE QUESTIONS 5 AND 6. 5. DID YOUR DISABILITY OCCUR PRIOR TO YOUR EMPLOYMENT WITH THE aNT ARia PUBLIC SERVICE? 16~ 1 { 1 YES 2 [ ] NO 6. DOES YOUR DISABILITY REQUIRE JOB ACCOMMODATION AND/OR ASSISTIVE DEVICES? 17- 1 I ] YES 2 [ ] NO 7 GENDER ARE YOU' MALE r J FEMALE [ ] THANK YOU FOR YOUR COOPERATlON IN COMPLEitNG THIS SURVEY -2- WORK FORCE PROFILE INSTRUCTIONS 1 This Employee Kit should contain a covering letter, the Work Force Profile and a return envelope If any are missing contact the person designated to collect your form 2. A label with your name and organization should be on the Work Force Profile The number which appears on the labets enables us to ensure that aU employees have received and had the opportunity to complete the form If either label is misSing, or ,f an incorrect label is attached, contact the person designated to collect your form, who WIll arrange for a new set to be forwarded 3. The Work Force Profile can be detached by tearing along the perforations Please fill out both sides ot the form Note that all employees are asked to complete the form. not just employees who are members of designated groups. 4. If you require assistance in completing this form. first contact the person designated to collect your form If he/she is unable to answer. then contact your mmistry's Survey Coordinator. Individual names and tetephone numbers are listed on the last page of this package 5. To ensure the confidentiality of your answer, seal the completed Work Force Profile in the enclosed return envelope. Hand the sealed envelope to the designated collector In the case of a remote work site. or in the absence of a designated collector, telephone your Survey Coordinator for instructions. - 6. Although we are encouraging everyone to respond to the survey. and need maximum participation to ensure usable results, this survey Is entirely voluntary If you strongly wish not to participate, seal the uncompleted form in the return envelope and hand it in to the designated collector, I I -3- FREEDOM OF INFORMA liON With the introduction of the Freedom of Information and Protection of Privacy Act, 1987, new requirements have been established wIth regard to the collection, use and disclosure of information on individuals In accordance with 8.39 (2) of the Act, the information collected by means of this survey may be used by the Human Resources Secretariat and individual ministries for the following purposes. . to identify the occupational distribution of designated groups ir the Ontario Public Service, . to provide base line data to assist ministries in setting employment equity goals, . to identify designated group candidates for career development initiatives; these might include secondments) act~ng positions. or developmental assignments; . to identify candidates for training and education programs~ i . to assist with the provision of job accommodation; . to channel communications items for OPS designated group members; and . to assist with other human resources and employment equity planning inrtiatives. The authority to collect this information is the Ontario Human Rights Code (1986), sectlor 13(1). You, of course, have the right to access any information on you collected as a result ( this survey Enquiries about this collection of data should be directed to' Employment Equity Branch Human Resources Secretariat Room 249, Frost Building South 7 Queen's Park Crescent T cronto. Ontario M7A1Z5 (416) 965-4941 The importance of this exercise cannot be overemphasized and will contribute greatly to t OPS employment equity initiative We therefore very much appreciate your careful complet of the Work Force Profile. I _.t_ I ~. DEl AILED GUIDELINES FOR SURVEY QUESTIONS QUESTION 1: NA TIVE! ABORIGINAL PEOPLES. NORTH AMERICAN INDIAN, METIS, INUIT Only native/aboriginal peoples (defined as North Amencan Indians, MetIs, or InUIt) of Canadian or United States origin should answer yes to this question If you are of aboriginal origin from another area such as Latin America; please enter thIS information under the "Other Racial Minority" category in Question 2. QUESTION 2: RACIAL ORIGIN All employees except North American aboriginals are asked to identify their racial origin In Question 2. Note that this qlJestion is designed to identify raclaJ origin rather than citizenship or nationality To assist with selection of appropriate origin categones; a lengthier Ust of racIal origins drawn from the 1986 census form appears on page 7 of this package. I QUESTION 3: LANGUAGE: FRANCOPHONE I I Francophones from outside Canada should also identify here I i For this survey, the term francophone does not include those who acquired French language I skiHs in childhood through formal education; but does include those who grew up In a unilingual francophone or bilingual home where French was learned and used. QUESTION 4: DISABILITY The definition of disability used here does not require further details on the nature of the disability Examples of a broad range of disabilities have been Included t~ offer guidance as to the type of disabilities included in the definition. QUESTION 5: DISABiliTY OCCURRENCE The objective of this question is to establish the percentage of the Ontario Public Service employee population who had a disability atthe time they were hired. Note this IS not a question concerning whether your disability occurred on or off the Job -5- ~ - ,- DET AilED GUIDELINES CONTINUED QUESTION 6: JOB ACCOMMODATION For the purpose of this survey, jOb accommodatIon includes physIcal accessibilIty; flexIble or alternate work arrangements or schedules, redesign of non~essential elements of the Job and/ or the use of aSslstlve devices such as reader / magmfiers computers, space modificatIons or personal support such as sign language or attendant care Employees with disabilit,es are asked to respond to this question If one or more of the followIng condItIons apply' e Your present position did Involve some job accommodation as outlined above or ct Your present position requires, but does not yet have job accommodation, or 0 A position to which you aspire would require some Job accommodation If you are unsure whether a future position wou'd requ\re accommodation, but think It likely, please answer YES to this question. -6- RACIAL ORIGIN GUIDESHEET ! j I I THIS LIST OF RACIAL ORIGINS IS DRAWN FROM THE 1986 CENSUS GUIDE WE I RECOGNIZE THAT THIS LISTING MIXES ELEMENTS OF BOTH RACIAL ORIGIN AND I' NATIONALITY HOWEVER. IN SELECTING WHICH CATEGORY YOU BELONG TO, ORIGIN IS THE SOLE FACTOR TO CONSIDER. FOR EXAMPLE I i ! . IF YOU ARE OF CHINESE ORIGIN, BUT WERE BORN IN NORTH AFRICA, YOU WOULD STILL SELECT EAST ASIAN . IF YOU ARE OF BENGALI ORIGIN, BUT WERE BORN AND BROUGHT UP IN THE WEST INDIES, YOU WOULD ST'LL SELECT SOUTH ASIAN . IF YOU ARE A SECOND GENERATION CANADIAN, BUT YOUR ANCESTRY IS EGYPTIAN, YOU WOULD STILL SELECT WEST ASIAN AND ARAB IF YOU HAVE ANY FURTHER QUESTIONS REGARDING YOUR SELECTION. CONTACT YOUR MINISTRY'S SURVEY COORDINATOR (NAMES AND NUMBERS LISTED ON THE OTHER SIDE OF THIS PAGE). 1 BLACK 5. WEST ASIAN & ARAB 2. EAST ASIAN . Arab (nol included elsewhere) . Egyptian . Chinese . Iranian · Fijian · Lebanese . Japanese . Palestinian . Korean . Syrian . Polynesian . Turk . Other PaCific Islanders 3. SOUTH ASIAN 6. OTHER RACIAL MINORITY . Aboriginal from Latin America . Bangladeshi . Mixed Racial Heritage, where you . Bengali would still define yourself as a racial . East Indian minority as per the defimtion · GUJarati provided on the survey torm. . Pakistani · Punjabi 7 WHITE . Singhalese · Sri Lankan · Tamil 4 SOUTH EAST ASIAN . Filipino . Indo-Chinese o Burmese . Cambodian . Laotian . Thai . Vietnamese . Indonesian . Malay -7- MINISTRY SURVEY COORDINATOR AGAICUL TURE & FOOD LINDA CALDWELL-LORD 326 3718 ATTORNEY G'ENEAAL SUZANNE LAROSE 326-2710 PATRICK ANDERSON, 326-4552 CABINET OFFICE MOLL Y GOH 965-9213 CITIZENSHIP KATHLEEN BONHAM RILEY 965-3061 . Ontario Human Rights Commission MAUREEN LAPORTE 965-0225 COLLEGES & UNIVERSITIES CHRISTINE CARSON 963-1495. COMMUNITY & SOCIAL SERVICES ANTOINETTE PETERS 963-1976 CONSUMER & COMMERCIAL RELA liONS l YNNE GOllSCHUNG 963-054 , CORRECTIONAL SERVICES MQNIKA CAMPBELL 750-3492 CULTURE & COMMUNICATIONS MARIA FERNANDES 965-3061 o Ontario Science Centre GARY SUMNER 429-4100 exl372 EDUCA TlON CAROL SMITH 965-2060 VIRGINIA ADAMS 965-2060 ENERGY DIANA VON APPEN 965-3869 ENV1RONMENT KUMAR SINGH 323-5076 FINANCIAl-INSTITUTIONS LYNNE GOTTSCH LING 963-0541 GOVERNMENT SERVICES ANN TAYLOR 965-9775 ANNE-MARIE PHILLIPS 965-9775 HEALTH RICKI GRUSHCOW 963-0207 HOUSING MAAIL YN FITZGERALD 585-6719 HUMAN RESOURCES SECRET ARIA T OlF A GUIRGUIS 965-2065 INDUSTRY TRADE & TECHNOLOGY JANET KENNEDY 965-4259 , INTERGOVERNMENTAL AFFAIRS LYNNE BUTTS 965-5514 ! LABOUR ANNE MARIE CLARK 965-6121 I MANAGEMENT BOARD OF CABINET OLFA GUIRGUIS 965.2065 J MUNIC1P AL AFF AIRS MARILYN FITZGERALD 585.6719 NATURAL RESOURCES BONNIE EVOY 965-6099 lESUE SPINNEY 965-5663 NORTHERN DEVELOPMENT & MINES NASIM V ALLANI 963-3092 ONTARIO HUMAN RIGHTS COMMISSION See Citizenship ONTARIO PROVINCIAL POLICE See Solicitor General ONT ARlO SCIENCE CENTRE See Culture & Communications ONTARIO WOMEN'S DIRECTORATE JAN ALDRIDGE 597-4610 REVENUE ALL YSON SMYTH (I.C 825) 433-6052 SKILLS DEVELOPMENT MYROSLA VA PIDHIRNY J 967-8430 I SOLICITOR GENERAL LAURIE HEWSON 965-4313 . Ontario Provincial Police PHIL CANEY 324.49' 1 I TOURISM & RECREA lION ELIZABETH OSBORNE 963.2455 I TRANSPORT A. liON ANN DESROCHERS 235~3850 TREASURY & ECONOMICS KA THEY DEMBOWSKY 965-5446 I (PLEASE USE JNTEA-Crrv NETWORK - An number. are Metro Toronto & Vle'nity) -8- I I PL.L-li'~NIN G I FOR PEOPLE AfiltJ.., Vi. --~ ~ 1. Strategies /' R 4 @ Human :..ur enewa~ Resources Secrelarral Update Ontarro . , A MESSAGE FROM THE We are very pleils€'d to Introduce .3 Strater,ies for Rene'~ral update HillviAN RESOURCES which includes an enhanced ~ atement of human resourlt's strategic directions for the Ontar'~1 Public Service This repre<;t'nt~ SECRETARIAT our contmumg commitment to ~nsure that our three lUIt'or.1te strategies Revitalization Rede:-Iovment and Reshap1n~ -He current responsive to mmistn mput and supportl\e ot nur comprenens\\€ numan resource~ "'""Ianagement program Plannmg for People. Each vear the Human Resour ...s Secretanat \\ ill u pdate ~t'\ statistics, report service wide 3ccompl1shments and \\ hen necessary, reVise corporate objeC"ve5 In June of 1987 Cabinet comrnm.;d the Ontano Public 5en:ice to expand existing emplovment ecUltv Inihatlves. In addition to women, employment equity imtahves are dIrected to aborigInal peoples, persons with disabill ies. francophones and racial minorities. In 1988- 89 and the foLowing fiscal Years, emplo\ ment equity planning for all five designated groups will be incorporated mto Strategies for Renewal to er.sure that the composition ot the OntariO Public Service is more reflective of the diversity of Ontario's population. Also beginning this year ministries will report the financial.. alue of initiatives planned in support of the corporate objectives Whereas in 1987- 88 ministry pla:iS were based on reallocation of Voluntary Exit Opportunities funds. the new plans will be based on the options presented bv staff tumover, on.going activities and other available developments. With these changes and the commitment demonstrated bv minIstries to date, we will progress towards our shared goal of being a model employer. .- . , t . - TABLE OF ONTARIO PLBlIC SER\ ICE WORKFORCE PROFILE 1 CONTENTS Turnover and Hlnng Trends Age Profile Organizational Prohle Conclusion THE CHALLEt-.GE ., ~ Revised StTategic DIrections Toward ~OOO Revitalization Redeployment Reshaping VOLUNTARY EXIT OPPORTUNITIES 6 PLANNING CYCLE .i - ~ 1 . . ONTARIO PUBLIC In D€'Cember 1986 a new program en titled Plannmg for People '^ a 0; SERVICE WORKFORCE introduced mto the Ontano Pubhc ServICe (OPS) bv the Human Resources Secretanat Phase 1 known as Stratic>glt~s for Rene\, a\ PROFILE ..... as designed to deliberatelv change the OPS workforce in ordt'r tll make It more reflective of society management trends and CUtn.'l1t innovations A review of the OPS classified workforce during 198=i-R6 had identified a number of areas of concern TURNOVER A..~ HIRING . the separation/turnover rate had dropped significatlth from TRENDS J 6 per cent to 4 per cent, . only a small proportion of appointments to the civil 5et\.1Ce represented access bv the public to government jobs . 60 per cent of appointments from within the service resulted from competitions restricted to the home mmistrv; AGE PROFILE . the static nature of the workforce had forced a steady increase in the average age of OPS employees bringing the median to 39 years of age; . only 4 per cent of OPS staff were under 25 years of age as opposed to 20 per cent in the Ontario labour market. . as 1 /3 of the middle management grou p were long service staff and under 45 years of age, upward mobility was becoming increasingly restricted, ORG~TIONALPRO~ . the management/professional employees represented approximately 20 per cent of the 01'5 workforce Concern was expressed regarding the SlZe and composition of this group when compared to other public jurisdictions. . the OPS continued to exhibit a traditional and hierarchical organizational structure in the face of current trends towards I self- and infonnation- man2gement styles, . at the same time, the OntariO Women's Directorate was reviewing the 01'5 workforce from a gender perspective thIS review showed that women continue to be underrepresented in 64 of 126 occupational groups CONCLUSION Without conscious, planned intervention. the Ontario Public Service would enter the 1990's with a workforce out of step \\'Itn society It would be increasingly enclosed and non-reflecti\:e of management trends and innovation. J , . . 1 THE CHALLENGE As a result of th~ fmdln;:~ StrategJt;'s for Renewal was theretore Introduced /"l't1utnng ml:l ~tnes to develop plil ns and U'lllIa tn es which contnt-ute to Revitalization (formerlv kno..... n as Re/u\ enatlOn) Redeplo~ ment and Reshaping. Strategies for Rene\",all~al!enges ministries to develop human resources stratepe$ wnlCn "'Ill aCnle\ e the goal of the ors as a model emplovt'r REVISED STRATEGIC These re\ ised strategic dU'Ktions reflect a contU'luing comrrutmen t DIRECTIONS TOWARD to ensure that tne corporate strategies are current, responsl\e to mlnlStrv input and suppomve of model directions In managing 2000 people. REVITALlZA nON STRATEGIC STATEMENT The composition of the Ontario Public Service shall be more reflective of the dlversih, or Ontario s population. Emplovment eqUity Mil e'W;ist in the Ontario Public Service when the occupational representation of all designated groups is proportional to their repres.entation In Ontario. Ob)ecti ve 1 To change the workforce profile for the under 25 age group to 10 ~r cent; to maintam the 25 to 34 age group at 26 per cent; and to ensure that withm these age groups. proportional representanon :..-::- T is achieved in each desig:"lated emplovment equity group - , .- _. - _....:...- ..:;,_-=--:-~~_.:.:- -~- ObJecti ve 2. - - ---~ ~~ - - -. -~ --- - --.- --- -~ ~ - ..- . -- --_._~-- -.;;.... ..--..----.:-...~ To achieve proportional representation of designated employment ('quitv groups ....ithin the Ex.ecutive Compensation group Objective 3 To achieve proportional representation of designated employment equity groups within 'he senior levels of the \1anagement Compensation group. ~ RECOMME.1\JDA TIONS FOR Inihatives to be undertaken may include" , Th1PLEMENTA nON MInistries . review b\ each minlstry, of its workforce prohle and Identlfv employment equih areas to be addressed . remove recruitment and promotion barriers. t , 2 . establish trilmee poslllOn~ r\ 5elecled OCCUpdtlOnS In5t' ute career development progr.:!'TIs and pomote Jt'\'eloprr""1tal assignments . undertake speClal measures to Increase lhp representatll'~ of designated employment ec~ tv groups quaJJhed for l'\t'l).. ;\ e and senIOr management pC"5!ttOns. Human Resources Secreta Plat' . revise corporate staffing po ;:H~S with respect 10 area ot sea 'ch selectIon criteria, intervieY\ -g, teshng, reference checkmg a'1d the merit principle Shared . promote outreach progra-"ls for designated empJo\ r-ent equity groups both intemL y and externallv to Increase ~elr awareness of emplovmer opportumties and recrUllrr ent practices in the Ontario PU:',lC Service . expand internship Opportl...:"ll1es and on-<:ampus recruitment promote career daYs at co11.:3es, universities and commU"l.Itv centres to provide greater o?portunities, . educate and train management and staff in emplovrr.ent equity/managing divers'v using a common corporate curriculum. REDEPLOYMENT STRATEGIC STATEMEJ.'JT Recruitment in the Ontario Pub ~c Sei"\'jce shall change to plar..ed staffing initiatives which pro....ice equalIty of access. Objective 1 To make 30 per cent of aU aF?OJntments to ~he Ontario P:.bllc Service from the general public, Objective 2. To increase to 10 per cent the n\,;-.,ber of inter-mmistrv promotons to increase to 20 per cent the n...:TIber of inter-ministrY tran5fe~5 Objecti ve 3 To increase to 50 per cent the n..tmber of promotions from ou Side l' the organizational umt; and to ,ncrease to 75 per cent the nU1""\ber of competitions posted on at le=st a mimstrv wide baSIS ObJective 4 I To reduce from 25 per cen to 20 per c~n\ the l"\um'='~r of management opportumties fil t'j without competitIOn . ~ Objective 5 I To de\elop an external ad\€' sing pI.... ~. that ill ilS~i~t deSIgnated emplovment equltv ~-.)up merr"'t>rs to be appnsed ('f opportunities for employment In It' Onlanc PublIC Sef\'ICe ObJectl ve 6 To develop speClal mJnI~tn a,,:: Inter rr ;: stn medsures ror I designated employment eqUlt\- f-2UPS RECOrvL\1ENDA nONS FOR Initiath es to be undertaken may -elude Th1PLEMENTA TION Mmlstnes. . increase number of open con-:-etitions. . decrease ministrv-only open ,ompetihC"1S with geographical restrictions, . ensure all ministry-only pos..ngs of o?€n competitions are a\ ailable at federal govemme'it emplO\;nent centres and the Employment Information Secion of tre Human Resources Secretariat. . Increase use of toplcal/Jor mart aci\ ertising for both inter-ministry and open competitions, . reduce branch/facility onlv pcstings, . increase and diversifv the "!\edia used to reach a wider audience including designated emplovr-ent equit> groups. _~~__,~,~_='~-,:,~~~E\~--.'~_-II~-,-~.~--~ ~u::::e:~:r~~::g-::::r::t:he pub'ic med.. to assess effecti veness, . increase distribution of topical 'ob mart . develop a corporate strategy :or communIcating Information about vacancies, including ol..treach strategies to communi tv groups. regarding Ontario Public Service recruitment practices and opportunities, . develop a corporate inventorv of media and communlt\ agencies serving designated e'TIplovme~l eqUltv groups Shared l · complete barriers analvsis using co~porateh de\ eloped l gUIdelines to remedy recruitllent pra~ices and procedures which are systemically discrininatory' . develop ministry and inter l""inistry Ir aahves such as joint staffing actions in order to improve access bv designated employment equitv group m~1ibers. . I 4 - RESHAPING STRATEGIC STATEMENT The organIzatIOn whIch dell\ t'rs the pTCIpams and Sl.'f\ Ices (\! the govemmenl shall exemplil" the best man.lgt'ment shIes "nJ be receptive to sOClet" s changing attitude to the quailt\ ,! the \', orJdng environment ObJect} ve 1 To review and reduce hierarch Lcal strul..tures and examlne th~ allocation of resources to line and staff Objecti ve 2. To diversifv the Ontario Public ServIce workplace deSIgn and practices to ensure: . enhanced organizational effectiveness, . recognition and support of work, personal and tilmllv demands, . encouragement of employees to have a say In the work thev do and the way in which they do it; . alternate approaches to' . management practices, - individual well-being; - joint union-management initiatives, . emplovees have a greater awareness of the ad\antages of the multicultural and multi aClal composition of the worktorce ObjectIve 3 To strengthen commihnent bv the Ontario Public Sen'-Ice to a safe and healthy workplace RECO},tfME.'IDA nONS FOR IMPL~-rA nON Initiatives to be undertaken may indude' - Ministries. . review the span of control and the value of each ,la\ er In the hierarchy as turnover occurs In the middle management ranks, . provide greater opportumties for regular part time pOSItions I compressed work week arrangements, flex-hours, and other , alternate work arrangements, . establish developmental opportunitIes which enhance individuals knowledge skIlls, competendes and general quahficatlOns, . explore alternate programl servIce deliverv arrangements . provide personal profeSSIOnal 5en ice contracts to 01.(L: ?,ltlOns in highly competitive lob markets ,- I . prO\ Ide mter-JuTlSdJctlOndl e' Manges to promote career development and mobilltv . pro\ Ide Increased career-onenlt:'d ITa lning opporhl nltll2S. . promote }ob, work and workplace redeslg" Human Resources Secretariat. de\ elop a corporate humal'" resources management framework which promotes an understanding of human resources management and its telationshlp to management and which translates strategies to practical applications, . develop a corporate occupationai health and safetv policy . prOVide corporate consulting services In leadership de.. elopment organizational effecti\ eness and team management. Shared . provide education and trainmg programs in workforce di\ ersity and employment equit\ . provide education and training programs in occupational health and saiety responsibilities VOLUNTARY EXIT As the Strategies for Renewal directions and corresponding OPPORTUNITIES objectives required greater flexibilit'\ in the system to provide opportunJt1es to eftect change the \oluntary Exit Opportunities (VEO) program was introduced The \'EO program will continue in i988-89 and subsequent vears, with reallocated funds continuing to support the Strategies for Renewal objectives, Retention of salarv funds will be based on the approval of ministry Action Plans bv the Human R~ources and Management Board Secretariats l,nder the VEO program retained funds may only be used for human resources initiatiVes. Option 1 For employees who are eligible for Lnreduced Early Retirement (Factor 90, 60 + 20) or who are entitled to an Actuarially Reduced Pension and have 20 or more Years ot Service Duration of option. April 1987 - March 1989 Option 2. ~ For employees with )0 + years of continuous service who do not , quallfv under Option 1 Durati<?n of option April 1987 - March 1990 . , - 6 ~_._-- Option 3 Part-time em pluvment y" lth fu 11 time pension credit Yo here a \....ork schedule mutuallv acceptable to emplover and emplovee Lan be arranged Duration of option Indefimte Additional informatIon on the \ EO program IS 3\ aIlable trom ministry human resources branches. PLANNING CYCLE As part of the annual reporting mechanism, mmistries are reqUIred to sUbmJI Strategles ior RenewaJ action plans to the Human Resources Secretariat, \1anagement Board of Cabinet The development of mimstry action plans is seen as a component ot strategic human resources planning with links to other management processes (prioritv planning and resource allocatIOn policy development, operational planning and budgetmg) CommenCIng 1989.90, the timing of the StrategIes for Renev.al reporting cvcle will coincide with the estimates cvcle thus providing the logical linkage between fiscal and human resources planning. A chart showing the various steps in the v. hole Strategies for Renewal cycle can be seen on the following page While ministry action plans will be compatible with other ministrv processes, they must also dearly contribute to the corporate strategies of Re.. italization, Reshaping and Redeployment Specificallv ministries are asked to provide infonnation on. . Human resources management structures, processes 3nd issues, . Use of total turnover dollars (including YEO uptake) and other available opportunities to effect change, e g 7" upcoming significant program changes, northern relocation, etc . Planned ministrY initiatives, . Commitments and expenditures, . Results achieved. This consolidation of human resources and emplovment eqUltv planning supports and builds on initiatives implemented under Strategies for Renewal in 1987. 88. I I I I - I I PLANNING CI'CLE SEPTH.13ER Corporate 111 Strategies for II ~" Renewal Update /~ AUGUST DECEMBER Corporate Ministry Action summary Plans for next fiscal year to HRS .. == ~ . JULY FEBRUARY Final assessment Approval In and evaluation of princIple of plans results submitted in December ~ JUNE ~ - - :,' -. ~ Mlnlstr>: results ~ ,~ ~..~.,' ~-~_! ~~;-;:-.j;.., _ />Om prevIous fiscal ~ .~- - --~ ' year to HRS - RESPONSI8ILTY. MINISTRIES . HUMAN RESOURCES SECRETARIATI MANAGEMENT BOARD SECRETARIAT SEPTEMBER Strategies tor Renewal Update p.;bHshed 'effecting any revIsed strategic directions anc objectives ~ DECEMBER Ministries submit actio:"! plans fo' ~ext fiscal year (I e In December 1 990 ministrres subm plans for 1 991 19S 2) FE8RUARY HAS/MaS approve these action :;Ians sU/;-'11ltted in December JUNE Ministries submIt risca year enc 'esults (l e In June' 991 ministries submit resu':s for fisca year 19;') 1991) . JULY HAS/MBS assess anc evaluate <: seal yea end results f AUGUST Corporate report com~ led meas.lnng pro~ ess to date I 8 JI. ' · rr -- --I . :i~ !f&j't (~ I {U .. UomnlfJ,J(Onf'J{ j. oZP/lfl}f July 14--:. Has MEMBERS OF THE 0 P.P Our Force is a front-line representative of the Pub~_: Service of the Province of Ontario Its emplcyees are easily id.~tif1able and interact daily v~th the publ_= SecauI. of thi', I believe that to be an effect_ie Force va require personnel who mirror the cultural mosa.: of t~_s Province. . Women, aboriginals, racial minoritie., francoptQnes 4~d persons with disabilities are among the grou.p. d.esigna:ed tor equal opportunity employment lnitiatives v~thin .ie Force Continual consultation will take place v; :~, repre- sentatives ot these groups. and we intend to rec~~~t vigc:- ously wi thin thern. Having mer. men and women in ::Jur ranits from this Province's diver.e cultural and racial ;opulat.on can only strengthen our organiJation ~ To auist both the Force anct the Ministry of the Solie:' :or ~neral to meet the challenge and to ensure =omp.iance w.th government policie.. I recently appointed Superintendent Phil Caney to coordinate our efforts on employm.nt equi~y CUring the next several. months. Superintendent Caney and hi. Mini.try colleague. will develop and initiate an emp.oy- =-nt equ1ty plan. You can be assured that pre.en: pro9r~. location. throughout the province" current occupatio~al distribution and other tactors will be taken utO account during the rlan development.. ~cause the cultural and racial change. in our c1_8nt groups require 1.11. mere than ever. to be better rrepared to address their concern.. multicultural. training and deve_opment for all employee. i. to be enhanced Significantly The Foree has adopted the theme - -Diversity in our Ra.'3ks. . - for this important initiative to reflect the spirit and goodwill we "'ill provide toward its succe.. ! want all Force Managers to manage 4iveraity with skill to ensure fairness and equality for all Force employe.. I ask that you give your full support to these initia:~ves to ensure the Province's population is better served -- .