Principles & Policies for Managing Human Resources

2.1.0   Staffing Methods

POLICY

Selection of a staffing method to fill a position must uphold the staffing principles and the public interest.

 

APPLICATION

This policy applies when filling positions in the Manitoba government with the exception of technical appointments under section 32 of The Civil Service Act.

 

PRACTICES

An opportunity analysis must be conducted to identify the appropriate staffing method for a specific position or vacancy. 


Step 1: Review and if required update the position description

This is an opportunity to assess the needs of the organization, define the duties and responsibilities to be assigned to the position and the qualifications required to perform the work. Where there have been significant changes to the duties and responsibilities, the Compensation Services Branch must conduct a job evaluation to ensure the classification remains appropriate. (See 4.1 - Classification of Positions)


Step 2: Develop the selection criteria

The selection criteria must reflect the bona fide occupational requirements to ensure that work is performed safely, efficiently and effectively. (See 2.1.1- Selection Criteria).


Step 3: Give first consideration to individuals on the priority placement lists

Note: The following may not include all priority placement lists to be considered.

    1. Re-Employment and Employment Availability Lists: The Civil Service Act, Conditions of Employment Regulation and most collective agreements require that employees on the re-employment list (having been subject to lay-off or premature end of term within the previous 24 months), and employment availability lists (having been rejected on probation after appointment to a position in a different department within the previous year) be given first consideration for vacant positions in the civil service.

      A term employee who has been employed in the same position for one or more years of continuous service, and whose term expires or who is laid off before the end of a term of employment or completion of a job, is to be given consideration for re-employment to the position if it is to be refilled.
    2. Medical Accommodation: As an employer, the Manitoba government has a legislated requirement to accommodate employees who are medically unable to perform the full duties of their position.

      When a vacancy occurs, consult with the Supportive Employment Consultant to determine whether there are employees requiring an accommodation that are suitable for the vacant position.


Step 4: Hire from the established eligibility list

If an eligibility list was established and is still within the established timeframe, hire from the established eligibility list.
Candidates are taken off the list in their rank order as established by the competition. Sometimes candidates are ranked by their preference for geographical location. Candidates on the eligibility list are not notified of their ranking.


Step 5: Support the Manitoba government Diversity and Inclusion Strategy

Determine how the staffing method will support the Manitoba government Diversity and Inclusion Strategy and related department plan (See  2.1.3 - Employment Equity in Staffing)


Step 6: Analyze the labour market and develop a recruitment strategy

Analyze the internal and external labour market for the position and establish an area of search that will yield applicants from the target audience. Develop a recruitment strategy that will attract those potential applicants to apply. (See 2.2.2 Outreach Recruitment).


Step 7: Select a staffing method

Considering the results of the opportunity analysis, the staffing principles of merit, fairness and equity, as well as employee development and the public interest, select a staffing method from among the options described in following sections.

 

Competitive Appointment

Positions in the Manitoba government in most cases are filled through competitive appointment. A competitive appointment is based on a competitive examination of one or more candidates and includes subsequent or alternate appointment(s) from a competition or eligibility list. A competitive appointment must be authorized by the delegated staffing authority.

There are three types of competitions: open, closed, and internal.

      • Open competitions have the broadest area of search and are used when it is in the public interest to seek applications from the public. An open competition may also involve selecting from applicants from an inventory.
      • Closed competitions are restricted to regular, term and departmental employees. They are used when experience in government is considered essential to effective performance in the position and/or the position provides a career development opportunity for current employees.
      • Internal competitions are restricted to employees from a specific department or work area. They are used when the required skills can only be gained from specific experience in government and/or the position provides a career development opportunity for current employees. Internal competitions may be used where a vacant position is unavailable and outcome of the competition is to reclassify or second the successful candidate.

A recruitment strategy may also be developed to deliberately seek candidates who may not meet the full working level. In those situations, the selection board must consider the appropriate modifications to the selection criteria, classification, and advertise the developmental opportunity accordingly.

A competition may be held to establish an eligibility list. An eligibility list is a ranked listing of qualified candidates for a particular type of employment or job classification. The job opportunity advertisement must state the intent to establish an eligibility list as well as the duration that the eligibility list will be used. The job opportunity advertisement must also state if the eligibility list is being created to fill vacancies in specific geographical locations.

Eligibility lists are owned and managed by the Civil Service Commission and may be accessed to fill positions in other branches, divisions or departments, provided the positions being filled are comparable in classification and qualifications.

Eligibility lists are useful in several situations:

      • when significant turnover occurs in a classification,
      • when multiple vacancies exist for the same classification,
      • when future vacancies are anticipated.

