Human Resources Management Priorities
As outlined in the Report on Plans and Priorities 2016-17, the RCMP's Human Resources Sector focused on six critical initiatives: health modernization; categories of employees; resourcing; pay modernization; Regular Member labour relations; and employee safety.
First, as a critical component of health modernization, the RCMP enhanced its Disability Management and Accommodation Program to ensure that ill or injured members who remain at or return to work regain an optimal level of health. The program was designed to incorporate best practices in disability management including early intervention. It presents a consistent, fair, and proactive approach to address member accommodation needs and ensures access to support services throughout the recovery process. Several initiatives were key to strengthening disability case management and return-to-work policies: realigning roles and responsibilities; providing members and supervisors with a primary point of contact; and keeping the lines of communication open throughout the process. In addition, the focus shifted from a reactive process to a proactive, team-based approach, providing consistency across the organization. As of March 31, 2017, 25 Disability Management Advisors and eight Disability Management Coordinators were hired as points of contact across the RCMP. In addition, the RCMP Health Benefits Program completed the review and development of several policy provisions and tools to align with modernization efforts of the RCMP's Occupational Health and Safety programs.
Moreover, the RCMP continued to work with Public Safety to meet the Minister's mandate commitment to develop a coordinated national action plan on post-traumatic stress disorder. Notwithstanding the Disability Management and Accommodation Program, work was also undertaken on a 10-year longitudinal research study of RCMP cadets, with the intent to identify variables that may be associated with the development of operational stress injuries. The results will aid in the development of relevant health programs and approaches – including early identification and intervention – to minimize the effects of or reduce mental health injuries. An RCMP support program for Occupational Stress Injuries was also developed to provide support and skills development training to serving and retired members, as well as civilian members and public service employees who have an occupational stress injury. The RCMP also launched a study into the use of peer support for occupational stress injuries. As a result of the study, an RCMP-specific program was recommended and funded for one year with the intention of making this program permanent.
Categories of Employees
As of April 26, 2018, civilian members of the RCMP will be deemed public service employees. In preparation for this critical date, the RCMP continued to advance the Categories of Employee Project, which was designed to support a more effective and efficient human resources regime. Work focused on finalizing on-boarding strategies for both business and technical transformation. Key activities also progressed, such as data validation in RCMP systems and the readiness of Public Services and Procurement Canada to implement changes related to pension, pay, and insurance systems.
Recruiting modernization continued as a key area of attention, with the focus on providing ongoing support to ensure a steady supply of regular members to the RCMP and also to streamline processes and approaches to realize business efficiencies.
From March 2016 to March 2017, the RCMP received 14,637 applications, which represents an average of 1,220 applications a month or 40 applications daily. All regular member applications are submitted online via the Public Service Resource System (PSRS); approximately 16% are now screened out because of the qualifying questions built into the system. This is a key improvement as screening out early in the process those who otherwise would not qualify for the RCMP allows the organization to focus on those candidates best positioned to be successful. The submission of documents for the application process was also improved by having qualified applicants submit their selection package documents using epost Connect. Any manual input work previously required by processing centre personnel has been removed, thereby allowing recruiting staff to focus on the movement of files through the process. The use of business intelligence has also enhanced reporting capabilities and insight into key analytical information, such as the latest applicant processing times and a summary of loaded troops at national or divisional levels.
Additionally, effective May 1, 2016, applicants with a two-year college diploma from a recognized post-secondary institution were no longer required to write the RCMP Police Aptitude Test (RPAT). This represented an expansion of the exemption provision already in place for university graduates, effective June 2015. In 2016-17, 65% of all applicants indicated they had the requisite degree or diploma that exempted them from this stage of the recruiting process (university graduates comprised 26% of applicants/two-year college graduates totalled 39%), leaving only 35% of applicants to write the RPAT. Between March 2016 and March 2017, 2,632 applicants wrote the RPAT; the average weekly volume of RPAT writers decreased to 70.
In addition to efforts taken to modernize regular member recruiting, the Public Service Staffing Action Plan was developed and implemented across the organization. Under this plan, managers were trained and sub-delegated Public Service staffing authorities, bringing greater managerial discretion and flexibility to the hiring process. As of March 31, 2017, over 250 new hiring managers were trained and sub-delegated, with an additional 200 managers trained by June 30, 2017.
The RCMP continued to work to resolve pay administration issues. Internally, the RCMP reprioritized resources to troubleshoot Phoenix pay issues, supported public service employees and reservists, and assisted the Public Service Pay Centre with certain pay transactions. Externally, the organization redeployed resources to the Public Service Pay Centre and Public Services and Procurement Canada Satellite Pay Office to focus on RCMP pay issues. The RCMP actively supported the integration of Phoenix-related business processes to ensure that all public service employees were provided timely and accurate pay.
Regular Member Labour Relations
The RCMP continued to develop and implement a labour relations legislative framework for regular members and reservists. Bill C-7, the Public Service Labour Relations Act, received Royal Assent in June 2017. It outlined the parameters for a new labour relations regime, which included the following elements:
- A single, national-in-scope bargaining unit comprised of regular members appointed to a rank and reservists;
- The exclusion of officers at the Inspector level and above from representation;
- The requirement that, to be certified, an RCMP bargaining agent must have as its primary mandate the representation of regular members;
- Independent, binding arbitration as the dispute resolution process for bargaining impasses, with no right to strike; and
- The Federal Public Sector Labour Relations and Employment Board (FPSLREB) will be the administrative tribunal for matters related to regular member and reservist collective bargaining, as well as grievances related to a collective agreement.
In April 2017, the Quebec Mounted Police Members' Association (Association des Membres de la Police Montée du Québec) and the National Police Federation applied to the FPSLREB for certification as bargaining agents for RCMP regular members and reservists. The FPSLREB will hold a hearing on the two applications in the coming months.
An Occupational Safety Strategy was developed both as a response to current and emerging events and to positively impact on the health and safety of RCMP employees.
In support of its commitments to public and police safety, the RCMP also developed national learning products that centred on two main categories: priority initiatives in response to the events in Moncton, New Brunswick in 2014, and fentanyl/unknown substances initiatives. The National Use of Force portal was created to act as a repository for all information related to training initiatives. Several courses were also designed and implemented in 2016-17 including: Body Armour; Carbine; Conducted Energy Weapon; Cover and Concealment; Immediate Action Rapid Deployment; and Immediate Action Rapid Deployment Outdoor Active Threats. Additional online courses under the fentanyl/unknown substances initiative provided regular members not only with the knowledge and skills to identify common illegally used street drugs, but also to effectively take command and control of a critical incident.
- Date modified: