PolyWogg’s (Completely Informal and Totally Unofficial) Guide to Competing for Jobs in the Canadian Federal Government
The formal deployment interview is where the manager has advertised a position at level, and you have formally applied, often without knowing the manager or other staff in the area. The easiest example of this is where a manager at another department, say Environment Canada, has announced an AS-04 position as a deployment and it is open to those at level who work across the National Capital Region, and you work at perhaps Foreign Affairs and want to apply.
Maybe you have always wanted to work at Environment Canada; maybe you live on the Quebec side and would rather not commute across the river any more; maybe the AS-04 has some supervisory functions that you want to add to your resume. For whatever reason, you have applied because you are already an AS-04 and would like the job.
You will do the full cover letter approach described earlier — you will explain how you have the experience they are looking for, you meet the eligibility criteria, you have the education required, etc. But this is where it gets weird for the manager.
It isn’t a competition — you are already at level, so there is no “proof” required to show you merit the level, that’s already done. And, to be honest, it would put the government potentially in a weird position to have people go through a reassessment of their abilities again anyway … what would happen if you fail? Does that mean the competition was flawed, or that you really aren’t at level, or was it just you having an off-day? None of those are good outcomes. So you are already at the same level, full stop. The manager moves to the “best fit” criteria, right?
Which would mean they would call you in, ask you some informal questions (like the previous post), decide if you’re the right fit or not, and select someone. Easy peasy lemon squeezy. Which is also why deployments are popular with managers. They’re supposed to be easy.
Except I just ran an EC-06 full deployment process. I was fortunate enough that there were only a handful of viable candidates, and I interviewed all of them. No “screening” process — if they were initially eligible, as they were, I gave them a shot at the interview. Think of it as a very low bar on the experience criteria. I did have a fairly straightforward set of questions, three of them, and I asked each of them the same ones. Not formally written-out like a full rating guide, but they all got the same three questions. While all of the candidates were possible, i.e. they could all have done the job, one of the candidates was by far the most qualified for what I was looking for in this specific instance. I still had all three give me writing samples and names of references. I reviewed the writing samples, and the “strong” candidate was still in the lead, so I moved on to reference checks — which I only did for him. Because it is not a competition, I didn’t need to fully assess all the candidates.
In fact, I technically wasn’t assessing them at all. Not their knowledge, abilities, or personal suitability. They are already at level. So as a manager, I’m not supposed to “re-evaluate” them and asign scores.
Yet when I was done everything, and went to select the strong candidate, HR started asking me for copies of my rating guide, my score results, all the things I would do if it was a competition, but it wasn’t. I pushed back, and they said, “Oh right, you don’t need that, but it’s a good idea anyway, so give it to us anyway.”
And that is the weird part for the manager. I am legally barred by regulation and tribunal decisions from re-evaluating candidates, yet I also am supposed to provide some sort of formal “non-evaluation evaluation process” to select the candidates. Most HR people have no idea what that actually means so they default to asking for all the things in a competition. Equally, many managers get their advice from those same HR people and end up doing what they’re supposed to avoid — formally evaluating the candidates.
A friend of mine just went for what I thought was a competition, and I was advising her on all the steps (see next section) for a formal competition. Then, she said it was deployment at level. So I told her the steps from the previous section (informal). She did a hybrid of both, and it was a good thing because one of the first things they asked her was a very formal knowledge question. Something they are NOT supposed to do. If it even hints at a process that is re-evaluating candidates at level, it’s grounds to have the whole process tossed.
Yet many managers do it anyway.
Here’s what you SHOULD prepare for if it is a formal deployment interview:
- Review the knowledge elements and do some basic prep (sort of a lite version of the next section);
- Review the abilities and personal suitability elements, and have an example to use in conversation if they ask you about your past experiences (again, sort of a lite version of the next section); and,
- Prepare a couple of speech modules of your background — perhaps a 5 minute version and a 2 minute version of your “elevator pitch”.
Will that cover all scenarios? Not completely. If it is a job that you REALLY REALLY REALLY want, do the full prep of the next section, just in case. But most often, this should cover you in case the managers don’t know what they’re doing and “test” you on elements anyway.