Staffing/Resourcing Function
June 2011

1. Introduction

1.1 Background

The Department of Justice employs approximately 4,800 employees. Legal services are delivered to departments and agencies on a portfolio basis. The Department of Justice has also established dedicated departmental legal services units (LSUs) co-located with the client departments for which they provide legal services. The Human Resources and Professional Development Directorate (HRPDD) of the Department of Justice is responsible for assisting managers in making resourcing decisions, and providing them with policies and guidelines to facilitate those decisions.

The staffing function in headquarters is divided into two divisions, each headed by a Director who reports to the Director General (DG), HRPDD: Client Operations and Senior Management Services, and Corporate Programs. The Client Operations and Senior Management Services Division operates as a regional office for the National Capital Region and provides staffing services to managers for regular (non-executive) and executive positions. It currently employs approximately 45 staff in four client services units. One unit is dedicated to the staffing of executive and senior complement positions and the other three units each serve a number of portfolios and other corporate organizations for the staffing of regular positions. Footnote 1 The division has an operations and maintenance (O&M) budget of $182,600 for 2010-11.

The Corporate Staffing Unit within the Corporate Programs Division can be described as the national functional authority in staffing and resourcing matters. The organization chart for Corporate Programs provided at the time of the audit identified approximately 50 positions; however, a number of these positions were unoccupied, under review, or unfunded. The Corporate Programs Division has an O&M budget of $767,800 for 2010-11. The division is responsible for a number of functions, in addition to those related to staffing and resourcing (for which 3.5 FTEs had been allocated at the time of the audit). These other disciplines or programs include:

  • Human Resources Planning
  • Employment Equity and Duty to Accommodate
  • Official Languages
  • Data Integrity
  • HR systems
  • Legal Excellence Program
  • Recognition
  • HR and You development and maintenance

As the national functional authority in staffing and resourcing matters, Corporate Staffing Unit is responsible for developing staffing policies, guidelines, and instruments; monitoring the staffing framework; responding to central agency reporting requirements; implementing the Departmental Appointment Delegation Authority Instrument; and providing expert advice on staffing-related matters to the HR community (nationally) at the Department of Justice.

The overall mandate of both divisions is to ensure that appointments are made in accordance with the Public Service Employment Act and Regulations, respecting the values of fairness, transparency, access, and representativeness.

The key risk factors identified in developing the audit objectives and work plan included: the ability of the staffing function to respond to the growing demand for staffing services in a timely manner; the ability to provide useful advice and guidance to departmental managers; the level of efficiencies in the organization and in workload management; appropriateness and sufficiency of training provided to managers; the adequacy of information for decision making; compliance with central agency and departmental policies and standards; and lines of communication with other HR sections.

1.2 Audit Objectives and Scope

The overall objective of the audit was to provide assurance that the management framework for the Client Operations and Senior Management Services Division and the Corporate Programs Division is effective.

The scope of the audit focused on the practices, procedures, and activities relating to the management control framework, the reliability of information contained in information systems for decision making and accountability, the implementation of the staffing/resourcing function and interfaces with other Justice organizations.

The audit included activities related to staffing/resourcing at headquarters. The planning and on-site examination phases of the audit took place from July to October 2010. The audit followed the methodology set out in Appendix A.

Date modified: