HR Manual

Human Resources Manual
About the Print Edition of the HRM

In recognition of the widespread availability of computers and the internet as information processing tools, the online edition of the Human Resources Manual1 is now considered to be the reference edition of the Human Resources Manual. This print edition of the Human Resources Manual is provided primarily as a convenient way for those who prefer the use of a printed manual over one that is accessible online. The print edition of the Human Resources Manual is automatically generated from the content of the online edition of the Human Resources Manual. This version of the print edition of the Human Resources Manual was automatically generated from the online edition and reflects changes made to the online edition until: 2012-03-22 9:20 Due to the differences between the online and print mediums, minor discrepancies may exist between the two formats. In the event of such a discrepancy, the online edition of the Human Resources Manual is to be referred to as the reference edition. Please report any such discrepancies as you encounter them to the Human Resources Help Desk2.
1. http://www.hr.gov.nt.ca/policy/hrm/ 2. mailto:HRHelpDesk@gov.nt.ca
-i-
Table of Contents
Introduction............................................................................................................................................ 2 0000 - Code of Conduct ........................................................................................................................... 4 0001 - Creation and Maintenance ................................................................................................. 6 001a - Oath of Office and Secrecy .............................................................................................. 10 001b - Code of Conduct - General .............................................................................................. 12 001c - Conflict of Interest - Outside Employment ......................................................................... 14 001d - Conflict of Interest - Political Activity ................................................................................ 18 001e - Government Vehicle Use.................................................................................................. 22 001f - Vehicle Use - Energy Consumption.................................................................................... 26 0100 - Hiring Process ............................................................................................................................ 30 100 - Introduction and Statement of Intent ................................................................................. 32 101 - Affirmative Action Policy .................................................................................................... 36 102 - Initiating A Competition .................................................................................................... 40 102a - Limited Competitions....................................................................................................... 44 102b - Eligibility Lists ................................................................................................................. 48 103 - Selection Committees........................................................................................................ 52 104 - Preparing the Screening Criteria ........................................................................................ 54 105 - Preparing the Job Advertisement ....................................................................................... 56 106 - Advertising....................................................................................................................... 60 107 - Acknowledging Applications............................................................................................... 64 108 - Interview Questions and Assignments ................................................................................ 66 109 - Screening Applications ...................................................................................................... 68 110 - Determining Suitability ...................................................................................................... 72 111 - Evaluating Interviews, Assignments and Tests .................................................................... 76 112 - Conducting Reference Checks............................................................................................ 78 113 - Conducting a Criminal Record Check .................................................................................. 82 114 - Conducting Additional Pre-Employment Checks ................................................................... 88 115 - Job Offers ........................................................................................................................ 90 116 - Regrets ............................................................................................................................ 96
- iii -
117 - Staffing Appeal Process .................................................................................................... 100 118 - Direct Appointments ........................................................................................................ 106 119 - Casual Recruiting............................................................................................................. 108 120 - Post-Secondary Student Employment Program...................................................................110 121a - Progressive Experience Program ..................................................................................... 114 121b - Relevant Experience Program ......................................................................................... 118 122 - Graduate Internships ....................................................................................................... 122 123 - NWTTA Teacher Recruitment ........................................................................................... 126 124 - Staffing Priority on NWTTA Competitions...........................................................................128 125 - Initiating a NWTTA Competition........................................................................................ 132 126 - NWTTA Selection Committees........................................................................................... 136 0200 - Employee Records ..................................................................................................................... 138 201 - Documentation ................................................................................................................ 140 202 - Employee Identification Cards .......................................................................................... 144 203 - Personnel Records ........................................................................................................... 146 204 - Release of Information..................................................................................................... 148 205 - Self-Service with the Human Resource Information System ................................................152 0300 - Union Management Relations ..................................................................................................... 156 301 - Incorporation of Bargaining Agents ...................................................................................158 302 - Collective Bargaining........................................................................................................ 160 303 - Joint Consultation ............................................................................................................ 164 303a - Senior Joint Consultation ................................................................................................ 166 304 - Contracting Out ............................................................................................................... 168 305 - Union Use of Employer Premises, Facilities and Services .....................................................170 306 - Exclusions ....................................................................................................................... 172 0400 - Dispute Resolution ..................................................................................................................... 176 401 - Grievances and Complaints............................................................................................... 178 0500 - Employment Categories.............................................................................................................. 182 501 - Probationary Periods ........................................................................................................ 184 502 - Types of Employment ...................................................................................................... 186 502a - Term Employment ......................................................................................................... 188 502b - Seasonal Employment .................................................................................................... 190 502c - Part-Time Employment ................................................................................................... 192
- iv -
502d - Casual Employment ....................................................................................................... 194 502e - Job Share ...................................................................................................................... 200 502f - Job Share - Health .......................................................................................................... 202 502g - Relief Employees ........................................................................................................... 206 503 - Changing Type of Employment ......................................................................................... 208 504 - Conversion from Classroom Assistant to Teacher Position ...................................................212 0600 - Hours of Work and Overtime ...................................................................................................... 214 601 - Standard Hours of Work................................................................................................... 216 601a - College Educators .......................................................................................................... 218 601b - Court Reporters ............................................................................................................. 220 601c - School Year Employees................................................................................................... 222 601d - Midwives ....................................................................................................................... 224 601e - Renewable Resources Officer .......................................................................................... 226 602 - Non-Standard Work Schedules.......................................................................................... 228 602a - Compressed Work Week................................................................................................. 230 602b - Employee Scheduled Work ............................................................................................. 232 602c - Flex Time ...................................................................................................................... 234 603 - Shift Work....................................................................................................................... 236 603a - Airport Firefighters ......................................................................................................... 238 603b - Corrections Officers........................................................................................................ 240 603c - Marine Workers.............................................................................................................. 242 603d - Health Care Practitioners ................................................................................................ 244 603e - Parks, Visitor Centre and Forest Fire................................................................................246 604 - Overtime......................................................................................................................... 248 604a - Standby and Call-back.................................................................................................... 252 609 - Lieu Time........................................................................................................................ 256 0700 - Discipline .................................................................................................................................. 260 701 - Employee Discipline ......................................................................................................... 262 702 - Employees on Probation ................................................................................................... 270 703 - Suspension Pending Investigation ..................................................................................... 274 704 - Investigations.................................................................................................................. 278 0800 - Leave........................................................................................................................................ 284 801 - Leave - General ............................................................................................................... 286 802 - Attendance ..................................................................................................................... 290
-v-
802a - Attendance Management ................................................................................................ 294 803 - Travel Time for Medical Treatment.................................................................................... 298 804 - Annual Leave .................................................................................................................. 300 804a - Annual Leave Payout...................................................................................................... 306 805 - Winter Bonus Days .......................................................................................................... 310 806 - Sick Leave....................................................................................................................... 312 807 - Injury-on-Duty Leave ....................................................................................................... 316 808 - Maternity Leave............................................................................................................... 318 808a - Maternity Leave For NWTTA Employees...........................................................................322 809 - Parental Leave ................................................................................................................ 324 810 - Civic Leave...................................................................................................................... 328 811 - Special Leave .................................................................................................................. 332 812 - Other Leave With Pay ...................................................................................................... 338 813 - Time Off With Pay ........................................................................................................... 342 813a - Mandatory Leave with Pay .............................................................................................. 346 814 - Leave Without Pay........................................................................................................... 350 815 - Deferred Salary Leave Plan............................................................................................... 358 816 - Casual Leave ................................................................................................................... 364 0900 - Job Evaluation ........................................................................................................................... 366 901 - Job Evaluation - General .................................................................................................. 368 903 - Organization Charts ......................................................................................................... 370 904a - UNW and Excluded Job Evaluation ..................................................................................374 904b - Senior Management Job Evaluation .................................................................................376 905a - UNW Bargaining Unit Job Evaluation Appeals ...................................................................380 905b - Excluded Employee Job Evaluation Appeals .....................................................................386 1000 - Salary Administration ................................................................................................................. 390 1001 - UNW Bargaining Unit and Excluded Group .......................................................................392 1002 - NWTTA Bargaining Unit.................................................................................................. 396 1002a - Experience Increments - Teachers.................................................................................398 1003 - Management Group ....................................................................................................... 400 1004 - Pay Increments ............................................................................................................. 404 1005 - Deductions From Pay ..................................................................................................... 406 1006 - Recoveries From Pay/Garnishment ..................................................................................408 1007 - Responsibility Allowance................................................................................................. 410
- vi -
1008 - Pay Periods ................................................................................................................... 414 1009 - Pay for Performance ...................................................................................................... 416 1010 - United Way Payroll Deductions ....................................................................................... 420 1100 - Insurances ................................................................................................................................ 422 1101 - Public Service Health Care Plan ....................................................................................... 424 1102 - Supplementary Death Benefit (SDB) ................................................................................426 1103 - Public Service Management Insurance Plan......................................................................428 1104 - Employee Travel Accident Insurance ...............................................................................430 1105 - Disability Insurance (DI)................................................................................................. 432 1106 - Dental Plan.................................................................................................................... 434 1107 - Northwest Territories Health Care Plan ............................................................................438 1109 - Indemnification.............................................................................................................. 440 1110 - Unemployment Insurance............................................................................................... 444 1111 - Employer Paid Coverage................................................................................................. 446 1200 - Allowances and Benefits ............................................................................................................. 448 1201 - Dependants of Employees .............................................................................................. 450 1202 - Commuting Allowance .................................................................................................... 454 1203 - Safety Footwear and Gloves Allowance ............................................................................456 1204 - NWT Teachers' Association (NWTTA) Allowances .............................................................458 1205 - Allowances Based on Occupation .................................................................................... 464 1206a - Severance Pay - UNW Bargaining Unit Employees...........................................................468 1206b - Severance Pay - Senior Managers and Excluded Employees ............................................474 1206c - NWTTA Bargaining Unit Employees................................................................................480 1207 - Membership Fees........................................................................................................... 482 1208 - Bilingual Bonus .............................................................................................................. 484 1209 - Medical Travel Assistance (MTA) ..................................................................................... 488 1210 - Duty Travel and Accomodation ....................................................................................... 494 1211 - International Duty Travel................................................................................................ 498 1212 - Uniform Clothing Issue ................................................................................................... 502 1213 - Long Term Storage ........................................................................................................ 504 1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee ..........508 1215a - Ultimate Removal Assistance......................................................................................... 518 1215b - Ultimate Removal Assistance - NWTTA ..........................................................................522 1216 - Food and Transportation Assistance ................................................................................528
- vii -
1217 - Northern Allowance........................................................................................................ 530 1218 - Staff Housing................................................................................................................. 532 1219 - Employee and Family Assistance Program........................................................................534 1300 - Pensions ................................................................................................................................... 538 1301 - Superannuation ............................................................................................................. 540 1302 - Pensionable Service ....................................................................................................... 544 1303 - Involuntary Resignation.................................................................................................. 548 1304 - Canada Pension Plan ...................................................................................................... 550 1400 - Planning and Development ......................................................................................................... 552 1401 - Setting Planning Objectives ............................................................................................ 554 1402 - Region/Division Forecasts ............................................................................................... 558 1403 - Human Resource Action Plans......................................................................................... 560 1404 - Consolidating the Department Plan .................................................................................562 1405a - Exit Surveys................................................................................................................. 564 1405b - Entry Survey................................................................................................................ 566 1407 - Secondments................................................................................................................. 568 1408 - Transfer Assignments..................................................................................................... 572 1409 - Education Leave ............................................................................................................ 578 1410 - Short Term Education Leave ........................................................................................... 582 1412 - Tuition/Course Fees ....................................................................................................... 584 1413a - Employee Recognition Policy ......................................................................................... 586 1413b - Premier's Award for Excellence...................................................................................... 588 1413c - Department Recognition ............................................................................................... 592 1413d Employee Recognition .................................................................................................... 596 1413e - Service Appreciation ..................................................................................................... 600 1500 - Occupational Health and Safety .................................................................................................. 602 1501 - Occupational Health and Safety ...................................................................................... 604 1502 - Protective Clothing and Safety Equipment........................................................................608 1503 - Smoke Free Workplace .................................................................................................. 610 1504 - Alcohol and Drugs.......................................................................................................... 612 1505 - HIV/AIDS In the Workplace ............................................................................................ 616 1506 - Power Outages .............................................................................................................. 620 1507 - Violence in the Workplace .............................................................................................. 622 1600 - Termination of Employment........................................................................................................ 626 - viii -
1601 - Rejection During the Probationary Period.........................................................................628 1602 - Staff Retention Policy ..................................................................................................... 632 1602a - Identifying Affected Employees ..................................................................................... 636 1602b - Placing Affected Employees .......................................................................................... 640 1602c - Severance Priority ........................................................................................................ 644 1602d - Voluntary Separation .................................................................................................... 648 1602e - Staffing Priority ............................................................................................................ 652 1602f - Retraining .................................................................................................................... 656 1602g - Education Assistance .................................................................................................... 660 1602h - Separation Assistance................................................................................................... 664 1603 - Abandonment of Position................................................................................................ 668 1604 - Medical Termination....................................................................................................... 670 1605 - Resignation ................................................................................................................... 674 1606 - Retirement .................................................................................................................... 676 1607 - Death in Service ............................................................................................................ 678 1608a - Priority Staffing ............................................................................................................ 680
- ix -
Introduction
Introduction
Introduction
The Human Resource Manual (HRM) contains comprehensive information on human resource management within the Territorial public service. Guidelines and procedures contained within the HRM apply to all employees in the public service of the Government of the Northwest Territories, its Departments, Boards, Councils, Corporations, Authorities and Agencies except where specifically stated in the application section. Except where expressly stated, the NWT Power Corporation only uses this manual for guidance in those areas where it has not established its own policies and procedures. The authority for the program policies, guidelines and procedures described in this manual originate from the Public Service Act, Public Service Regulations, Staffing Appeals Regulations, Public Service Holidays Order, Union of Northern Workers' Collective Agreement, Northwest Territories Teachers' Association Collective Agreement, Excluded Employees' Handbook, Senior Managers' Handbook, Other legislation as appropriate, and Executive council policies. These authorities prevail if there is any discrepancy between them and the information in this manual. The information in this manual is subject to change from time to time. Every effort will be made to keep the manual current. If you have any specific questions, please contact the Department of Human Resources1. Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/Introduction/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/HRHelpDesk@gov.nt.ca
-2-
0000 - Code of Conduct
0001 - Creation and Maintenance
0001 - Creation and Maintenance

Application
The Human Resource Manual (HRM) contains information on human resource management within the Government of the Northwest Territories. It provides: direction for effective day-to-day operation of GNWT human resources consistent approaches to human resource management across the GNWT guidance and flexibility for managing GNWT human resources. The HRM applies to all employees in the public service of the Government of the Northwest Territories, its Departments, Commissions, Councils, Corporations, Authorities and Agencies except where specifically stated in the application section. Except where expressly stated, the Northwest Territories Power Corporation only uses this manual for guidance in those areas where it has not established its own policies and procedures. The HRM contains direction on implementation of articles found in collective bargaining agreements and employee handbooks as well as other human resource matters. The direction provides additional information on existing articles and provides consistency and continuity in human resource management administration. The collective agreement or handbook takes precedence where there is a conflict between these directives and the collective agreement or handbook.
Definitions
The following definitions apply to the Human Resources Manual: employer means Government of the Northwest Territories. government means Government of the Northwest Territories. guidelines are a plan or explanation that provides guidance in setting standards or determining a course of action. They are an official recommendation indicating how to do something or the action to take in a particular circumstance. Guidelines must normally be followed unless there are valid reasons to do otherwise. manager means an employee who operates in a supervisory or managerial capacity, regardless of employment title. may expresses permission and the right to choose. must expresses mandatory action or circumstances. It applies to objects, similar to how shall expresses mandatory actions for persons. NWTTA means the Northwest Territories Teachers Association. procedures are internal instructions that set out how tasks or processes are completed. -6-
Human Resources Manual public service means Northwest Territories public service. responsible unit means the unit with expertise in the Department of Human Resources designated to lead the development of guidelines and/or where appropriate procedures. shall expresses mandatory action by a person. should expresses a normal course of action that may only be altered with good reason. will expresses certainty, not mandatory action is necessary. UNW means those bargaining unit members falling within the Main Collective Agreement with the Union of Northern Workers.
Guidelines
Approval and Maintenance The Department of Human Resources maintains the Human Resource Manual to ensure its relevancy. HRM sections may be created, revised or rescinded for a variety of reasons including Executive Council or Financial Management Board direction, collective bargaining negotiations, arbitration awards, jurisprudence, etc. Communication/Distribution The Human Resource Manual is published on the Department of Human Resources website. The Policy unit of the Department of Human Resources notifies human resource practitioners, the Union of Northern Workers, the Northwest Territories Teachers Association, the Northwest Territories Power Corporation and the Workers Safety and Compensation Commission of substantive changes made to sections of the Human Resource Manual. Client Service Managers are responsible for notifying managers in departments and agencies in their portfolio. Deputy Heads are responsible for implementing and communicating each new or revised section to employees, including developing or updating relevant divisional work procedures or processes, as required. On occasion all employees may be notified by email messenger if new or substantial changes to practices are approved. Non-substantive Changes The Director of Human Resource Strategy and Policy is authorized to approve non-substantive changes to manual sections as follows: Non-directive or procedure parts such as numbering title pages appendices/links containing examples or guides table of contents references history section of individual sections
-7-
0001 - Creation and Maintenance Grammatical or style changes that do no affect meaning, content or interpretation punctuation such as adding a comma or apostrophe format of document Changes to titles of staff, sections or divisions where the change affects only internal operations and does not impact worker or employer rights or responsibilities. Changes in titles of persons or things, or wording from sources outside the control of the Department of Human Resources where there is no change in the substance of the applicable law, policy, etc. Changes that are clearly contemplated by other decision-making bodies such as the correction of cross references to other handbooks, manuals, etc. The Director of Human Resource Strategy and Policy reports any non-substantive changes made under this authority at the next Department of Human Resources Senior Management Committee meeting. Non-substantive changes made under this authority may also be reported at the next Deputy Ministers Human Resource Committee Meeting. Sections revised with non-substantive changes are signed by the Director of Human Resource Strategy and Policy. Organization and Structure The sections in the Human Resource Manual have been grouped into chapters that relate to general human resource management functions. The numbering system used in this manual is divided into the chapter number, the section number and if required an alphabetic subject identifier. For example, HRM Section 1413b Premiers Award for Excellence: 14 indicates Chapter 1400; 13 indicates Section 13 of Chapter 14; b indicates an additional subject for Section 13. Each section contains headings that summarize the content. Heading Reference Number Description Appears in the Table of Contents and in the file name. The reference number identifies the section and topic. Clearly identifies the subject area. Identifies the collective agreement/employee handbook article, if required. Identifies the application of the guidelines. Provides additional information on terms, if required. Requirements to guide managers decision making. Outlines general operational process on how a task is completed Provides the authority, effective date, history and responsible unit.
Title Reference Authority Application Definitions Guidelines Procedures About this section
Not all headings may be used in a section. Additional headings may be used as necessary. For example, a See Also heading may provide links to other documents or web pages that can assist the user on similar or related topics. -8-
Human Resources Manual Review Cycle Human Resource Manual sections are reviewed as least every three years, or earlier if required.
Procedures
The Department of Human Resources is responsible for the creation of general operational procedures that provide direction on how a human resources task or process is completed. Procedures are reviewed at least every three years as part of the section review.
About this section