The duration of an eligibility list can be for a defined period (e.g. six or 12 months), or open until the list is exhausted. An eligibility list may be cancelled prior to the expiry date (or the list being exhausted if applicable) if deemed appropriate by the selection board chair and in consultation with their Human Resource Manager.


Temporary Appointments

Temporary appointments may use direct or competitive appointment processes and must be authorized by the delegated staffing authority. Temporary appointment types include:

Acting Status
Acting status is the temporary assignment of an employee to the full duties of another position with a higher maximum rate of pay. When acting status is revoked, the employee returns to his/her original position and rate of pay.

Interchange
Interchange is an agreement between two organizations, involving the temporary assignment of an employee to the receiving organization while remaining in their home organization's staff year. Interchanges are possible between the Manitoba government (department, special operating agency, independent office of the legislative assembly) and another organization in the public, private or not-for profit sector.

Secondment
Secondment is the temporary assignment of an employee within their staff year to another branch, division, or department of the Manitoba government. Secondments are possible within or between core government departments, special operating agencies and independent offices of the legislative assembly.

Interim Reclassification
Interim reclassification is the temporary (for a limited and specific period of time) reclassification of a position when there is a significant change to an employee's position and the additional duties are at a higher level.

Casual
Casual employment means employment

    1. in which the employee normally works less than the full normal daily, weekly or monthly hours of work, as the case may be, and whose work schedule is irregular or non-recurring, or does not follow an ongoing, predetermined schedule of work on a regular and recurring basis, or

    2. in which an individual is engaged on the authorization of the Commission to perform work in order to prevent stoppage of public business or loss or serious inconvenience to the public.

Should a casual appointment be required for the staffing of urgent, temporary work assignments that are clerical in nature, the hiring manager must contact the Human Resource Director or Manager and request clerical placement. Duration of a casual appointment is restricted to a period of no longer than the equivalent of two (2) consecutive bi-weekly pay periods. If deemed appropriate, the Human Resource Director or Manager will proceed with the request.


Direct Appointment

Positions in the civil service may be filled by direct appointment under specific conditions. The candidate's qualifications are assessed against the selection criteria established for the position. A written rationale, authorized by the appropriate employing authority, is required for all direct appointments and should reference why the direct appointment is warranted including any impact on other employees. A direct appointment must then be authorized by the delegated staffing authority.


Administrative Appointment

Positions may also be filled by administrative appointment under specific conditions (see Appointment Matrix). An administrative appointment may occur when there is a requirement for employee reassignment or changes of an administrative nature. A written rationale authorized by the delegated staffing authority is also required.


ROLES AND RESPONSIBILITIES

Civil Service Commission

  • Monitor application of the policy through the staffing audit process.
  • Answer questions concerning the interpretation, application and administration of the policy.

Delegated Staffing Authority

  • Consider the needs of the organization, the staffing principles of merit, fairness and equity, as well as employee development and the public interest when approving the staffing method and competition type.

Hiring Managers

  • In consultation with a Human Resource Practitioner, conduct an opportunity analysis, and develop an appropriate recruitment strategy in accordance with the policy.
  • Consider the needs of the organization, the staffing principles of merit, fairness and equity, as well as employee development and the public interest when recommending a staffing method.

 

REFERENCES

This policy should be read in the context of the following and any other applicable legislation and policies:

  • The Civil Service Act, and Conditions of Employment Regulation
  • Manitoba government Code of Conduct
  • Government Employees Master Agreement and any other collective agreement
  • The Principles and Policies for Managing Human Resources
  • Technical Officers Designation Regulation
  • Appointment Matrix
 

 

Authority

  • The Civil Service Act, 3, 5, 8, 13-18, 21- 23, 32, 33, 35, 37
  • Civil Service Regulation 14
  • Executive Government Organization Act 16
  • GEMA, Articles 5:04, 6, 8, 11, 24, 67, Appendix D
  • The Manitoba Human Rights Code 12
  • Civil Service Commission Minute #CSC 03-18/19-2
  • Civil Service Commission Minute #CSC 8-14/15-7
  • Civil Service Commission Minute #CSC 14-09/10-8
  • Civil Service Commission Minute #CSC 14-96/97-15
  • Civil Service Commission Minute #CSC 12-98/99-8 (amended)
  • Civil Service Commission Minute #CSC 10-99/00-9 (amended)

Effective date  November 21, 1998

Revised: May 26, 2020; June 14, 2018; June 9, 2014

Table of Contents  -  Back to Top

 

Manitoba Civil Service Commission