Audit of Five Specific Staffing Processes - City of Ottawa
Audit of Five Specific Staffing Processes - City of Ottawa Audit of Five Specific Staffing Processes - City of Ottawa
Audit of Five Specific Staffing Processes In accordance with the Staffing and Selection Guide for Managers and Supervisors, the hiring manager is accountable for the hiring process, which is not subject to final “approval” by Human Resources. Human Resources will work with the hiring manager to ensure compliance with the process. Although this recommendation is based on an isolated case, the Finance department will implement new measures to ensure greater internal scrutiny to mitigate any perception of conflict of interest in its hiring practices. Recommendation 10 That the City ensure appropriate processes and controls are implemented with respect to the proper documentation and retention of competition files, and that the hiring managers and the Department of Human Resources fulfill their respective responsibilities in this regard. Management Response Management agrees with the recommendation, and it has been implemented. Human Resources have an approved Records Information Management (RIM) file that incorporates all aspects of the competition process and managers submit all of their competition files for inclusion on this official file. The Human Resources Consultant and/or Staffing Officer review the file upon receipt and request missing documents from the hiring manager. OAG COMMENT: The OAG considers that this recommendation should be forwarded to the Audit, Budget and Finance Committee for discussion. Recommendation 11 That the City implement higher standards and more objective practices relating to the hiring of temporary employees and summer students to ensure greater fairness and impartiality in the hiring process such as selection from prequalified job inventory lists. Management Response Management disagrees with the recommendation. Summer students are subject to a competitive process. Temporary hires are subject to various processes outlined in collective agreements and may include a competitive or non-competitive process, however, the hiring decision must be defensible under the collective agreement rules. Accordingly, management believes that this process is objective and has high standards. The exception to this process is for temporary positions of less than 14 weeks where the employee can be hired through a temporary agency, which has its own screening process. With respect to the proposal of a pre-qualified job inventory list, the City has a vast variety of jobs that would preclude developing and maintaining inventories Page viii Office of the Auditor General 2009 Annual Report
Audit of Five Specific Staffing Processes for temporary employees in all possible job turnover situations. In many cases, the hiring of temporary employees is subject to various considerations under collective agreement, such as acting appointments and recalls from layoff. Temporary employees may also be hired from temporary agencies under the City’s standing offer. Recommendation 12 That the City determine a maximum duration for acting appointments. Management Response Management disagrees with the recommendation. The Terms and Conditions of Employment (MPE in this instance) provide guidelines that indicate when an acting appointment should be posted, with an ability to recognize exceptions to meet operational requirements. It is management’s view that flexibility is sometimes necessary for operational requirements but has found that it is not often exercised. Conclusion While it is impossible to conclude unequivocally that any candidate received preferential treatment as a result of familial ties, there is no question that the circumstances of these cases clearly contravenes the intent and spirit of the policy on Hiring and Employment of Family Members. These cases serve as a classic example of what happens in the workplace when favouritism or perception of favouritism occurs in employment practices. Under normal circumstances, the results of the competitions would be overturned and new competitions held to uphold the broader objectives of fairness and integrity of the City’s hiring practices. Unfortunately, the passage of time has made this intervention untenable. These cases reflect a disregard of the policy and poor judgment on the part of several managers. Corrective actions taken to date were cosmetic and actually served to condone the inappropriate behaviour of all involved. There is a need for stronger actions now as none were taken at the appropriate time by those who had an opportunity and responsibility to act, and eliminate any conflict in order to protect the integrity of the City’s hiring and employment practices. The City needs to uphold the principles of its policies and convey the implications to everyone who is not in compliance with them. Acknowledgement We wish to express our appreciation for the cooperation and assistance afforded the audit team by management. Office of the Auditor General 2009 Annual Report Page ix
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<strong>Audit</strong> <strong>of</strong> <strong>Five</strong> <strong>Specific</strong> <strong>Staffing</strong> <strong>Processes</strong><br />
In accordance with the <strong>Staffing</strong> and Selection Guide for Managers and<br />
Supervisors, the hiring manager is accountable for the hiring process, which is<br />
not subject to final “approval” by Human Resources. Human Resources will<br />
work with the hiring manager to ensure compliance with the process.<br />
Although this recommendation is based on an isolated case, the Finance<br />
department will implement new measures to ensure greater internal scrutiny to<br />
mitigate any perception <strong>of</strong> conflict <strong>of</strong> interest in its hiring practices.<br />
Recommendation 10<br />
That the <strong>City</strong> ensure appropriate processes and controls are implemented with<br />
respect to the proper documentation and retention <strong>of</strong> competition files, and that<br />
the hiring managers and the Department <strong>of</strong> Human Resources fulfill their<br />
respective responsibilities in this regard.<br />
Management Response<br />
Management agrees with the recommendation, and it has been implemented.<br />
Human Resources have an approved Records Information Management (RIM)<br />
file that incorporates all aspects <strong>of</strong> the competition process and managers submit<br />
all <strong>of</strong> their competition files for inclusion on this <strong>of</strong>ficial file. The Human<br />
Resources Consultant and/or <strong>Staffing</strong> Officer review the file upon receipt and<br />
request missing documents from the hiring manager.<br />
OAG COMMENT: The OAG considers that this recommendation should be<br />
forwarded to the <strong>Audit</strong>, Budget and Finance Committee for discussion.<br />
Recommendation 11<br />
That the <strong>City</strong> implement higher standards and more objective practices relating<br />
to the hiring <strong>of</strong> temporary employees and summer students to ensure greater<br />
fairness and impartiality in the hiring process such as selection from prequalified<br />
job inventory lists.<br />
Management Response<br />
Management disagrees with the recommendation.<br />
Summer students are subject to a competitive process. Temporary hires are<br />
subject to various processes outlined in collective agreements and may include a<br />
competitive or non-competitive process, however, the hiring decision must be<br />
defensible under the collective agreement rules. Accordingly, management<br />
believes that this process is objective and has high standards. The exception to<br />
this process is for temporary positions <strong>of</strong> less than 14 weeks where the employee<br />
can be hired through a temporary agency, which has its own screening process.<br />
With respect to the proposal <strong>of</strong> a pre-qualified job inventory list, the <strong>City</strong> has a<br />
vast variety <strong>of</strong> jobs that would preclude developing and maintaining inventories<br />
Page viii Office <strong>of</strong> the <strong>Audit</strong>or General 2009 Annual Report