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2001 December Report of the Auditor General of Canada
December 2001 Report—Chapter 3
Exhibit 3.1—Recruitment elements to consider in developing a human resource plan
1. Demographic data (global, by division, and by occupational group) and analysis of trends and impacts on the organization.
- Raw data on age, years of service, date of retirement eligibility, and other information such as departure trends, extent of internal movement (acting appointments, deployments, transfers, and assignments), use of contractors and temporary service agencies, and employment equity information.
2. Identification of staff shortages and anticipated vacancies by division, occupational category, and level, based on historical turnover rate, current and planned operational responsibilities, and validation of upcoming retirements.
- Identification of how to address shortages, surpluses, and anticipated vacancies through recruitment, succession planning, training and development, acting appointments, deployments, transfers, assignments, and return of employees from extended leave.
3. Development of a recruitment strategy to respond to issues raised.
- Clear and measurable recruitment-related goals and expectations to deal with the issues raised in the human resource plans.
- Detailed, measurable action plans to respond to issues raised, including costs, approaches to be undertaken, sources of supply of recruits, timing of activities.
- Specific accountabilities assigned for implementation of the plan.
- Structured follow-up and reporting on progress against plans.
4. Other areas that require departmental or service-wide action.
- Discussion of staff retention and the extent of departures and their reasons.