This is my guide to succeeding in Canadian Federal Government Competitions, part of a series of guides to government that I have planned. I have developed multiple versions of the guide over the last 18 years and I still consider it to be a work in progress.
Initially, I just had a PDF version (version 0.4) which is the version I used for presentations over the years. Version 0.5 was the first prose version on my site and only included a subset of the full list of topics. Version 0.6 followed with slight updates of some sections, as did version 0.7. Later, I updated in 2014 and 2017. I started some updates in 2020 but never finalized them. I’m leaving the older versions as linked compilations, but the latest version is below.
In the meantime, if you want the latest Powerpoint deck, you can click on the file name below to see a pop-up PDF version in your browser or click on the Download button to save a copy to your device.
Updated 2023 Version
I: Welcome
Welcome — this splash page
Introduction — Who is PolyWogg and what does a duck have to do with government hiring?
II: Understanding the HR Context
Understanding yourself — Why do YOU want to work for the government?
Updated 2023 Beta Versions
2017 Prose Version
WelcomeWelcome — this page explaining the version that followsIntroduction — The five principles that underpin my approach to competing in “selection processes” aka competitions
Early preparationsKnow yourself — Why do YOU want to work for the government?- Types of jobs — Which type of job is right for YOU?
- The Process
- Overview of the process — All the elements of a selection process from start to finish and why you should care about each stage
- Find jobs — How you find out about jobs in government and where they are posted
- Applications — How to fill out your application so you don’t get screened out
- Written exams — How to prepare and PASS the test so you can move on to the interview
- Interviews — How to prepare for a GOVERNMENT interview, not a private-sector interview
- References — How to choose the right reference and help THEM prepare to help YOU
- Other elements
- Language tests — Tips and tricks to be ready for the language tests of the Public Service Commission
- Special tests — Overview of different types of unique tests you may be asked to undergo as part of the process
Hi Paul
I was recently directed to your page when I had posted a question about the hiring process within the Govt of Canada in a chatroom. Over the past couple of days I have been reviewing your site – thank you for the work.
Do you have any advice on Personal Suitability questions (Working effectively with others, Showing initiative and being action-oriented, Dependability, Adaptability, Thinking things through, etc)?
Thanks.
Hi Jason,
I’m not sure exactly what you’re asking. There’s nothing “unique” about PERSONAL SUITABILITY questions that is different from ABILITIES. As the guide and site outline, you can be asked three variations of questions:
1. Tell us of a time when…
2. What would you do in this situation…
3. [Element X] is really important in a position like this. What do you think are the most important elements?
And like the initiative example that’s in the guide, you can google it, see what the broad headings are:
A. Self-initiated action i.e. it wasn’t assigned to you, you came up with it;
B. Innovate, challenge the status quo
C. Plan (weigh some options) and take some action (not obvious or insignificant)
D. Achieve results
You can do the same for adaptability, workign with others, etc.
Paul
I am a retired public servant and always found Govt HR to be complex and often times opaque. Your guide shines a bright light and a gives a North Star. Many of my students at Algonquin College have used it, very good reviews so far! Keep up the good work.
Hi Martin,
Thanks for the compliment. I worry sometimes that my examples are too EC-heavy, which often helps university grads more than college grads (since you need univ degree for EC category). Glad to hear it is useful to Algonquin grads (especially since they are only 3-4 blocks from my house! hhehe) Feel free to gather questions and/or encourage them to send them along!
Paul
Hi Paul,
Thanks for all this useful information. I would like to gain more insight about job descriptions for ECs. How they are developed, who is or should be responsible for developing these documents (e.g., HR, management, or a combination of both); what are the distinctions between levels (i.e., between the role/responsibilities of an EC-07 manager versus an EC-06 supervisor etc.). Looking for some guidance to ensure staff are working according to the level and not being under tasked or over tasked. In my experience, I’ve noticed responsibilities have varied depending on the department.
Regards
Hi CMocella…
Glad you find the site useful. For you question, I need to start first with noting two things…first, I’m not a classification expert and second, much of what is pretended by unions to be “rigourous” is actually more art than science.
Let me go sideways for a second and talk about EX positions as the example is easier. The level of EX (1-5) depends on a series of factors…the number of overall reports, number of direct reports, size of operating budget, size of program budget, complexity of files, and visibility of files are six of the biggest factors. But someone looking at a single factor like number of overall reports in the hierarchy (i.e., number of staff) is often confused when they see, say an EX-02, at PCO who has only 12 staff under them vs. an EX-01 at a line department in operations with 800 staff. In ancient HR days, there was an assumption that you could simply assign points … if you had X number of staff, you got 2 points out of 10; if you had y number of staff, you got 4 points, etc. But for that variable you could only get 10. Then, they would give you points for direct reports, budgets, etc. Those with few staff (direct and in total), small budgets (program and operating), relatively straightforward linear files and relatively only internal clients would be rated lower than someone who had lots of staff, a large budget, files with lots of moving pieces, and regular press coverage of the program. But for those who love the idea of a point system, which includes a lot of AS people tied to unions, it often falls apart as a method of classification. For the EX cadre, how do you “rate” complexity of a file? Or even visibility? Equally, for AS a few years ago, when they were working on a universal classification system using points, they had a bunch of AS go through and list every possible file they could do in a year, like perhaps a bank deposit if they worked in a service centre office. And if they did it even once, they got points for it. When they totalled up the points, suddenly all of them needed to be reclassified as Deputy Ministers whose tasks were more routinely described. As such, the “best” approach to HR classification focuses on core responsiblities and things you do regularly, not the things you do occasionally.
Moving into an EC realm, there are variations across departments, but in general, it comes down to whether the EC manages HR — not as a team lead, where they give direction on files or approaches, but if they are actually MANAGING staff including approving leave, signing performance agreements etc. In most departments, only EC-07s are managers, and often have teams up to about 10 people. Some departments cap it at 8 even. Meanwhile, some departments with more quantitative ECs (SIs in disguise), it is not uncommon for more elaborate hierarchies with EC-05s managing 2,3, and 4s; 6s managing 5s and under; and 7s managing the 6s. The more, umm, “routine” and linear the policy work, the more delegated the HR responsibility.
I’ll tell you that classification will say that all of the levels are able to be definitively described. Personally, I think that’s completely bogus. It’s a good theory. But in my experience, level’s 2-3-4 are completely scalable as are 4-5-6. There are few things I could assign to a 4 that I couldn’t assign to a 2, it’s just that I’ll have to provide more guidance / assistance / oversight. If I give it to a 2, I’ll provde that extra help; if I give it to a 4, I expect them to be more autonomous. Similarly with 4s, 5s, and 6s, for more subjective policy work — I’ll have to give more guidance to the 4 than the 6s, who I expect will be relatively autonomous. “Delegate and forget” for responsibility and initiative is kind of the 6 level.
I know some people like to use an MC as a yardstick. A -02 or -03 can do some background research that will be relied on. A -04 can start drafting background sections and inputting into some of the options. A -05 should be able to draft most options areas and review background sections, and a -06 should generally be able to draft and run the whole MC process, while relying on 7s and EXs to help hone the overall thrust and messaging. The -06 should be able to get it 80% done on their own, not quite camera ready, but a viable document.
What I often see is people going the opposite way, similar to an AS doing a bank deposit above. My job as a -07 sometimes includes the work of an EX-03 and equally the work of a CR-04 filling in a table. That doesn’t mean I’m doing the job of an EX-03 nor a CR-04. The question is where does 80% of your work lie — if 80% of your work is that of an EC-07, as mine is, I’m an EC-07. If you’re an EC-04, filling in while your manager is away, covering for them, that doesn’t mean you’re automatically doing the work of a -07 (unless you’ve stopped doing your own job and you’re doing the WHOLE job they had, including supervision, long-term planning, staffing, etc.). There are tons of people who act in a -07 box, for example, as a -06, but with no backfill. So they’re doing THEIR job and some of their manager’s job, but not ALL of it — for instance, they aren’t managing a -06 for delegation and division of files. They’re doing more than a -06, hence the acting, but that doesn’t mean they should just get promoted to a -07 because “they’ve been doing the job”. The question is “what level are you MOSTLY doing” on a day to day basis.
But more for your question, as I said, there isn’t really a delineation between 5 and 6 so much as that 5s will get more help and direction, while 6s are expected to know and/or figure out more on their own. I don’t handhold my 6s much. It’s more meeting for updates and signal checking. 5s get a bit more direction, seeing that they’re on track. 4s, 3s, 2s, get more. Personally, I tend to see 2s and 3s as one level, 5s and 6s as another, with 4s kind of overlapping the two. But even then there are exceptions — like a really strong 4 looks like a 5 or 6, or a weak 4 looks like a 3 or a 2 still.
Don’t know that this helps much. On a practical basis, most depts HR have generic job descriptions for all the levels. At my dept, we have had multiple descriptions by function of EC though too — EC general policy analyst vs. EC researcher vs. EC evaluator vs. EC planning.
Hope that helps…
Paul
Thank you thank you for all of this amazing information! You are a lifesaver!
Hello Again Paul, I’m preparing for an interview and wondering if my answer to a question about “ability to work independently” can include elements of other skills…like saying “I think the most important elements of working independently are prioritizing and integrity, these 2 skills have always helped me work independently, and here is an example….” and my example will illustrate how I work independently using STAR methodology. Does that make sense? The job poster included 6 abilities and 6 competencies and I feel they are all relative…so probably I can use the words prioritizing, integrity, and adaptability in questions about working independently, networking, alliance building, etc. I would greatly appreciate your thoughts on this. Thank you once again for your help.
Hi Ram,
Sooooo…your idea of using other elements underneath that one is potentially dangerous. On the positive side, they may do it for you on their own by lumping several things together. So they might ask you a Q and it is marking working independently, prioritizing and integrity too. Problem solved, they see it that way too.
On the negative side, the risk is that they don’t see it that way, they see you talking about two headings they consider completely separate, and mark you as not answering the element they’re marking. If you are going to use a sub-element like prioritizing, trying calling it something else. Maybe simply call it arranging things in order of importance. Just try to avoid the official SOMC words unless they themselves merge them in the question.
I’m not sure what I mean is entirely clear. Let’s say, for example, you’re asked about stakeholder relations. And they consider that different from simply working with others. That SR is more external and WWO is more internal. If you talk about how SR is really about engagement (good) and WWO (bad), they may consider all of what you say on WWO as internal and irrelevant to the question.
Paul
Hello Paul, I’m a public servant on a long term Leave Without Pay (LWOP) and living overseas due to Spouse Relocation. After passing a written exam, I’m going for an interview for a Locally Engaged Staff (LES) position at a Canadian Embassy in Europe. Do you have any special tips or recommendations for an LES interview? and from your experience, being on LWOP would be an advantage or disadvantage given that I was not working for GAC?
Hi Ram,
There are very few rules about hiring for LES, and it could range from “Nice suit, when can you start?” to “Here are seven questions you will answer in one hour, please start writing now.”. No way to know, it’s as much about the person running LES recruitment as anything. In effect, much of the LES cadre are still much like casuals. It’s changed and become more formal in the last 15 years, but I don’t know if they are as rule-bound yet.
In terms of your status of LWOP, it’s a coin toss. They’ll like that you are Canadian and they like to support spousal relocation where possible. But they may not like it if they think they’ll hire you and you’ll leave in a year. Ultimately though, in my estimate, they’ll consider you and decide if they want you or not based on you and your skills. The rest are details that are pluses and minuses AFTER they make the decision, not whether you get the job or not. If you weren’t qualified, being on spousal relocation wouldn’t give you the job; if you are the most qualified, being LWOP won’t disqualify you either.
Good luck, and let me know how it goes…
Paul
Thank you for the information Paul. I will follow your interview guide and do my best. To my surprise, the written exam tested many of the abilities and personal suitabilities while less than 50% was about knowledge, but basically I will structure my answers using STAR methodology and Problem Solving Skills (Identify, Analyze, Develop Options, Implement, and Review).
Have a good week ahead! Thanks 🙂
Sounds like you’re ready. Interesting to see them doing it so formally. I wonder if that is GAC-inspired, hiring manager-inspired, or partly because it is in Europe with lots of extra rules about HR stuff.
Yes it is interesting they are running a formal process. By the way the listed 6 competencies and 6 abilities and I’m running out of example 🙂 Any thoughts about good example on ability establishing interpersonal skills with external partners, and the ability to independently research analyze and synthesize information?
Hi Ram,
I don’t have a category for external partners, other than one thing that frequently gets missed when people talk about partnerships is the difference between a transaction and a relationship. Particularly for embassies and things…the relationship is always more important than the individual transaction. Sooo, try and think of relationships you’ve built outside of your current work units that were not simply about a transaction.
For research, most people who do not have a simple work example, they often will use something from their studies or other jobs like volunteering.
Paul
Hi Paul, I wanted to update you regarding my LES interview. I prepared well for the interview and I believe I did well. It was the usual GAC official process, 30 minutes pre-interview and 3 persons who asked 6 questions in 60 minutes. They said they will provide feedback within one week. Now after almost 2 weeks I haven’t heard back. My experience with government interviews, and your suggestions were very helpful. I felt they were pleased with my answers, and I know I did well in the exam. However I’m very nervous and anxiously waiting especially relevant opportunities are limited in Europe. Hoping for the best…Thanks again for your guidance.
Hi Ram, sorry for delay, been AFK for a couple of weeks. Hope things are going well and you’ve heard from them now…
Paul
Hi Paul. Welcome back :). Unfortunately haven’t heard back yet (5 weeks now). I sent them an email asking for application status and they didn’t reply (2 weeks). I know in PS this stage could take 2 to 3 months, but they indicated that they will get back in a week. I still hope things will work out because I did everything I could, and it paid off in the exam and interview, but it seems PS rules apply to LES. Do you have any suggestions? Thank you once again! Ram
Hi Ram,
No real suggestions. It happens when it happens at this point, or not, as the case may be. 🙁 It’s in the hands of the universe at this stage!
Paul
Do you provide services in terms of helping with applications? Really need the help
Hi SB, and thanks for the question here and on the contact page. In short, no, I don’t do any specialized services or coaching. I’ll answer general questions, etc., but I don’t do 1:1 stuff. There are lots of people out there who do, though, so it won’t take much work to find one.
Paul
Any chance you can point me to the right direction for such services?
Sorry, I don’t do endorsements. I would recommend asking on Reddit for people who have used interview coaches, who would also have other prep options like applications. Generally speaking, I don’t feel most of the services are worth it…if you follow the instructions such as the ones I laid out, it teaches you to do it for yourself. To put it bluntly, if you can’t figure out how to apply, you’re not going to pass any of the written or interviews either. It’s the simplest step.
Thanks for the genuine response, very much like it.
Hi Paul,
I am currently serving in the Navy for the last few years as a Human Resources Manager and Administrator, I am thinking of leaving the Reg Force (Full-time) to commission as an officer in the army part-time while hopefully getting a civilian job in the federal government. I was wondering if you have any advice or help for me, as the military was pretty much the only job I had since high school, I did get my degree in political economy and French, a double major, and also the one thing my coworker was saying is to add many courses we did in the military such as GBA+ on the resume as it is the same as the federal government sector. Do you have any tips and tricks on how to write a resume and CV, or any resources I can access?
Thank you in advance!
John
Hi John,
Let me go sideways a bit to note that you have some advantages that you might not see at first blush. First and foremost, you have employment history that looks REALLY stable compared to many people applying to the PS. Secondly, in my experience, military people moving into the regular PS might struggle for culture, but they usually do quite well on actual work performance. My brother did his 20y stint, initially as an Army grunt, and then into officer training, got a degree etc., before mustering out, and the culture shock is huge. As he used to say in talking with other military people who had made the jump, “You know…sometimes you tell people to do something. And they just don’t do it. It’s like they thought it was a suggestion or a brainstorming session instead of tasking them with work.” 🙂 Others struggle with the flexibility of rules, procedures, etc. SOP is almost never SOP. 🙂 But when you’re used to performing to a standard in multiple areas of work, you tend to outshine some who have never had to meet a similar “hard” standard.
To me, and I’ve talked to a few military types who’ve jumped ships before (sorry for the pun!), they tend to struggle with three things in their migration path:
a. Finding a manager willing to hire them, i.e., someone who understands transferable skills rather than looking for a clone of the people they already have;
b. Figuring out what they want to do in the new work, i.e., what the different types of jobs are and what they are targeting (EC, AS, PM, PE); and,
c. Speaking govt-ese so that you can translate what you did to what you’re looking for so the hiring managers understand what you’re saying
For resume, the easiest formats are relatively simple. The easiest is the two column format with the dates in column 1 and then the title and area in the second column followed by the job description:
July 2002-June 2006 HR MANAGER (Canadian Navy, Halifax Harbour, Supplies Unit)
(tasks, responsibilities)
The second one is just a variation on that:
HR MANAGER (Canadian Navy, Halifax Harbour, Supplies Unit) [July 2002-June 2006]
(tasks, responsibilities)
Then somewhere near the bottom, you can mention your Education (university first, additional certifications/courses second)
I confess I have no idea about the joint P/T status thing, how that would work. Part of the challenge I see is that unless you are 60% or more, it is VERY hard to find a PS job that would be permanent. There are lots of contracts, casuals, consultancies, etc., sure, but anything less than 60% of an FTE would be hard to find, I think. Note that there is a huge push on in recent years to hire CAF members and there are frequent recruitment drives. As such, I think there are liaison people in CAF whose job it is to help those transfers out? I know the PSC itself has organized some stuff. Just a thought…other people have taken the same path as you. You could also post a Q in the Reddit forum /CanadaPublicServant asking if other CAF members who made the transition have some tips. GOod luck!
Paul
Hi Paul,
I received an email informing me that I’ve been found qualified for a position that I applied to as an external candidate, and that my name has been added to the pool of qualified candidates and they’ll be in touch if I am selected for an employment opportunity. During my interview, I was told that they want to on-board someone for the position by the end of the summer, and that clearance tends to take 4-6 months.
Does this mean that they’ve picked someone else for the position? I’m not a current PS employee – is there any way I can find out if someone has been appointed to the position?
Thanks!
On the Jobs.GC.CA site, you can search for the process number and specify whether you want all notices, posters, appointments, etc. If you search for all notices for that reference, it will show you the original poster and all notifications since then — including either NAPAs or NOCs (notices that they’re planning to appoint someone or that they did appoint someone) for that process. FYI, this is the way all applicants find out the current status, no notification comes to you, you just have to monitor the announcements to see if someone has been appointed.
Chances are they’re still working on things. And if they are at all tied to Budget announcements, lots of plans were put on hold for the last month waiting to see what was announced in the Budget.
Paul
Hi Paul,
Thank you for putting this together
I have been successful in 3 competitions over the years by following your guidance. I recently got interested in the IRCC Foreign Service Development Program and was wondering if there was a way to get feedback on my perfomance. I was screened in and invited to write the exam, which I failed. I’m still interested in the process but I don’t know what/how to improve since there was no feedback provided. I know that’s only fair since it’s an external process, however I would like to give it another try. But do you know if there are ways to get feedback? I think even just knowing my grade would be a great indicator of what was missing.
Thank you!
Hi Sam,
Unfortunately, I don’t think there is. Since it’s external, there’s no guarantee of feedback. You can suggest to them gently that because you are an internal candidate, you would really like feedback, as the rules aren’t 100% black/white there. The right to feedback accrues as a result of the choice of process (internal) AND the individual (internal). You meet the second criterion. One can argue that you’re entitled to feedback, but most will just blanket say no.
Not very helpful, I know. You could try, since you’re internal, to find someone through GEDS who did make it through and see if they have tips of the types of things they said, but that’s a big crapshoot in my view. In the past, I liked the FSECC program, but that is long ago, and I have no idea if they are any good as consultants anymore.
Paul
Do you offer review services or interview coaching in person?
Hi Sun, thanks for the question. I definitely don’t provide interview coaching services. Generally speaking, my “niche” is explaining how things work, more than how to fix individual nuances for people. For what I do, I feel it is basically an extension of being a manager, and I’m already paid to do that. Coaching is a whole other level of investment and gets me into gray areas for ethics and conflict of interest with my core job. There are ways to do it, so I could if I wanted to, but I don’t feel it’s my niche.
For “review” services, that’s a bit different. From time to time, people will send me a section of their cover letter and say, “Do you think this is sufficient to get screened in against THIS criteria” or they’ll ask me to take a peek at their CV. I don’t do full on reviews, but one offs here and there are fine. At that point, though, it’s merely “my impressions”. I don’t have a crystal ball to say “In THAT competition, the manager will want THIS”, that’s too variable for me to predict. And it starts to misunderstand the process which is more about presenting yourself in a favorable light based on what you think is the best option for job X or Y, not me telling you how to do it. I could easily be wrong, as I’m not “you”. I could tell you to be open and transparent, for example, but if that’s not what you’re comfortable with, you could come off nervous and inconsistent.
Hope that helps,
Paul
Thank-you! Really appreciate your effort and the site you’ve put together.
Hi Paul – I have a question about pools. I am in a competition where the intent is to create a pool of fully/partially qualified candidates to staff a number of positions at the EX-01 level. I have made it through all stages of this process and the hiring manager called me to offer me a job. However, I have not yet received notification that I qualified in the pool (which I wanted). I’ve never been in a situation before where I received a job offer before I was notified that I’d qualified in the pool. Any advice for how to navigate this?
Hi Steve, first and foremost, congrats on making a pool or a pool-ish in this case. 🙂 There are often the formal rules for running a process and then there is reality.
For a process, the last stage is the person running it signs off on the pool and hands it off to HR who do the final bits. Until HR comes back and says, “all done”, the manager is not supposed to do anything as some of those final bits could, in theory, affect the pool. However, 99 times out of 100, it doesn’t. So a manager (DG I guess in this case) has felt confident enough to reach out to you before anyone else knows about the pool so that they have first dibs on you. It means they REALLY want you.
How you navigate it depends I guess on whether you were doing it to make a pool but don’t want the job, or you actually want the job. The easiest thing is to ask for a detailed conversation with them where you go through the specifics of the job, # of reports, size of budget, major deliverables in the next year. You are perfectly able to say, “Hey who is in your management team now that I could chat with too?” Basically asking THEM for a reference before you decide. If there is an incumbent who is leaving, maybe you want to talk to them; if the incumbent is NOT leaving and bouncing back to a lower level, well, maybe don’t talk to them yet hehehe. In short, you can easily stall a bit while you figure it all out. I wouldn’t advise dragging it out, but it will give you a few days at least. And would also give you time if you need to pursue other opportunities such as your own area to say, “Hey, so I made a pool, but don’t have the notification yet. Is there any chance to be flipped here?” Start shaking the trees.
If you do want the job, there’s nothing really to do but have some conversations with them, sort of a pre-start, any normal vetting you would do before you say yes to something.
Paul
Thanks so much, Paul. In this case, I have been trying to make a pool elsewhere so that my home department could appoint me. After I received the verbal offer, I followed up with the HR contact and was told that I am a qualified candidate but I haven’t been placed into a pool since I’m being considered for one of the positions. If I accept, I was told, I would be appointed directly from the process.
This was a head-scratcher for me – the person who offered me the job told me I fully qualified for the pool, and the HR contact is saying I haven’t actually been placed in it. I’ve asked around and no one has been in a situation like this.
I’ve never heard of anyone doing that. They still have to send you an notification to tell you that you’re fully qualified.
Hi Paul,
Thanks again for your efforts.
I found an exactly same question below, so no question anymore. But thanks again!
Glad it helped!
Hi Paul!
Your blog was such a blessing and provided insight to federal govt jobs. I’ve successfully been hired for a term of a year, and I was wondering if you will be writing about promotions and other job info such as secondments, assignments, etc.
Thank you!
Elina
Hi Elina, congratulations!
I do intend to write about that stuff, but it is farther out in my plans that is worth musing about at this point…I’ve got a bunch of other stuff to do in November.
Paul
Hello Paul,
Thank you for writing the book. It is constructive. I made it into a pool very recently.
As I wait to be picked, I wonder if it is okay for me to email the hiring manager. I found the contact information of the director for the department I applied for. Is it something people do? Do you think it is okay for me to email him and express my interest? How does the manager feel about receiving this kind of email? Or should I just wait and do nothing?
Thank you,
Ying
Hi Ying,
You’re totally okay to write something short, to say you are / remain interested. Some people take the opp to include a fully updated resume (although it may only change the dates of your latest job)…some mention some of the experience they have gained since the original application letter (particularly if it was a year or so before), highlighting anything of particular interest to them based on the types of Qs you had in the interview, etc.
The only caveat remaining in my view is to make sure you’re not spamming them every week. Send once, and maybe once again 2 months later, etc. I say this as some people make the pool and email the director every week, which just annoys them and guarantees they’ll never hire you.
Paul
Hi Paul,
Often in a job post, it says ‘Preference will be given to veterans first and then to Canadian citizens and permanent residents’. Does this mean citizens and PRs are treated equally for selection? I read somewhere said that they will consider Canadian citizens first. I am not sure which is true?
Hi Zach,
The short answer is that there is no answer. There is no requirement that managers go:
a. Vets
b. Cdns
c. PR
If it says Vets first, then yes, Vets will be considered first. But that is a highly subjective consideration, not a priority entitlement. Note that there is a difference — when priorities are invoked (a specific right), the manager has to either take them or justify why they’re not. On these ones, it’s much softer. So the manager will consider vets first.
But when it comes to Cdns or PRs, it’s entirely up to the manager to decide whether to consider them equally or sequentially. The wording doesn’t change that. Some managers feel very strongly that it should be Cdns first; others who understand PR status a bit better perhaps often are more open about it. The real challenge often comes in security clearances…some PRs have trouble getting their clearances approved as easily as those who have already achieved citizenship — rightly or wrongly, some positions / security issues consider a PR as having one foot still in their country of origin, while the full citizen has no such remaining ties.
Paul
Hi Paul,
Thanks for the detailed answer. I found that they changed to that ‘Permanent residents now have the same preference as Canadian Citizens when appointments are made through external advertised hiring processes.’ since July 2021. But I guess it is still up to the manager as they have to choice to choose whoever they think is the best fit, and Citizenship can be one of the considerations.
How often does HR apply for security clearances for multiple candidates? If I am being asked to complete a security clearance and reference checks does the manager want to hire me provided I pass the checks? Do managers often do this for multiple candidates simultaneously?
Many thanks for all your fantastic information by the way!
Hi Bill,
Let’s divide things into two camps, although the answers are similar. Basically, asking you for more info doesn’t necessarily mean anything, it may just mean they’re completing everyone’s file. So reference checks are commonly asked for, sometimes before you even do the interview. That doesn’t mean you pass — they’re asking before you even start! It’s not a bad sign, it’s a neutral sign.
Some people would argue the same on security clearances, but I would say that is rarer for them to do them without knowing if you’ve passed everything else. You can still fail your references, of course, but if they are asking for checks, then yes, you’ve likely made it through to that stage.
However, if there are 20 people who have made it that far and they think they’ll need them, they may do EVERYONE’s check at once and not issue a pool until all the checks are done. That’s rare. Often they issue a partially assessed pool with clearances and languages to follow.
So yes I would say ref check is a good sign that you are “in a pool”, no it doesn’t mean they necessarily will hire you personally.
P.
Hi Paul,
Thank you for this guide. I have used the information from the guide to pass my written exam and interview for Health Canada, now I am finally moving to the reference stage. They asked for three references with at least two two management referees. I only had two managers in my job and one of them is extremely unreliable with emails or phones. She will give a good reference but she probably will never reply to her email. So I want to try to avoid using her. I did a doctoral degree. I wonder if I can use my supervisor for my doctoral degree as a management referee. Do you think a supervisor from graduate school count as a management referee?
Hi Ying! Congrats on getting to the reference stage. People frequently use their doctoral supervisor as a reference when coming in from outside, mainly as it is the best option they have. If the other person doesn’t reply / hard to get, you can always include them and tell them she’s difficult to reach. Some people would give three plus note the extra person as a fourth. Ideally, they want to be able to reach at least two of them. They may or may not contact the third. Fourth would be if they couldn’t reach someone else.
Paul
Thank you. I read more in your section regarding the reference. My current supervisor has been my supervisor for almost a year. Is that going to be an issue? It is very unfortunate my 5-year manager is the one that is hard to reach. I cannot even get a hold of her right now, so there will be really no point in listing her.
A year is enough.
Any update for 2022 hr guide?
Hi Matt,
Thanks for the interest, but unfortunately, no. Life went sideways on me back in late January, just as I was starting to make headway. Now we have a ton of medical stuff going on, chemo treatments, etc. I rarely have any idea what I’m doing today let alone being able to plan some good writing time. Fingers crossed that I can get back to it later this year, but right now, I’m just not sure.
Paul
Hi Paul,
I wanted to thank you for creating this guide. I’m glad I saw this earlier in my journey.
I followed your advice on how to prepare stellar applications, pass the written exams, and finally, prepare for, and excel in the interviews. I have passed all of the written tests I was given, and all the interviews I’ve had. I’m in several pools already! Got an offer, too!
So, thank you!
Hi Lori, glad it was helpful! And congrats on your success!
Paul