SURVIVING BOARDS:

OUTLEARN, OUTPERFORM, OUTLAST!

CONTENTS

NEW TERMINOLOGY
POOLS VS. ELIGIBILITY LISTS
NEW AREAS OF SELECTION

PHASE 1: YOUR APPLICATION

A. The poster: what’s on it?

Collective Staffing Processes
Sample Poster
B. Demystifying the “SMC”
How do I get screened in?
Sample SMC
C. Cover letters & résumés that get you
screened in
Not sure what to say? Try these verbs to
describe your skills
D. Checklist…

PHASE 2: PREPARING FOR THE BOARD

E. Getting ready: what do I study?

F. Surviving the board itself
G. References that make the difference
H. Informal discussion: the new “post-board”

Surviving Boards 2006 1

ACKNOWLEDGEMENTS

The original Surviving Boards document was created in 2003 by YMAGIN

Ontario, an internal council of 15 youthful employees of Human Resources
Development Canada, who represented various classifications and
geographic perspectives across Ontario. Surviving Boards is a tool
designed by employees, for employees, to provide greater
awareness about the assessment process on a step-by-step basis. The
original content was reviewed by HRDC Staffing Consultants for adherence
to the staffing policies and procedures of the former Public Service
Employment Act.

Surviving Boards was updated in May 2006 by Tanya Marwitz (Programs

Officer, Service Canada) with valuable input from Zoé Alschuler (HR
Advisor, Transport Canada) and other colleagues at Service Canada. While
much of the guidance around résumé preparation and studying tips remains
the same, some content has been modified to reflect the policies and
procedures of the new Public Service Employment Act (PSEA) that came into
effect on December 31, 2005.

For more detailed information, please consult the resources available on-
line through the Public Service Commission, the Public Service Human
Resources Management Agency, or within your own department or agency.

We hope that you find this document useful when applying, studying and
succeeding within any assessment process in the Federal government. Feel
free to forward it widely to other departments and agencies within your
networks.

To share your comments or suggestions, please e-mail

tanya.marwitz@servicecanada.gc.ca

Surviving Boards 2006 2

NEW TERMINOLOGY
The new Public Service Employment Act (PSEA) introduces new terminology and
staffing and recourse processes. We all need to understand these changes so we
know how to participate in the staffing system. The PSEA allows a variety of staffing
approaches to help departments and agencies meet their different organizational
requirements. Human resources planning will help to guide managers in their choice
of processes and appointments.

New terminology Old terminology

Advertised appointment process Competition
Internal advertised appointment process Closed competition
External advertised appointment process Open competition
Non-advertised appointment process Appointment without competition
Internal non-advertised appointment process Appointment without competition
External non-advertised appointment process Named referrals
Statement of merit criteria and conditions of Statement of qualifications
employment
Complaint to the Public Service Staffing Tribunal Appeal to Public Service
Commission
Pool of qualified candidates Eligibility list
Informal discussion Post-board feedback
Assessment board Selection board
Specified Period or Indeterminate Term or Indeterminate
Right fit Most qualified

POOLS VERSUS ELIGIBILITY LISTS

There are several key differences between pools of candidates and eligibility lists:

NEW: Pools of qualified candidates OLD: Eligibility lists

No ranking of candidates.
A successful candidate may receive multiple
job offers from the same pool
Successful candidates will have varying
degrees of qualifications. All will have met
the essential qualifications but some may
have other asset qualifications as well.
The hiring manager can select any
candidate from the pool who meets, at the
minimum, the essential qualifications. The
manager may also use asset qualifications,
organizational needs and/or operational
requirements as a screening tool or as a
deciding factor in choosing the person to be
appointed.
A pool of qualified candidates could be
shared among business lines or other
departments/agencies, if advertised.
Candidates were ranked from highest to
lowest score on the board.
Typically, a successful candidate was
only given 1 offer from an eligibility list.
Successful candidates met the same
basic criteria on the Statement of
Qualifications.
The hiring manager would have started
the staffing process by offering the
position to the highest ranked candidate
on the list. If the top-ranked candidate
accepted the only position available,
there would have been no further
opportunities for others on the list.
An eligibility list was usually created for a
specific department/agency, often
targeted at a specific work unit.

Surviving Boards 2006 3

NEW AREAS OF SELECTION
External advertised process:

As of April 1, 2006, the "Who can apply" on external advertisements for officer-level
positions (all groups except CR, ST, GL, GS) in the National Capital Region has been
expanded to include the Canadian public across the country. This change applies to
positions within federal organizations whose appointments in the public service are
made in accordance with the Public Service Employment Act (PSEA). For more
information, including the definition of "officer-level" positions, visit:
http://www.psc-cfp.gc.ca/centres/naos-znds/faq_e.htm

As of April 1, 2007, the area of selection will be national for all advertised external
appointment processes in all regions.

The area of selection is now determined according to a standard radius that has been
established for each region. The local radius for Ontario is 125 km. For example,
the City of Kingston, Ontario now falls into the area of selection for positions posted
in the National Capital Region.

Internal advertised process:

"Employees" versus "persons employed"

- "Employees" refers to all departments/agencies in the Financial Administration Act

schedules I, I.1, IV, and V
http://www.campusdirect.gc.ca/e/eaa_e.asp

- "Persons employed" refers to all "employees" as well as persons employed by

designated organizations pursuant to section 35(4) of the new PSEA.

Surviving Boards 2006 4

PHASE 1. YOUR APPLICATION

A. THE POSTER: What’s on it?

The poster advertises an appointment process, has a standard template and is

posted electronically

Posters for internally advertised processes, deployments, assignments,

secondments and acting appointments are available on Publiservice and are only
open to existing staff of the Federal Public Service
https://jobs-emplois.psea-lefp.publiservice.gc.ca/ind100.do?lang=en

TIP: Save time on searching - use the “CareerWatch Notification” system

to automatically receive e-mail notices of jobs that interest you!

Posters for externally advertised processes for specified and indeterminate period
appointments are open to the public and are available on http://jobs.gc.ca

TIP: Save time on searching - use the “Job Alert” system to

automatically receive e-mail notices of jobs that interest you!

Collective Staffing Processes

A collective staffing process allows managers in one or
more organizations to work together to staff multiple
positions with similar requirements. For example, several
managers who are looking to staff clerical positions or
highly specialized positions may work jointly to coordinate
one staffing process to fill a number of these positions. In
order to do this, a generic appointment process or a pre-
qualified pool would be indicated on the job notice. One
generic process may be used for multiple departments and
agencies. You will need to pay close attention to the
advertisements because one staffing process may be used
to fill a number of positions with similar requirements.

Surviving Boards 2006 5

 ***SAMPLE POSTER***

Public Service Staffing

Advertisements & Notifications
Job Opportunity Advertisement
Position Information
Selection Process Number: 06-MOT-CCID-OTT-7262
Position Title(s): Analyst, Environmental Policy and Analyst,
Freight Transportation
Classification(s): ES - 04
Salary: $64,401.00 - $74,288.00 per year
Federal Organization(s) -
Sub-Organization(s): Department of Transport - Environmental Affairs
Location(s): Ontario - Ottawa
Type of Advertisement: Indeterminate, Acting, Specified
period, Deployment, Assignment, Secondment

The tenure “indeterminate” means permanent. The new expression

“specified period” replaces the old expression “term”. This poster
indicates that multiple tenures could be offered.

Anticipated number of position(s) that may be staffed with this advertised

process: 5

Intent / Result of this process: The pool of qualified candidates may be used to
staff similar positions with various tenures.

Area of Selection / Closing Date

Are you within this area of
Open to: Employees of Transport Canada across selection? If not, you will be
Canada and employees of the Public Service in the screened out immediately.
National Capital Region.

The Public Service of Canada is committed to building a diverse workforce reflective

of Canadian society. As a result, it promotes employment equity and encourages
women, Aboriginal persons, persons with a disability and members of visible minority
groups to apply.

Closing Date: Monday, May 1, 2006

Applications submitted using the "apply-online" button below can be submitted until
23:59 (Pacific time) on the closing date of this Job Opportunity Advertisement

Surviving Boards 2006 6

 Merit Criteria
Personal information is collected only for the purpose of appointment as required. In
respect of transparency, the application of merit criteria, including asset
qualifications and organizational needs, such as achieving a representative
workforce, may be shared during the appointment process.

View the complete Statement of Merit Criteria & Conditions of Employment.

Essential Qualifications
Applicants must clearly demonstrate on their application that they meet all the
following essential criteria and are within the area of selection. Failure to do so may
result in the rejection of your application.

Graduation with a degree from a recognized university with

Do you meet ALL acceptable specialization in economics, statistics, sociology, or in a
of the Education field related to the position.
and Experience
requirements?
NOTE: Candidates must always have a university degree. The
courses for the specialization do not necessarily have to be part of a
If not, you will be degree program in the required specialization. The specialization in
screened out economics, statistics or sociology may also be obtained through an
immediately.
acceptable combination of education, training and/or experience.

Experience in monitoring and assessing issues and policies to

determine their impact on Canada’s environment and economy.
Experience in conducting research and coordinating and preparing papers or
strategies.
Experience in liaising with senior government, industry representatives or non-
government organizations or participating in multi-disciplinary working group.
Experience in analyzing policy issues related to transportation or the environment.
Experience in working on environmental or transportation issues both within a
domestic and international context.

Official Language Proficiency: Various Language Requirements

Other Official Language Do you have valid official language results from the Public
Information: Service Commission (PSC) at this level or higher? If not,
tests will be arranged for you to determine your Second
Language proficiency level.
Bilingual imperative BBB/BBB
If you wish to be considered for the English Essential
English Essential position(s), and English is your first language, no tests are
required.

Applicants must demonstrate on

their application that they meet the following criteria.

Surviving Boards 2006 7

Asset Qualifications

Master's degree with acceptable specialization in economics, sociology, environment

or a field related to the position.

Experience in developing sustainable development policies and/or strategies.

Experience in providing information to senior management.

Organizational Needs Do you meet any or all of the Asset Qualifications,

Increase visible minority representation.
Operational Requirements
Organizational Needs and Operational Requirements?
Clearly describe them in your cover letter and résumé.
They are not essential to qualifying in the process but
they will give you a competitive edge when a manager
staffs from this pool.

Some Travel;
Willingness to work overtime when needed.

Conditions of Employment
Reliability and Security: Secret
Other Conditions of Employment:
You do not need to have reliability status at the
time of applying. The application for security
clearance will be initiated by the department or
agency before the appointment can take place.

NCRK-21945: Enhanced Reliability

Duties

Analyst, Environmental Policy (Sustainable Development) Undertakes studies and

analyses in support of the development and implementation of Transport Canada's
sustainable development strategies, policies and initiatives. Provides advice,
guidance and recommendations to senior management, other government
jurisdictions, stakeholders and the transportation industry on sustainable
transportation policy/program issues affecting national transportation.

Analyst, Environmental Policy (Climate Change) Provision of environmental, social

and economic studies and analyses in support of the development and
implementation of Transport Canada's sustainable transportation strategies, climate
change policies and initiatives, and provision of advice, guidance and
recommendations to senior management, other government jurisdictions,
stakeholders and the transportation industry on program/policy issues affecting
national transportation.

Analyst, Freight Transportation (Environmental Initiatives) Provision of

environmental, social and economic studies and analyses in support of the
development and implementation of Transport Canada's climate change initiatives
and programs and provision of advice, guidance and recommendations to senior
management, other government jurisdictions, stakeholders and the transportation
industry on programs issues affecting national transportation.

Surviving Boards 2006 8

General Inquiries
Name: Jane Smith This general inquiries person can
Title: Human Resources Advisor answer questions about the
Telephone: 613 555-1234 Ext. 1 requirements of the position and
would be the person to contact
Fax: 613 555-5678
throughout different stages of the
E-mail: Jane.Smith@transport.ca assessment process, if necessary.

Send Application To:

Name: Staffing Operations, Joseph Jones
Title: Human Resources Assistant
Address: 123 Sparks Street, Tower 1 Address your cover letter and
Ottawa, Ontario, K1A 2A3 application to this person.
Telephone: 613-555-1112
Fax: 613-555-2223
E-mail: Staffop@transport.ca
Read ALL Information Notes carefully. Failing to
Other Information (Notes) follow these notes may result in being screened out!
Please identify clearly your substantive
group and level and your employment status on your resume and/or application
form.
An assignment/secondment or an acting appointment is a temporary resourcing
option. The approval of your substantive supervisor may/will be required before an
offer can be made.
Please ensure that your Personal Record Identifier (PRI) is included in your
application.
Indeterminate employees at the same group and level or equivalent may be
considered for deployment. If no deployment is made, applicants from other groups
and levels will be considered in the advertised appointment process.
A written examination may be administered.
Candidates must meet the essential qualifications to be appointed to a position.
Candidates may/will be required to meet the asset qualifications or the
organizational needs, depending on the requirements of the specific position being
staffed.
As an equal opportunity employer, the Public Service of Canada is committed to
accommodating the needs of persons with disabilities. If you have any health or
physical limitations, which may adversely affect your performance during any phase
of the appointment process, please identify any accommodation needed.
The Public Service of Canada recognizes that the diversity of its employees'
population contributes to its strength and integrity. We are committed to achieving
employment equity and developing a highly capable workforce that is representative
of Canadian Society. We therefore encourage women (especially in non-traditional
occupations), Aboriginal peoples, persons with disabilities, and members of visible
minority groups to apply and declare themselves as part of one or more of the above
mentioned Employment Equity Designated Groups.
Persons are entitled to participate in the appointment process in the official language
of their choice. Applicants are asked to indicate their preferred official language in
their application
Acknowledgment of receipt of applications will not be sent; we will contact
candidates when the screening process is completed.

Surviving Boards 2006 9

B. DEMYSTIFYING THE “SMC”
The Statement of Merit Criteria and Conditions of
Employment (SMC) is designed by the manager
and is based on the work involved, the future
needs of the organization, and the context in
which the job is to be performed. There is a
distinction between the responsibilities of the
manager and those of the Assessment Board.
For example, only the manager can establish or
change qualifications, while only the Assessment
Board can assess the qualifications.

The SMC identifies which qualifications are

essential and which ones are assets. According
to the new Public Service Employment Act
(PSEA), all essential qualifications require an
individual pass mark. Think of the SMC as
having two phases: what you are screened in on
and what you have to demonstrate during the
competitive process.

TIP: it is best to refer to all of the qualifications, organizational needs and

departmental requirements that are listed on the SMC. Make it easier for
the manager to see everything that you have to offer!

HOW DO I GET SCREENED IN?

Include the classification, assessment process number and position title in your cover
letter. Screening is the review and assessment of applications to determine who
sufficiently possesses the required qualifications, as set out in the SMC and who does
not. Any qualification or combination of qualifications can be used as a screening
factor during the assessment process.

Screening is usually a binary process: the candidate does meet or does not meet
the requirements (e.g. area of assessment, closing date for receiving the application,
education, occupational certifications, training, experience). If you have what is
required, you’re in. If you do not, you’re out.

If the poster uses words like “significant” or “recent” experience, ask the contact
person for a clarification. Does it have to be experience gained at this particular
department? You should be prepared to fully describe the nature and duration of
your experience.

You must CLEARLY demonstrate EACH element of the screening criteria in your
résumé and cover letter in order to be screened in and to be considered further in

Surviving Boards 2006 10

the assessment process. If the Assessment Board has determined that you do not
sufficiently possess a qualification (or combination of qualifications), you may
be eliminated from the process.

If the poster asks you for a written narrative to summarize one or more required
elements, consult with the contact person to clarify exactly what is needed.
False assumptions could get you screened out!

The first half of the SMC looks a lot like the poster: this is what gets you screened in
or screened out:
***SAMPLE SMC***

Public Service Staffing

Advertisements & Notifications
Statement of Merit Criteria & Conditions of Employment

Selection Process Number: 06-MOT-CCID-OTT-7262

Position Title(s): Analyst, Environmental Policy and Analyst,
Freight Transportation
Classification(s): ES - 04
Federal Organization(s) -
Sub-Organization(s): Department of Transport - Environmental Affairs
Location(s): Ontario - Ottawa
Essential Qualifications:

Graduation with a degree from a recognized university with acceptable specialization

in economics, statistics, sociology, or in a field related to the position.
NOTE: Candidates must always have a university degree. The courses for the
specialization do not necessarily have to be part of a degree program in the required
specialization. The specialization in economics, statistics or sociology may also be
obtained through an acceptable combination of education, training and/or
experience.

• Experience in monitoring and assessing issues and policies to determine their

impact on Canada’s environment and economy.
• Experience in conducting research and coordinating and preparing papers or
strategies.
• Experience in liaising with senior government, industry representatives or
non-government organizations or participating in multi-disciplinary working
group.
• Experience in analyzing policy issues related to transportation or the
environment.
• Experience in working on environmental or transportation issues both within a
domestic and international context.

Surviving Boards 2006 11

The second half of the SMC is the basis for assessing candidates throughout the rest
of the process:

***SAMPLE SMC CONTINUED***

Knowledge of domestic and/or international issues pertaining to sustainable
development and/or the environment, such as climate change, and their impact on
Canada’s transportation sector and economy.

Knowledge of federal government policies and/or legislation related to transportation

and the environment.

Knowledge of Canada’s transportation sector.

Ability to communicate effectively orally.
Ability to communicate effectively in writing.
Ability to synthesize issues and integrate positions.
All of these items (knowledge, abilities and
personal suitability) will be tested,
measured or evaluated in some way during
the assessment process. Be prepared to
address each of these items during the
assessment.

Ability to conduct research.

Ability to manage a workload.

Effective interpersonal skills.

Judgment.

Dependability.

Initiative.

NOTE:
1. Candidates must achieve a passing score for each of these qualifications in order
to qualify.

2. Interested persons must meet each essential qualification to be appointed to the

position. However, a person may be appointed to the position even though he/she
does not meet any or all of the asset qualifications, operational requirements or
organizational needs. However, meeting these criteria is desirable and may be a
deciding factor in choosing the person to be appointed.

Official Language Proficiency:

Various Language Requirements

Other Official Language Information:

Bilingual imperative BBB/BBB

English Essential

Surviving Boards 2006 12

 ***SAMPLE SMC CONTINUED***
Asset Qualifications:

Master's degree with acceptable specialization in economics, sociology, environment

or a field related to the position.

Experience in developing sustainable development policies and/or strategies.

Experience in providing information to senior management.

Knowledge of federal environmental priorities and directions.

Knowledge of economic and/or policy analytical methods and techniques.

Thoroughness

Operational Requirements: These additional items (asset

qualifications, operational
requirements and organizational
Some Travel;
needs) may be tested, interviewed
Willingness to work overtime when needed. or measured in some way during
the assessment process. It is a
Organizational Needs: good idea to reference any or all of
these items in your application, if
you can meet them. However,
Increase visible minority representation. these items are not required in
order for you to be screened in.

Conditions of Employment:

Reliability and Security: Secret

Other Conditions of Employment:

Enhanced Reliability (1 position)

***END OF SAMPLE SMC***

Surviving Boards 2006 13

 C. COVER LETTERS & RÉSUMÉS THAT GET
YOU SCREENED IN
DO! DON’T!
Type your name and the competition Don’t use any smaller than size 10 font
number at top or bottom corner of every for the body of the text (12 is best).
page (size 8 or 10 font).
Emphasize job titles, roles, Don’t include or emphasize things that
responsibilities, links between your job are not relevant to the position for which
and the work of others. Include your you are applying.
volunteer experience if it is relevant to
the job for which you are applying.
Be sure to include the classification of
your substantive position, status (term or
indeterminate) and department/agency.
Use action words to explain the concept Don’t start every sentence or paragraph
(see the verb list attached or consult a with “I”.
thesaurus).
Stick to one font type throughout the Don’t fold or use long paper: always
document. Use bold, underline or italics submit in a proper envelope for 8.5 x 11”
occasionally for effect. Use a simple paper. Don’t write your whole text in
layout with headings in capitals or larger bold or italics.
font as needed.
If submitting hardcopy applications, Don’t fold or use legal-size (8.5 x 14”)
always submit in a proper envelope for paper.
letter-size paper (8.5 x 11”).
Use plain or lightly-coloured paper and Don’t use brightly coloured or textured
paper clips for multiple pages. paper as it will not photocopy well.
ALWAYS proof-read yourself and ask a Don’t include so much detail that
friend to look it over for spelling, important points are buried in the text.
grammar and style. Find someone with
experience in screening résumés and ask
him/her to review your application to
make sure you have covered all required
elements.
Make the résumé and cover letter unique Don’t use the same résumé or cover
to the job you’re applying for: use the letter for each job!
Statement of Merit Criteria to determine
which experiences you should include
and in which order.
Describe in detail the projects, initiatives Don’t just re-state the points on the
and committees that you have worked poster. Board members want to see
on, with a focus on the results achieved. concrete/tangible results of your success.
ALWAYS read through your résumé and Don’t emphasize whether positions were
cover letter the night before your paid or voluntary: it’s the experience that
interview/test! counts!

Surviving Boards 2006 14

NOT SURE WHAT TO SAY?
TRY THESE VERBS TO DESCRIBE YOUR SKILLS!
Accomplish Communicate Edit Inform Originate Report
Achieve Compare Encourage Initiate Participate Represent
Adapt Conceive Enlarge Innovate Perceive Research
Adjust Conceptualize Enlist Inspect Perform Resolve
Administer Conciliate Establish Install Persuade Review
Advertise Conduct Estimate Institute Plan Revise
Advise Consult Evaluate Instruct Present Scan
Affect Contract Examine Integrate Preside Schedule
Analyze Control Exchange Interpret Problem Screen
Anticipate Cooperate Execute Interview solve Select
Apply Coordinate Expand Investigate Process Serve
Approve Counsel Expedite Invent Produce Speak
Arrange Create Facilitate Lead Promote Standardize
Assemble Decide Familiarize Maintain Propose Stimulate
Assess Define Forecast Manage Provide Summarize
Assign Delegate Formulate Manipulate Publicize Supervise
Assist Demonstrate Generate Mediate Publish Survey
Attain Design Guide Moderate Recommend Synthesize
Budget Detail Hire Modify Reconcile Systematize
Build Determine Identify Monitor Record Teach
Calculate Develop Implement Motivate Recruit Team Build
Catalogue Devise Improve Negotiate Rectify Transmit
Chair Direct Increase Obtain Redesign Update
Clarify Distribute Index Operate Relate Utilize
Collaborate Draft Influence Organize Renew Write

9 Rule #1: BE SPECIFIC AND THOROUGH IN YOUR EXAMPLES. Make it easy for
the assessment board members or Human Resource Assistants who are doing the
screening. They may be reading anywhere from 5 to 1500 applications for the
same position.

9 Rule #2: Use appropriate paragraph headers to draw attention to key areas of
your application. MAKE SURE YOU HAVE COVERED ALL REQUIRED
ELEMENTS in the Statement of Merit Criteria.

9 Rule #3: Assume your assessment board knows nothing about you, even if a
assessment board member is your current manager or supervisor.

9 Rule #4: If you do not write it down, the assessment board can not screen you
in. It isn’t good enough to just list job titles. You have to explain what you did
and how it CLEARLY meets the requirements.

9 Rule #5: Have someone check over your résumé. Try handing it to a colleague
or friend and give them only 30 seconds to read through it. What stands out: is it
your education? your experience? the dates you worked? Is this the impression
that you wish to give to the board members?

Surviving Boards 2006 15

 D. CHECKLIST

WAIT! Before you hit “send” or hand it all in…

9 Look at the experience elements: did you check

with a contact person or board member to
define words like “recent” or “significant” ?

9 Has your cover letter been proofread for

grammar AND spelling? Try reading your
résumé backwards from the end to the
beginning to see if you missed any words!

9 Is your résumé updated and are the

experiences listed relevant to the position?

9 Look at the Notes section of the poster: are

there any special tests, documents or previous test scores you need to include?

9 Have you got them all prepared and attached, if necessary?

9 Are there any special conditions or equity group membership that you need to
self-identify?

9 Is every page of your submission marked with your name and the assessment
process number?

PHASE 2: PREPARING FOR THE BOARD

E. GETTING READY: WHAT DO I STUDY?

Studying for a board should begin on the day that you send in your application. You
never know how long the screening and testing phases will take. Procrastination
might jeopardize your qualification for the pool.

Go back to the Statement of Merit Criteria. Before staffing a position, the

manager determines the criteria that candidates will have to meet in order to be
found qualified for appointment and to carry out the duties. This criteria forms the
SMC and allows the assessment board to determine if you are qualified.

In order to prepare for a competition, you must gather as much information about
the job as you can. Do some research!
9 Ask the general enquiries contact for a work description (note: not all
departments or agencies will provide this)
9 Talk to the current manager/supervisor of this position *
9 Speak to individuals currently doing the job *
9 Talk with individuals who have done the job in the past

Surviving Boards 2006 16

9 Visit internal and/or external websites for the department/agency to which you
are applying
9 You may wish to form a study group including others who are applying to the
board and/or colleagues who are already doing the job for which you are
applying.

* The manager and Assessment Board members must remain fair and objective.
Information provided to one candidate must be provided to all. Board members must
always maintain and respect confidentiality throughout the assessment process.
They are required to indicate their impartiality by signing official assessment board
forms at the beginning of the process.

Think about:
9 The work to be performed
9 The level of authority held by the person who will be performing the work
9 The level of responsibility and scope
9 The context in which the duties will be carried out
9 Future work activities and responsibilities if applicable

In some departments and agencies, a “pre-board” information session will be

delivered to the applicants. A pre-board generally consists of information about the
timing of the assessment process, the HR plan of the department/agency, the
assessment tools that will be used and other generic information. Pre-boards are not
a requirement of the Public Service staffing process but they are worth attending if
one is made available to you.

Now you’re ready to prepare, element by element.

The elements of the SMC are used to screen or assess each candidate’s competence
to perform the duties of the position. In the assessment process, the Knowledge,
Abilities/Skills and Personal Suitability are often assessed separately and in that
order but there is nothing that requires it to be done that way. Some Assessment
Boards will blend the questions together for variety. Watch the wording used on the
poster and the SMC. Give some thought to how the assessment board might test
these factors.

Competencies…what are they?

A competency is any knowledge, skill, ability, or personal quality, demonstrated

through behaviour that results in service excellence. More than one competency
can be assessed using the same tool and more than one tool can be used to
assess one competency!

Surviving Boards 2006 17

When you start gathering materials and studying, take each competency one by one.
You might as well number them the way board members do. For this sample
competition:

Knowledge (the awareness and understanding of facts, theories,

systems, practices, regulations and other information)

***SAMPLE FROM SMC***

K1. Knowledge of domestic and/or international issues pertaining to sustainable
development and/or the environment, such as climate change, and their impact on
Canada’s transportation sector and economy.
K2. Knowledge of federal government policies and/or legislation related to
transportation and the environment.
K3. Knowledge of Canada’s transportation sector.

Knowledge can be assessed in writing and/or in an interview. If it is being assessed

in writing, there are numerous websites, both internally and externally that you can
use. A great deal of the knowledge you will need to study can be found on-line. Pay
close attention to whether the knowledge required is of a local, regional or national
scope. If you have trouble finding information to study, contact the General Inquiries
person indicated on the poster and ask to be referred to the appropriate resource
materials. If your knowledge is being assessed in an interview, it will most often deal
with the basic knowledge required to perform the duties of the position. However, it
can also be used to explore more complex aspects of knowledge.

For example, candidates might be asked for basic information such as the major
programs administered by the position under competition, or more complex
information such as explaining the likely impact of new legislation on departmental
activities.
Abilities/Skills (What a person can do)

***SAMPLE FROM SMC***

A1. Ability to communicate effectively orally. <You may have to give a presentation.
Avoid using acronyms or jargon. Explain yourself clearly, assume the board
members know nothing about you or your position. >

A2. Ability to communicate effectively in writing. <Your grammar and spelling will
likely be checked in all documents, including your cover letter and application. Avoid
using acronyms!

A3. Ability to synthesize issues and integrate positions. <You may be asked to give a
step-by-step explanation of the process.>

A4. Ability to conduct research. <You may be asked to give a step-by-step

explanation of the process.>

A5. Ability to manage a workload. <For example: can you ensure that things happen
in a timely fashion? What do you do if you have multiple priorities and competing
deadlines? How do you handle interpersonal problems? How do you assign and keep
track of your work?>

Surviving Boards 2006 18

 Personal Suitability (The personal traits, characteristics, or
attributes which affect the performance of one’s duties)

P1. Effective interpersonal skills.

P2. Judgment.
P3. Dependability.
P4. Initiative.

You never know if you’ll be asked to give real or hypothetical examples of your
personal suitability elements. Have both types of examples prepared FOR EACH
ELEMENT. You may be required to combine a few suitabilities together in one
example! Look at your cover letter and résumé again…what makes you a good
candidate for this job?

Do you find it hard to think of ideal, concrete examples of things you’ve done when
you’re being assessed for a new position? Try keeping a file folder with a copy of the
initiatives you’ve started, projects in which you’ve taken part, committees on which
you’ve volunteered, copies of feedback from your manager, communication with
clients, etc. Collect any shining examples of core competencies you have
demonstrated such as teamwork, client focus, positive attitude, working with others,
managing human or financial resources, project management…over the course of a
year, this can become a great reminder of all that you’ve done!

TIP: To study for the abilities, skills and personal suitability

elements of the competition, a Competency Based Dictionary is
an invaluable resource. Check out your department or agency
dictionary, if there is one.

Surviving Boards 2006 19

F. OKAY, SO YOU’RE SCREENED IN.
HOW DO YOU SURVIVE THE BOARD ITSELF?

WRITING A TEST COMPLETING AN PERFORMING A IN-BASKET

INTERVIEW ROLE PLAY EXERCISES
• Read all • THINK AND • Put yourself in • Skim through all
questions first. BREATHE FIRST – the role, act as if documents before
Figure out SPEAK SECOND. your audience you begin.
whether you’ll do You won’t be knows nothing • Never handle the
the hard ones or penalized for about what same piece of
easy ones first. taking a few you’re performing paper twice.
• Answer what you moments to think • Role plays are Don’t overlook
know. guess what about your often used to test any pieces of
you don’t know answer or to jot your reactions in paper, either!
(you might get down a few notes conflict • Time is precious,
partial marks!) before you start situations. Stand use it wisely.
• Follow the speaking. your ground. Be You are being
wording • Ask for the firm but measured on
carefully: if it question to be professional. your ability to
says “name 5”, repeated if you • Say you don’t multi-task and
name 5. If it says are unclear. know or you’ll get prioritize.
describe, provide • Ask to move on back to them if • Usually the
a description! to another you need to. thinking process
question and • Rephrase the and rationale for
come back if you same points if the your decisions is
go blank. other person is more important
• You may be able argumentative. than perfect
to come back to a content.
previous question • Try to answer
if you think of something for
more to say (but everything rather
you risk losing than leaving any
marks for blanks.
communication • Be confident,
by appearing show that you
unorganized). can work well
• Bring a bottle of under pressure!
water in case you
get a dry mouth.
• Don’t be afraid to
ask questions:
find out if this
really is the right
job or work team
for you. Ask
about learning
opportunities,
work setting and
the employer’s
expectations.

Surviving Boards 2006 20

 OTHER CONSIDERATIONS:

¾ Throughout the competitive process, behave as if you

are working in the job already: do some research and
keep in mind at what level you would be expected to
be working. Is it a supervisor/manager role? A project
leader? A subject-matter expert? Demonstrate your
readiness for the tasks that will be required of you if
[when!] you are successful.
¾ You may lose marks in oral or written communication
if you use any jargon or acronyms. Use full names
and give explanations.
¾ For every test, role play, written exercise and interview question, ask yourself
“what are the board members trying to measure here?” As you apply for higher
level positions (-03, -04, -05), board members rarely put a title at the top of the
question to tell you what they are measuring.
¾ Elements can be tested more than once. Just because you were assessed on
one competency during a role play doesn’t mean it won’t come up again in a
written exercise!
¾ No matter how well you know a board member personally or professionally,
assume they know nothing about your experience and abilities.

G. REFERENCES THAT MAKE THE DIFFERENCE

If you’ve ever been witness to a staffing appeal or have participated in a post-board

under the old staffing system, you know that the strength or weakness of each word
you use in your cover letter, résumé and other documents can and will be scrutinized
during every part of the assessment process. The words that you don’t use will cost
you valuable points that can make the difference between qualifying in a pool or not.
The short story: EVERY WORD COUNTS and your references have to say the right
words as well.

So, who makes a good reference? A good reference is someone who can speak
professionally and can articulate how your experiences are directly tied to the
elements on the Statement of Merit Criteria. Generally, reference checks are used to
validate your Personal Suitability elements. Reference checks may be the only way
that Personal Suitability is scored or they may be used in conjunction with
interviews, in-basket exercises and other tests. Reference checks can also be
contracted out to second parties who have little idea what your department/agency
is or what your work is about. Your references, like yourself as a candidate, must be
prepared for anything!

Surviving Boards 2006 21

Tips for good references:
¾ Use people who know you professionally and have RECENTLY seen your work
firsthand. Unlike the private sector, “character references” are not commonly
used in the Federal Public Service. Roommates, siblings and the first person
you worked for 10 years ago do not make good references.
¾ Select references with whom you have an excellent working relationship.
¾ Make sure the contact information for your references is up to date. Include
each contact’s e-mail address, telephone and fax numbers to make it easier
for the assessors to contact your references.
¾ Help your references to be prepared: send each of them a copy of your cover
letter, resume, the poster and Statement of Merit Criteria for the position to
which you have applied. Give them concrete examples to use for each
element of Personal Suitability when they are called for the reference checks.
¾ References can make the difference in whether you are qualified for a pool or
not. Treat them as seriously as a knowledge test or interview!

H. INFORMAL DISCUSSION:
The new “post-board”

WHAT IS INFORMAL DISCUSSION?

Under the old staffing act, the only feedback you could receive during a competitive
process was called a “post-board”. The post-board could only take place after the
competition was finalized. Now, the assessment process allows for informal
discussion to take place at several points throughout the process.

Informal discussion is a learning tool. It allows you the opportunity to engage the
decision-maker in a conversation regarding your performance during the assessment
process. Informal discussion allows you to be made aware, in a timely manner, of
the decision to be eliminated from consideration in the process and the reason(s)
behind that decision. Informal discussion allows you to access sufficient information
to understand the decision and to correct errors or oversights where appropriate. If
you were eliminated in error, informal discussion provides you with a chance to
rectify the situation quickly and to be considered. Informal discussion does not
affect the right to file a complaint through the Public Service Staffing Tribunal.

Informal discussion may take place:

¾ In person (most common)
¾ By telephone, teleconference or videoconference (when
distance or availability is an issue and/or when the employee
wishes to have someone else present such as a union
representative)
¾ By e-mail (when no other means are possible)

Surviving Boards 2006 22

WHO IS INVOLVED?

Informal discussion is a conversation between the decision-maker and the person

eliminated from further consideration in an internal appointment process. You may
have been eliminated from the process altogether if you did not meet all
qualifications or requirements. You may also be “eliminated from consideration” if
you met all qualifications and requirements but were not selected for the vacant
position(s). Normally, the decision-maker is the manager or supervisor with the
authority to make the hiring decisions within the particular process. However, at
earlier stages of the assessment, it may be appropriate for other assessors to give
feedback on your performance.

NOTE: Assessment board members are not required to give informal discussion on
external appointment processes. However, if you are an applicant in an external
process, you may request informal feedback from the manager if he/she is available.

WHEN SHOULD I REQUEST INFORMAL DISCUSSION?

• Right away! Assessment boards are expected to provide informal discussion

opportunities as soon as possible following the elimination of a candidate from
further consideration.
• Regardless of how well or poorly you performed on the competition, it never hurts
to review how you did in the process to better prepare yourself for the next time.
Informal discussion is only available to candidates who are eliminated from the
process. However, if you were the successful candidate selected for the position,
you can ask for feedback from the board members after the process is complete.
• Ensure that both parties involved in the informal discussion have enough time for
the discussion. Feedback does not work well when the giver or receiver feel rushed.
Book enough time to have a meaningful dialogue about your performance in the
assessment process.

WHAT SHOULD I BE PREPARED TO TALK ABOUT?

Informal discussion is an opportunity to talk about your performance in the

assessment process, and your performance only. You will not be able to discuss the
performance of others in the process. You will not be able to discuss the content or
specific questions within standardized tests (such as Public Service Commission
tests), though you will be able to discuss the purpose of these tests and you may
request your score. You have the right to participate in an informal discussion in the
official language(s) of your choice.

• Be prepared to discuss how you prepared for the process. Tips in this area will
certainly assist you in future preparations.
• Be prepared to ask questions to help you understand your strengths and your
areas for improvement in relation to the assessment process.

Surviving Boards 2006 23

WHEN IS A CANDIDATE NOTIFIED ABOUT THE PROGRESS OF AN
ASSESSMENT BOARD?

There are several ways in which you could be notified. These are the instructions
used by hiring managers:

• Notify the candidate(s) in writing upon being eliminated from further

consideration in the process and offer Informal Discussion.

• Notify the candidate(s) in writing that they were found qualified for the
position and their name has been placed in a pool of candidates for a possible
appointment at a future date.

• Notification of Consideration: Notify the candidate(s) that an individual is

being considered for appointment and they have 5 days (at a minimum) to
discuss the appointment with the appropriate manager; in this case,
candidates in the pool not being proposed for appointment could ask for
Informal Discussion.

• Notification of Appointment or Proposal of Appointment: Notify candidates

that the appointment has taken place and indicate recourse to the Public
Service Staffing Tribunal.

Note: Information about these two notifications is indicated in the notes on

the poster or via subsequent correspondence from the hiring department.
These notifications can come in the following formats: Publiservice, mail or
email.

FOR MORE INFORMATION ABOUT STAFFING IN THE FEDERAL PUBLIC

SERVICE, PLEASE CONSULT YOUR DEPARTMENT/AGENCY WEBSITES OR:

Public Service Commission Guides and tools

http://www.psc-cfp.gc.ca/psea-lefp/implementation/guides_e.htm

Questions and Answers

http://www.psc-cfp.gc.ca/psea-lefp/qa/index_e.htm

Public Service Human Resources Management Agency

http://www.hrma-agrh.gc.ca/index_e.asp

Surviving Boards 2006 24