GOVERNMENT OF ALBERTA

REVIEW OF RECRUITMENT AND

SELECTION BUSINESS PROCESSES

A BALANCED APPROACH
 Foreword

The completion of this review provides direction for future initiatives that will strengthen the
public service’s ability to recruit and select staff. This project would not have been successful
without the support and leadership from the members of the committees noted below. The hard
work and dedication of all individuals who contributed to this project is acknowledged and
greatly appreciated.

Deputy Ministers’ Steering Committee for the Alberta Public Service Workforce Plan:
Dale Silver, Barry Day, Bob Fessenden, Ray Gilmour, Keray Henke, Brian Manning, Eric
McGhan, Fay Orr, Brad Pickering, Jay Ramotar, Annette Trimbee, Peter Watson, Bill Werry,
Maria David-Evans, Grant Robertson, Brigitte Fulgham (Human Resource Directors Council
representative)

Assistant Deputy Minister/Human Resource Director Attracting Advisory Team,

Alberta Public Service Workforce Plan:
Brenda Baron, Bob Smith, Brad Geddes, Brigitte Fulgham, Cathryn Landreth, Dave Prince,
Diane Dunn, Doug German, Gerry Jacubo, Heather Behman, Lana Lougheed, Maryann
Everett, Debra Smith, Shirley Dul, Stephen LeClair, Virginia Van Horn

Review of Recruitment and Selection Business Processes Task Team:

Kerri Schlemko, Rupi Malhi, Connie Scott, Debbie Bilotta, Irene Milton, Dot Ellerby,
Pat Murphy, Trish Mills, Matthew Hook, Leah Christiansen, Shelina Mohamed-Rawji,
Vera Lou Atienza, Thuan Yeung, Runa Hansen, Claudia Gallardo, Melissa Valencia,
Eileen Doskoch, Gloria Thompson, Arlene Yamashita, Marlene Charest,
Burnadene Ebanks, Laura Callahan, Teresa Gillis, Heather Barnum, Melissa Gomes,
Diann Connelly, Karen Kennedy, Joyce Chilibecki, Terry Gale

Final Report - March 24, 2010

EXECUTIVE SUMMARY
Project Background
In recent years, the Alberta Public Service (APS) has faced a number of workforce challenges,
such as an aging population, an increasingly diverse workforce and competition for talent. As
one strategy to address these challenges, stakeholders indicated a need to review and
streamline recruitment and selection business processes to support the APS as a leading
organization and to increase the ability to make high quality hires and meet workforce needs.

A cross-ministry project was initiated to “identify, prioritize and implement initiatives to

streamline recruitment and selection business processes and support innovation and
best practice development.” The project was identified as a strategic priority of the
“Attracting” pillar of the APS Workforce Plan developed by Deputy Ministers, Assistant Deputy
Ministers and Human Resource Directors. A Task Team comprised of Human Resource
professionals from across the provincial government was formed to conduct the review and to
provide recommendations.

The recruitment and selection of high quality staff depends on a variety of factors and
responsibilities which are distributed among three key stakeholders; Ministry Line Managers,
Ministry HR Offices and Corporate Human Resources.

Ministry
Line Managers
• Determines job requirements and provides
information on the job.
• Works in partnership with Ministry HR staff
throughout the recruitment process.
• Makes the decision to appoint from among the
certifiable applicants.

Ministry
HR Offices
• Led by HR Director; HR Consultants and
Assistants provide HR services to Line
Managers in their ministry.
• Coordinate recruitment activities and provide
advice to Line Managers.
• Ensure Public Service Act and GoA Staffing
Operating Principles are maintained.
Corporate
Human Resources
• Led by Public Service Commissioner; Staffing
Consultants provide strategic leadership to
attract and recruit talent to the APS.
• Provides advice to ministries on HR policy and
administration.
• Provides some centralized coordinated
recruitment services for common needs
across the GoA.

Final Report - March 24, 2010

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Each of these stakeholders played a key role in this review and the findings and
recommendations provided in this report are based on the input they provided.

Project Approach
The following approach was undertaken to gather and analyze information and formulate
recommendations to improve Government of Alberta (GoA) recruitment and selection business
processes:

Activity Timeline
Project Kick-Off: The Deputy Minister Steering Committee and the April 2009
Assistant Deputy Minister/Human Resource Director Attracting Advisory
Team for the APS Workforce Plan endorsed the project. Ministry HR
Offices and CHR representatives were invited to participate on a Task
Team responsible to conduct the review. HR professionals from 19 of the
24 ministries participated on the Task Team.
Identified Scope: The scope of the project covered competitions, April 2009
exemptions from competition, wage hires and student recruitment. The
Task Team identified and reviewed 20 business areas related to the
recruitment and selection of staff, from forecasting workforce needs
through to offering the position, and examined related areas such as
legislation, roles, and training.
Cross-Jurisdictional Research: Gathered and analyzed cross- April 2009 –
jurisdictional research involving a number of municipal, provincial, national September 2009
and international governments on their staffing practices.
Literature Review: Reviewed information related to staffing practices from April 2009 –
the Corporate Leadership Council and Conference Board of Canada September 2009
research organizations.
Client and Stakeholder Input: Utilized an external consultant to collect May 2009 –
and analyze the results of input from clients and stakeholders regarding December 2009
their experiences with the recruitment and selection process:
• Interviews were conducted with 12 Deputy Ministers and 20 Human
Resource Directors.
• An online survey was completed by over 1,150 Line Managers and over
130 members of the Human Resource Community.
• Four focus groups were held with 13 Line Managers and 14 members of
the Human Resource Community to delve further into issues emerging
from the interviews and online surveys.
• An online survey was also completed by over 1,090 Applicants.
Impact of Alberta Government Integrated Management Information April 2009 –
System (IMAGIS): Identified the impact of new functionality in the recent December 2009
IMAGIS Human Resource Upgrade.
Ministry Best Practices: Task Team members identified best practices April 2009 –
from their ministries. December 2009

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 Activity Timeline
Reviewed findings and developed recommendations: The Task Team November –
reviewed and analyzed all of the information gathered and developed December 2009
recommendations.
Developed final report: A final report including the project overview, December 2009 –
findings and recommendations for business process improvements was February 2010
developed for consideration by the Assistant Deputy Minister/Human
Resource Director Attracting Advisory Team and the Deputy Minister
Steering Committee for the APS Workforce Plan.

Key Themes and Recommendations

The review indicated that while there are several areas for improvement, there are also many
areas that are working well, including:
• In comparison to some jurisdictions, the APS appears to have more flexibility in identifying
the appropriate appointment method, establishing the merit criteria to be considered in
determining the most suitable candidate, and in having a less rigid “appeal” process that
doesn’t involve formal boards/tribunals or notification periods.
• The range of options available to recruit staff provides flexibility and supports timely and
effective hiring decisions. The GoA Jobs Website appears to be an effective method of
attracting successful candidates, and feedback about the job postings, application process,
interview process and the quality of hires was positive.
• Staffing Operating Principles related to “fairness”, “integrity” and “selection of the most
suitable person” were seen as both useful and being achieved. The staffing process was
perceived to be transparent and able to withstand scrutiny.
• Executive Search recruitment and screening processes were generally considered to work
well and support hiring high quality executive management and senior leaders, in a timely
fashion.

In terms of opportunities for improvement, three key themes emerged including the need to:
1. Formalize processes that advance a more strategic approach to recruitment;
2. Improve efficiency and effectiveness through increased collaboration and use of technology;
and
3. Increase all stakeholders’ knowledge of the GoA staffing process including the recruitment
strategies available.

In identifying recommendations for improvement, the Task Team was mindful of the need to
establish the appropriate balance between objectives such as timeliness with fairness and
quality of hire, and a consistent one-employer approach with flexibility to meet ministry unique
circumstances and needs.

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The chart below outlines the recommendations in relation to the three key themes.

Key Themes Recommendations

Formalize processes #1: Increase focus on long-term forecasting of ministry and APS
that advance a more workforce needs, directly connecting workforce planning to the staffing
strategic approach function and developing strategies to address gaps.
to recruitment. #2: Increase focus on recruitment planning and implement a project
management approach to the hiring process.
#3: Implement standardized GoA staffing metrics including the
identification of staffing timeline targets and performance measures.
#4: Increase focus on branding and candidate sourcing for active and
passive candidates, including more targeted sources of media.
#5: Expand methods for facilitating the identification of potential internal
candidates for executive positions, including if possible, information from
succession management and workforce planning initiatives.
#6: Enhance utilization of summer employment, work experience, co-op
and internship initiatives as a strategy to attract and develop students
and recent graduates in conjunction with workforce forecasting needs.
Improve efficiency #7: Work with legal counsel, Solicitor General, and others to reduce
and effectiveness delays in hiring decisions as a result of pre-employment checks.
through increased #8: Maintain minimum recruitment standards but increase flexibility by
collaboration and promoting a more qualitative assessment of candidate qualifications at all
use of technology. stages of the assessment process.
#9: Continue to leverage technology and maximize the use of the
recently upgraded IMAGIS system, including electronic screening.
#10: Increase flexibility for staffing responsibilities of Line Managers, HR
Consultants and HR Assistants where appropriate and supported by
guidelines, training and delegated authorities.
#11: Increase the delivery of recruitment services through a
centralized/collective model, including the establishment of applicant
pools for common staffing needs across the GoA.
#12: Utilize existing appointment methods to further support the career
service concept for employees, including retention of interns.
Increase all #13: Provide enhanced training and resources/supports to HR
stakeholders’ professionals and Line Managers involved in the staffing process.
knowledge of the #14: Provide enhanced resources/supports for applicants.
GoA staffing process
including the
recruitment
strategies available.

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4
These recommendations respond to feedback received from clients and stakeholders and
reflect a shift to a more strategic, collaborative and targeted approach to recruitment and
selection:
• The recommendations related to forecasting supply and demand, as well as the
implementation of recruitment planning discussions and staffing metrics, support a more
proactive, planned approach and the identification of recruitment strategies that address
targeted talent needs.
• The knowledge gained as a result of successfully implementing the three recommendations
noted above will provide a solid foundation for successfully achieving a number of other
recommendations/strategies in the report. For example, branding initiatives, student and
recent graduate recruitment, centralized/collective recruitment, enhanced integration of the
APS Competency Model, a more qualitative assessment of candidates to meet current and
future needs, and initiatives to further support the career service concept for existing
employees.
• The recommendation to increase flexibility of staffing responsibilities, along with several
other recommendations in the report that foster increased collaboration, will strengthen
strategic HR-Line Manager partnerships.

In conjunction with other attracting, developing and engaging initiatives in the APS Workforce
Plan, the recommendations and strategies identified in this report will better position the GoA to
attract, recruit and select talent in changing labour market conditions.

Implementation
Phase 2 of the project (April 2010 and ongoing) will involve CHR and ministries working
collaboratively to plan and champion the implementation of business process improvements.
Implementation of approved recommendations will be led by the Staffing Programs area of CHR
and the Task Team under the direction of the Assistant Deputy Minister/HR Director Attracting
Advisory Team and the Deputy Minister Steering Committee for the Alberta Public Service
Workforce Plan.

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