# Presentation: 945083

## Universal Classification Standard(UCS) 

**Treasury Board        Secrétariat  du****Secretariat****	****          Conseil du Trésor**

- Universal Classification Standard(UCS)

*Strategic Compensation*
* **Conference 2000**                  *
*Washington, D.C.*
*August 28, 2000*

## Presentation highlights

- Canadian Federal Government at a glance
- Why classification reform
- Challenges faced and remaining
- How we are doing it
- Who needs to be satisfied
- What’s in the Standard
- Life after conversion

## Treasury Board role

*As employer:*
- provide for a modern productive, representative public service
- terms and conditions
- classification standards
- pay and benefits
- collective bargaining
- official languages requirements
- employer policies and programs

## Treasury Board role

*As Management Board for the*
*   **Public Service:*
- - HR management and support which is:
-  simpler
-  faster
-  less costly
-  flexible
-  built on contemporary workplace values
-  results-driven
-  directed at accountability

## What’s wrong with current classification system?

*It is:*
-  outdated, overly complex and costly
- does not value the work of a modern, knowledge-based Public Service
- impedes managerial flexibility and employee mobility
- requires too many HR transactions
- does not comply with the Canadian Human Rights Act, thereby creating costly pay equity liability

## What the new standard will accomplish

*UCS will:*
- update the basis for HR management to reflect modern workplace values and practices
- introduce the practice of equal pay for work of equal value and eliminate costly pay equity liability
- streamline collective bargaining and
- trigger fundamental changes in other related HR systems

## UCS goals

-    Universal
-    Gender Neutral
-    Simple

## Public Service Classification System

- Occupational Groups
- Systems Integration
- Technical Tools
- Application Training
- Application Guides
- UCS Standard
- Portfolios
- Policy

**Notes:**
UCS is only one components of the whole public service classification system.  The classification system includes:
The UCS Standard
Training
Technology (PCIS, GTS, Description Plus)
Model Work Descriptions
Guides (work description writing, work evaluation, readiness, training ...)
Systems Integration (PSC, labour relations)
Policies / directives
Monitoring and audit (Portfolio)
Occupational Groups

## Challenges faced & overcome

*Completed*
-  Standard design Validation
-  Classification & Redress Policy
-  Weights		  Levels
*In Progress*
-  Departmental application, including monitoring
-  Compensation model development
-  Costing		 Organization redesign
-  Change Management strategies
- Other supporting classification and HR-related policies

## Remaining challenges 

*Still to do:*
* ****  **Negotiate pay rates*
* ****  **Finalize implementation approach*
* ****  **Seek Ministerial approval*
***  **Convert to new standard*
***  **Manage grievances*

## How are we doing it?

- 	   Training
- 	   Work Description Writing
- 	   Work Evaluation
- 	   Relativities

## Who needs to be satisfied?

- Deputy Heads and Departments
- Unions
- Canadian Human Rights Commission
- Office of the Auditor General
- External Organizations

## What is valued under UCS factors?

- Universal factors, elements & rating scales
- Gender neutrality principles
- Point rating plan, based on work features, not tasks

- Four factors from the Canadian Human Rights Act:
- Responsibility
- Skill
- Effort Working Conditions
- 16 Elements

## UCS project timelines

- Design & development:  1996 -1998
- Get the application right:  1998 - 2000
- Share results with employees: advance
-       notification & change management:  2001
- Collective bargaining
- 	   & conversion:  2201-2002

## Post-UCS conversion vision

- There is a clear, transparent work description and evaluation process -- managers and employees know the responsibilities assigned and how to apply UCS
- Employees and managers understand how and why their job has been evaluated at the assigned level and how their work relates to the business of government

## Post-UCS conversion challenges

- Developing a new compensation structure that balances our core principles of positioning ourselves with the outside labour market, affordability and of equal pay for work of equal value
-  Helping unions, managers and employees manage the resulting change
- Communicating project progress and defending employer position in an increasingly public forum
- Managing the changes to the traditional organizational hierarchy, the latter organization and impacts on employees

## Life after conversion to UCS

- All HR systems are supportive of
-     each other
- Fewer occupational groups respect union affiliation and permit great mobility
- The UCS is seen to be and is a step forward in reform of HR management

## Find out more about UCS

*Visit our public Web site at*:
- http://www.tbs-sct.gc.ca/ucs-ngc
- 