Authority: Effective Date: History: Responsible Unit: Human Resources Establishment Policy (14.00) February 5, 2012 New, Creation, Maintenance and Repeal Policy and Communication
Last Updated: February 2012 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/0001/default.htm
-9-
001a - Oath of Office and Secrecy
001a - Oath of Office and Secrecy

Introduction
1. GNWT employees have a duty of loyalty to the GNWT as their employer. The duty of loyalty, affirmed through the Oath of Office and Secrecy, requires employees to serve the GNWT to the best of their ability. 2. The release of confidential information that employees receive through the course of their employment may have a significant impact on the GNWTs ability to manage its affairs or to maintain a perception of impartiality and integrity with its clients and the public. 3. To protect the interests of the GNWT, its clients and the public, confidential information that employees receive through their employment must not be divulged to anyone other than persons who are authorized to receive the information both during their employment and after they terminate their employment. As well, employees must not use confidential information, or their ability to access such information, for the purpose of furthering any private interest or as a means of making personal gains.
Application
0. These guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation. 1. The application of the Oath of Office and Secrecy after ceasing to be an employee is of particular importance where employees or former employees have had access to confidential and/or privileged information, which, if disclosed, could harm the interests of the Public Service of the Northwest Territories and/or the people it represents.
Guidelines
1. All employees must abide by the Oath of Office and Secrecy. 2. Each employee, before being paid any remuneration, must take the following oath or affirmation: I, __________, solemnly and sincerely swear that I will faithfully and honestly fulfil the duties that devolve upon me by reason of my employment in the Public Service of the Northwest Territories and that I will not, without due authority, disclose or make known any matter that comes to my knowledge by reason of such employment. So help me God. OR I, __________, solemnly affirm and declare that I will faithfully and honestly fulfil the duties that devolve upon me by reason of my employment in the Public Service of the Northwest Territories and that I will not, without due authority, disclose or make known any matter that comes to my knowledge by reason of such employment. 3. In circumstances where an employee, or a former employee, reasonably believes that they may be asked to or feel pressured to breach their Oath of Office and Secrecy or that they may be in breach of their Oath of Office and Secrecy the employee or former employee shall notify their Deputy Head, or in the case of former employees the Deputy Head of their former Department, in writing of the - 10 -
Human Resources Manual circumstances and request clarification of the obligations arising from their Oath of Office and Secrecy. 4. Failure to comply with the Oath of Office and Secrecy could result in disciplinary action up to and including dismissal. 5. In the case of a former employee, failure to comply with the Oath of Office and Secrecy may result in legal action against the former employee.
Authorities and References

Public Service Act Section 39, Oath Public Service Regulations Schedule Form 1 Oath of Office and Secrecy Managers' Handbook Oath of Office and Secrecy Excluded Employees' Handbook Oath of Office and Secrecy Code of Conduct Confidential Information and the Oath of Office and Secrecy Last Updated: January 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/001a/default.htm
- 11 -
001b - Code of Conduct - General
001b - Code of Conduct - General

Introduction
1. The Government of the Northwest Territories (GNWT) is entrusted with the protection of the public interest. In view of the importance of this trust, it is essential that GNWT employees adhere to high ethical standards that maintain and foster public confidence. 2. To ensure continued public confidence in the impartiality and integrity of the public service the Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories1 identifies standards of conduct for GNWT public service employees in the execution of their duties, and in specific areas once an employee terminates their employment. It also outlines what steps employees should take to ensure they do not place themselves in a situation that can be perceived as a conflict of interest.
Application
1. These guidelines apply to all employees, except those employed by the NWT Power Corporation.
Definitions
1. Code means the Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories. 2. Conflict of interest exists where there is an actual or perceived incompatibility between an employees duties and responsibilities of office and the private interests of the employee or an immediate family member which can include but is not limited to pecuniary interests including investments and business involvements; outside employment; service, whether voluntary or otherwise, on a board, council or committee or other organization; and personal relationships, including immediate family and spouse.
Guidelines
1. Employees must perform official duties and arrange private affairs so public trust in the integrity and objectivity of the Government is conserved and strengthened. 2. Employees must arrange their personal affairs so there is no contravention of the Code. Employees are not prevented from using Government information that is available to the public in the management of their private affairs. However, where such information is not available to the public, employees must manage their private affairs so that neither they nor their immediate family, relatives, friends, business associates or former business associates benefit from the use of such information. Employees are responsible for making sure there are no conflicts of interest. 3. An employee who contravenes any section of the Code may be subject to disciplinary action up to and including dismissal. 4. Employees shall disclose and discuss with their Deputy Head, any situation, which may be a conflict of interest.
1. http://www.hr.gov.nt.ca/policy/default.htm
- 12 -
Human Resources Manual 5. The Code and Directive 2004, Extending and Accepting Hospitality, Gifts and other Benefits, of the Financial Administration Manual2 outline the use of public funds for hospitality and gifts and employee acceptance of hospitality and gifts as part of the business protocol beyond the scope of the guidelines in HRM Section 1413 for employee recognition. 6. Complaints from the public about employees' conflicts (i.e., outside activities) will be referred to the appropriate Deputy Head.
Procedures
1. All employees shall receive a copy of the Code when hired. 2. Where a Deputy Head seeks to prohibit an employees actions under the provisions of the Code, the employee has the right to request a review of that decision to the Deputy Minister of Human Resources. In the case of employees of the Department of Human Resources, a review request can be made to the Secretary to Cabinet. 3. Should an employee not agree with any decisions or actions taken as a result of the application of the Code, the employee may access the grievance process contained in the appropriate collective agreement or the Public Service Act.

Public Service Act Section 34, Political Partisanship Public Service Regulations Section 41-47, Grievances Section 48, General Section 50, Mayor of Municipality Section 51 (Schedule A), Oath of Office Collective Agreement with UNW Article 8, Restriction on Outside Employment Collective Agreement with NWTTA Article 24, Extraneous Duties and Outside Employment Senior Managers' Handbook Conflict of Interest Excluded Employees' Handbook Conflict of Interest Financial Administration Manual Directive 2004, Extending and Accepting Hospitality, Gifts and other Benefits Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories Last Updated: September 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/001b/default.htm
2. http://www.fmbs.gov.nt.ca/FAMWeb/index.html
- 13 -
001c - Conflict of Interest - Outside Employment
001c - Conflict of Interest - Outside Employment

Introduction
1. Employees take part in a wide range of activities outside of GNWT employment including volunteer activities, self-employment, outside employment and service (either volunteer or paid) on boards, councils or committees. 2. To ensure continued public confidence in the impartiality and integrity of the public service the Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories1 identifies standards of conduct for GNWT public service employees in the execution of their duties, and in specific areas once an employee terminates their employment. It also outlines what steps employees should take to ensure they do not place themselves in a situation that can be perceived as a conflict of interest.
Application
1. These guidelines apply to all employees, except those employed by the NWT Power Corporation.
Definitions
1. Code means the Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories. 2. Conflict of interest exists where there is an actual or perceived incompatibility between an employees duties and responsibilities of office and the private interests of the employee or an immediate family member which can include but is not limited to pecuniary interests including investments and business involvements; outside employment; service, whether voluntary or otherwise, on a board, council or committee or other organization; and personal relationships, including immediate family and spouse. 3. Outside activities includes outside employment, self-employment, service (with or without remuneration) on boards, councils or committees and volunteer activities.
Guidelines
1. Employees must perform official duties and arrange private affairs so public trust in the integrity and objectivity of the Government is conserved and strengthened. 2. Employees must arrange their personal affairs so there is no contravention of the Code. It is not the GNWTs intention to prevent employees from engaging in outside employment, service or volunteer activities. However, where employees engage in outside employment, service or volunteer activities, employees must ensure outside activities do not: a. cause a conflict of interest;
- 14 -
Human Resources Manual b. be performed in such a way as to appear to be an official act on the GNWTs behalf, or to represent a GNWT opinion or policy; c. interfere with regular duties; d. involve the use of Government premises, equipment or supplies; or e. place the employee in a position where the employee has confidential knowledge or information that the employee can exploit for personal gain. 3. Deputy Head approval in writing is required before employees start any outside activities that may create a real or perceived conflict of interest. A Deputy Head must obtain approval from the Secretary to Cabinet. Employees should also notify their Deputy Head if their outside activity changes (i.e., different employment or volunteer for a another organization) or when previous approval is several years old. 4. An employee who contravenes any section of the Code may be subject to disciplinary action up to and including dismissal. 5. Employees shall disclose and discuss with their Deputy Head, any situation, which may be a conflict of interest. 6. Complaints from the public about employees' conflicts (i.e., outside activities) will be referred to the appropriate Deputy Head.
Procedures
1. All employees shall receive a copy of the Code when hired. 2. When an employee wishes to carry on any outside employment, service or volunteer activities outside of regularly scheduled hours of duty, the employee shall notify the Deputy Head in writing of the nature of such outside activity. This can be done by sending the Deputy Head a letter explaining the outside activity with a copy to the supervisor. 3. When the Deputy Minister makes a determination to prohibit or places conditions on an employees engagement in an outside activity due to a possible conflict of interest, the employee shall be notified in writing together with the reason for withholding such permission. A copy of this information is placed on the employee's personnel file. 4. Where a Deputy Head seeks to prohibit an employees actions under the provisions of the Code, the employee has the right to request a review of that decision to the Deputy Minister of Human Resources. In the case of employees of the Department of Human Resources, a review request can be made to the Secretary to Cabinet. 5. Should an employee not agree with any decisions or actions taken as a result of the application of the Code, the employee may access the grievance process contained in the appropriate collective agreement or the Public Service Act.

Public Service Act Public Service Regulations Section 41-47, Grievances Section 48, General Section 50, Mayor of Municipality Section 51 (Schedule A), Oath of Office Collective Agreement with UNW Article 8, Restriction on Outside Employment - 15 -
001c - Conflict of Interest - Outside Employment Collective Agreement with NWTTA Article 24, Extraneous Duties and Outside Employment Senior Managers' Handbook Conflict of Interest Excluded Employees' Handbook Conflict of Interest Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories Last Updated: September 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/001c/default.htm
- 16 -
001d - Conflict of Interest - Political Activity
001d - Conflict of Interest - Political Activity

Introduction
1. If engaging in political activities, employees must be able to maintain impartiality in relation to their duties and responsibilities. 2. To ensure continued public confidence in the impartiality and integrity of the public service the Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories1 identifies standards of conduct for GNWT public service employees in the execution of their duties, and in specific areas once an employee terminates their employment. It also outlines what steps employees should take to ensure they do not place themselves in a situation that can be perceived as a conflict of interest.
Application
1. These guidelines apply to all employees in the Territorial public service.
Definitions
1. Code means the Code of Conduct Respecting Conflict of Interest and Oath of Office and Secrecy for the Employees of the Government of the Northwest Territories. 2. Conflict of interest exists where there is an actual or perceived incompatibility between an employees duties and responsibilities of office and the private interests of the employee or an immediate family member which can include but is not limited to pecuniary interests including investments and business involvements; outside employment; service, whether voluntary or otherwise, on a board, council or committee or other organization; and personal relationships, including immediate family and spouse. 3. Candidate means a candidate as defined in the NWT Elections Act or the Canada Elections Act as applicable. 4. Official agent means an official agent as defined in the NWT Elections Act or the Canada Elections Act as applicable. 5. Political party means a registered political party as defined in the Canada Elections Act or an unregistered political party functioning in the Northwest Territories to achieve political aims. 6. Territorial riding association is the Territorial association of a political party.
Guidelines
1. Employees must perform official duties and arrange private affairs so public trust in the integrity and objectivity of the Government is conserved and strengthened. 2. Employees must arrange their personal affairs so there is no contravention of the Code. Within the constraints established in the Public Service Act and the Code, employees are free to participate in political activities, including belonging to a political party, supporting a candidate for elected office
- 18 -
Human Resources Manual and actively seeking elected office, as long as the political activities are clearly separated from the activities related to his or her employment. Employees are responsible for making sure there are no conflicts of interest. 3. Employees are prohibited from: a. personally soliciting funds for a territorial political party or candidate; b. engaging in any political activity for or on behalf of a territorial, provincial or federal political party or a candidate during working hours; c. using the premises, air charters, supplies, equipment or services belonging to or in the possession of the GNWT for the purposes of any political activity, unless the premises are leased residential premises; d. displaying or distributing territorial, provincial or federal campaign literature or other promotional material in any office or premises belonging to or in the possession of the GNWT, unless the premises are leased residential premises; e. being a candidate in a federal, provincial or territorial election, unless on a leave of absence granted by the Minister of Human Resources for that purpose; f. serving as an official agent for a candidate or as an executive officer of a territorial political party or territorial riding association; or g. intentionally using or attempting to use their position to affect the political activity of any other person. 4. Employees are not in violation of paragraph 12 above, merely because they attend political meetings, are members of a political party or contribute money to any political candidate or party. 5. Employees in specific positions (see #86 and #88 of the Code) are also prohibited from: a. publicly expressing views on any matter that forms part of the platform of a territorial or federal political party of candidate, including any criticism of candidates, positions or policies; b. attending any meeting of a territorial or federal political party as a voting delegate; c. serving as executive officer of a federal political party, riding or association; or d. campaigning on behalf of or otherwise actively work in support of a territorial or federal political party or candidate. 6. Employees must submit a written application requesting a leave of absence without pay to seek nomination as a candidate and to be a candidate for election. 7. An employee who is declared elected as a Member of the Legislative Assembly of the Northwest Territories or of the House of Commons of Canada ceases to be an employee. 8. An employee who contravenes any section of the Code may be subject to disciplinary action up to and including dismissal. 9. All allegations or complaints from the public regarding employees' political activities will be referred to the appropriate Deputy Head and are directed to the Minister of Human Resources. 10. If, as a result of an investigation, the Minister of Human Resources is convinced that an employee has contravened the Code, the Minister takes appropriate disciplinary action.
Procedures
1. All employees shall receive a copy of the Code when hired.
- 19 -
001d - Conflict of Interest - Political Activity 2. When engaging in political activities that may conflict in a manner that is real or perceived with employment duties or that compromise the interests of the Government, employees must make written disclosure to the Deputy Head. 3. In circumstances when it is not clear whether an employee may enter into a political activity, the employee shall notify the Deputy Head in writing of the nature of the intended political activity and seek approval. If permission is withheld, the employee shall be notified in writing. 4. A leave of absence without pay must be obtained from the Minister of Human Resources before an employee can seek nomination as a candidate in a federal or territorial election. An employee must apply in writing for this leave to the Deputy Head. 5. The leave of absence without pay shall begin prior to an employee's declaration of candidacy and end on the day the results of the election are officially declared or an earlier date as may be requested by an employee who has ceased to be a candidate. 6. The Deputy Head forwards the leave application to the Deputy Minister of Human Resources and a brief is prepared for consideration by the Minister of Human Resources. 7. Once the leave is approved by the Minister of Human Resources, the Department of Human Resources arranges to publish a notice that the employee was granted a leave of absence in the Northwest Territories Gazette and a widely distributed Northwest Territories newspaper as follows: a. The Department of Human Resources submits a written request to the Department of Justice to publish a notice in the Northwest Territories Gazette; and b. The Department of Human Resources prepares and submits a notice to the appropriate newspapers. 8. Employees who are elected to a federal, provincial or territorial office shall resign their employment, effective the day of the election. 9. Employees, who seek election and are not elected, are entitled to return to the same or similar employment, effective the day after the election. 10. Where a Deputy Head seeks to prohibit an employees actions under the provisions of the Code, the employee has the right to request a review of that decision to the Deputy Minister of Human Resources. In the case of employees of the Department of Human Resources, a review request can be made to the Secretary to Cabinet. 11. Should an employee not agree with any decisions or actions taken as a result of the application of the Code, the employee may access the grievance process contained in the appropriate collective agreement or the Public Service Act.

Canada Elections Act Public Service Act Section 34, Political Partisanship Public Service Regulations Section 49, General Section 50, Mayor of Municipality NWT Elections and Plebiscites Act Section 1, Definitions Section 168 (2.1), Maximum Contribution Section 179 (1), Return Respecting Election Contributions and Expenses
- 20 -
Human Resources Manual Code of Conduct Political Activity Last Updated: September 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/001d/default.htm
- 21 -
001e - Government Vehicle Use
001e - Government Vehicle Use

Introduction
1. The Government of the Northwest Territories ensures that vehicles are available to GNWT employees who require them to carry out the duties of their position. 2. Employees who drive vehicles in the performance of their duties are required to abide by the vehicle use guidelines.
Application
1. These guidelines and procedures apply to all employees and to contractors using government vehicles, with the exception of the NWT Power Corporation.
Definitions
1. Client Services is the Client Services Division of the Department of Human Resources. 2. Vehicle includes automobiles, passenger vans, pickup trucks and any other motorized vehicles, such as snow machines, that are owned, leased or rented for GNWT business. 3. Energy Conservation is the planned effort to decrease the amount of energy used in GNWT operations in order to reduce costs and the environmental impact of energy use. 4. Vehicle Fleet is the collection of vehicles owned or leased by GNWT departments. 5. Vehicle Fleet Administrator is the individual(s) responsible in each department for the maintenance of the vehicle fleet. 6. Vehicle Care is the required procedures to maintain a vehicle in energy efficient running order.
Guidelines
1. Government employees who use GNWT vehicles are required to have the appropriate license and be informed of these guidelines. 2. All government vehicles must be insured and registered. Registration and insurance cards are to be in the vehicle as required by the Motor Vehicles Act. 3. Government vehicles are to be maintained and available for use by authorized employees. 4. Government employees must obey all traffic laws and follow the procedures in these guidelines when driving GNWT vehicles and rental vehicles on GNWT business. 5. ALL accidents must be reported in accordance with the General Loss Reporting Procedures1 whether or not another party is involved. 6. GNWT vehicles may NOT be used for personal reasons unless express written permission has been obtained from the Deputy Head. This applies to employees who use a GNWT vehicle while on standby and call outs, as well as during regular working hours.
1. http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eGeneralLossReportingProcedures.pdf
- 22 -
Procedures
1. Supervisors of employees who drive as part of their job must: Make sure that a photocopy of each employees current drivers license is on their personnel file; Make sure the employee has the appropriate class of licence for the vehicle they will be driving; Inform employees and contractors of the vehicle use guidelines and ensure that they are followed; Ensure that the vehicle registration and insurance card are current and that original documents are kept in the vehicle and copies of the documents are on file; Advise employees that GNWT vehicles must not be used for transporting employees to and from airports that have a taxi service; Advise employees that they must not use cell phones while driving a government vehicle or while driving their personal vehicle on government business; Ensure that all employees who use GNWT vehicles more than 40 hours per year complete the Driver Abstract Consent Form. 2 Contact Client Services for assistance in determining any labour relations implications should the employee accumulate 12 demerit points or are involved in numerous accidents or incur any traffic fines, parking tickets and related towing charges associated with the use of GNWT vehicles; Follow usual disciplinary procedures if problems with the use of GNWT vehicles occur during working hours (such as accidents, carelessness, abuse or unauthorized use); and Ensure that the vehicle is kept neat and clean, inside and out. 2. Vehicle Fleet Administrators must: Ensure that vehicle maintenance is scheduled in accordance with the manufacturers instructions; Coordinate delivery and return of vehicles for maintenance and repair; Ensure that there is a Vehicle Accident Report Form3 in the vehicles and that they are completed and sent to Risk Management and Insurance if an accident occurs; Inspect vehicles periodically, complete inspection reports, and complete the Vehicle Maintenance Record of Repairs4 each time the vehicle undergoes repairs; and Inspect and replenish vehicle supplies in the spring and summer of each year, and as required on an ongoing basis using the Vehicle Checklist5. 3. Drivers of GNWT vehicles and rental vehicles used for government business must: Use GNWT vehicles ONLY for GNWT business except where express written permission has been obtained from the Deputy Head. Employees may have to pay for repairs or damages, and may be disciplined for unauthorized personal use of the vehicle;
2. 3. 4. 5.
http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eDriverAbstractConsentForm.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eVehicleAccidentReportForm.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eVehicleMaintenanceRecordofRepairs.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eVehicleChecklist.pdf
- 23 -
001e - Government Vehicle Use Complete the Daily Trip Record 6located inside the vehicle every time the vehicle is used; Use common sense, economy and safety when using vehicles; Complete the Record of Gas and Oil7 every time the vehicle is refuelled; Use seat belts and ensure that all passengers use seat belts; Drive at a speed compatible with weather, traffic, road and vehicle conditions. Do not exceed posted speed limits; Not drive when conditions are hazardous, except for work related emergencies; Not smoke in the vehicle; Do normal safety checks (such as checking fluid levels, tire inflation) and report problems and unsafe vehicles to his/her supervisor; Take the shortest possible route; Make best use of the vehicle. To minimize costs, if two or more employees are going to the same place, travel together; Park in GNWT parking spaces, where provided; Ensure material and equipment is secured at all times; Keep vehicle logs according to departmental procedures; Return shared or loaned vehicles and keys promptly with fuel topped up; Remove personal belongings and garbage after using shared or loaned vehicles; Consult his/her supervisor about approval to take the vehicle home if the employee is on call or working after normal hours; Be familiar with the Vehicle Use Energy Conservation Guidelines as set out in Section 001f of the Human Resources Manual; Be familiar with the Winter Travel Guidelines8; Report all accidents in accordance with the General Loss Reporting Procedures9 and complete the Vehicle Accident Report Form10 located in the vehicle; Report any traffic fines, parking tickets and related towing charges associated with the use of GNWT vehicles; and Advise his/her supervisor if he/she has been advised by the Registrar of Motor Vehicles that 12 demerit points has been reached.

Motor Vehicles Act Part IV - Rules of the Road, Section 56 (1) Insurance Act Part V - Automobile Insurance
6. 7. 8. 9. 10.
http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eDailyTripRecord.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eRecordofOilandGas.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eWinterTravelGuidelines.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eGeneralLossReportingProcedures.pdf http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eVehicleAccidentReportForm.pdf
- 24 -
Human Resources Manual Code of Conduct Section 76, Use of Government Equipment and Property Human Resources Manual Section 001f, Energy Conservation Financial Administration Manual Section 9-13(2) - Reporting of Losses Section 802 - Duty Travel (Renting Vehicles) Last Updated: January 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/001e/default.htm
- 25 -
001f - Vehicle Use - Energy Consumption
001f - Vehicle Use - Energy Consumption

Introduction
1. The Government of the Northwest Territories is committed to making every effort to conserve the amount of fuel it uses.
Application
1. These guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation, who use government vehicles and who are responsible for the purchase and maintenance of vehicle fleets.
Definitions
1. Vehicle includes automobiles, passenger vans, pickup trucks and any other motorized vehicles that are owned, leased or rented for GNWT business. 2. Energy Conservation is the planned effort to decrease the amount of energy used in GNWT operations in order to reduce costs and the environmental impact of energy use. 3. Vehicle Fleet is the collection of vehicles owned or leased by a GNWT department. 4. Vehicle Fleet Administrator is the individual(s) responsible in each department for the maintenance of the vehicle fleet. 5. Vehicle Care is the required procedures to maintain a vehicle for optimal energy efficiency.
Guidelines
1. Departments are required to purchase or lease the most energy efficient vehicle that will meet their needs. 2. All GNWT vehicles must undergo regularly scheduled maintenance to ensure the most fuel-efficient operation possible. The schedule should be based on use and in accordance with manufacturers instructions for vehicles under warranty. 3. Timers and/or temperature sensors must be installed in vehicle plug-ins in order to conserve electricity. 4. Remote starters installed in GNWT vehicles must be programmed to allow a maximum idle time of 15 minutes. 5. Government vehicles must be used in a manner that supports energy conservation efforts.
Procedures
1. When purchasing or leasing new vehicles for their fleet, the vehicles should be the most fuel efficient and lightweight models available that are adequate for the task. 2. In order to decrease the amount of fuel used by the Government,
- 26 -
Human Resources Manual a. Employees using government vehicles must: i. Take the shortest and most direct route; ii. Use GNWT vehicles only for GNWT business; iii. Do not use GNWT vehicles for transporting employees to and from airports if a taxi service is available; iv. Use 4-wheel drive only in situations where it is absolutely required; v. Abide by the vehicle care requirements; and vi. Travel together if going to the same place b. Employees are encouraged to follow fuel-efficient driving practices: i. Never exceed the speed limit; ii. Avoid sudden braking and accelerating; iii. Accelerate slowly for maximum fuel economy; iv. Anticipate stops and brake early; v. Avoid sudden lane changes; and vi. Abide by the winter driving practices outlined in Item 17. 3. Employees will support energy conservation by caring for government vehicles as follows: Report all vehicle problems to the Vehicle Fleet Administrator by completing the Vehicle Damage/Problem Report1. If a Vehicle Fleet Administrator is not identified for the employees department, the problem should be reported to his/her supervisor. Vehicle Fleet Administrators will support energy conservation by caring for their fleet as follows: Ensure that vehicle maintenance is scheduled; Coordinate the delivery and return of vehicles for maintenance and repair; and Inspect vehicles periodically and complete inspection reports. Winter driving practices are as follows: 1. If the temperature is below -30 C, plug in the block heater for two hours; 2. Refrain from using gasline de-icers unless there are difficulties. Some gas line de-icers dry out fuel injectors and destroy gasket material. Keep idling time to a minimum; 3. The engine should idle only long enough to clear the interior of the windshield; 4. No warmup time is required when the temperature is above -10 C; 5. 10 minute warm up time is acceptable for temperatures between -11 C and -40 C; 6. Warm the vehicle up by driving slowly for the first 5 kilometres; 7. Accelerate slowly for maximum fuel economy; 8. Maintain a safe following distance;
1. http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001f/documents/001fVehicleDamageProblemReport.pdf
- 27 -
001f - Vehicle Use - Energy Consumption 9. Drive at a speed that is appropriate for road and weather conditions; and 10. Abide by Winter Travel Guidelines2

Code of Conduct Section 76, Use of Government Equipment and Property Human Resources Manual Section 001e, Vehicle Use Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0000 - Code of Conduct/001f/default.htm
2. http://www.hr.gov.nt.ca/policy/hrm/0000%20-%20Code%20of%20Conduct/001e/documents/001eWinterTravelGuidelines.pdf
- 28 -
0100 - Hiring Process
100 - Introduction and Statement of Intent
100 - Introduction and Statement of Intent

Introduction
1. The Minister responsible for the Public Service Act has the exclusive right and authority to appoint persons to positions in the Public Service. Appointments to positions in the Public Service will be based on merit and selection decisions will be fair, transparent, equitable and will comply with all relevant policies and guidelines. This contributes to a Public Service that is competent and representative of people it serves. 2. The Minister responsible for the Public Service Act delegates staffing authorities to Deputy Heads to the maximum extent possible to assist them to meet their operational objectives and to respond efficiently and effectively to increasing and changing demands. 3. The Staffing Guidelines provide supervisors and human resources representatives with procedures to ensure that appointments are made in a manner consistent with the Public Service Act and the goals of the Government of the Northwest Territories (GNWT). Each section follows a standard format and includes any related staffing support information such as examples, administrative procedures and forms where these exist. 4. Recruitment and selection practices will also be carried out in a manner that is consistent with other territorial and federal legislation including the Financial Administration Act, the Official Languages Act, the NWT Human Rights Act and the Canadian Charter of Rights and Freedoms. 5. The Department of Human Resources shall provide clarification and interpretation of the Staffing Guidelines. Rulings and advice concerning the Staffing Guidelines will be documented and communicated to client services staff on a regular basis and are intended as standards for future practice.
Guidelines
1. The Staffing Guidelines have been designed as an electronic reference that enhances ease of access and maintenance. Included are guidelines for the following activities related to staffing in the GNWT: 101 - Staffing and the Affirmative Action Policy 102 - Initiating a Competition 102a- Limited Competitions 102b- Eligibility Lists 103 - Selection Committees 104 - Preparing the Screening Criteria 105 - Preparing the Job Advertisement 106 - Advertising 107 - Acknowledging Applicants 108 - Interview Questions 109 - Screening Applications 110 - Determining Suitability (Interviews, Assignments and Tests) 111 - Evaluating Interviews, Assignments and Tests 111a- Underfilling 112 - Conducting Reference Checks 113 - Conducting a Criminal Records Check 114 - Conducting Additional Pre-Employment Checks
- 32 -
Human Resources Manual 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 Job Offers Regrets Staffing Appeal Process Direct Appointments Casual Recruiting Post Secondary Student Employment Program Progressive Employment Program Graduate Internships NWTTA Teacher Recruitment Introduction & Statement of Intent NWTTA Staffing Priorities Initiating an NWTTA Competition NWTTA Selection Committee NWTTA Preparing the Screening Criteria NWTTA Preparing the Job Advertisement NWTTA Advertising NWTTA Acknowledging Applicants NWTTA Interview Questions NWTTA Screening Applications NWTTA Determining Suitability (Interviews, Assignments and Tests) NWTTA Evaluating Interviews, Assignments and Tests NWTTA Conducting Reference Checks NWTTA Conducting a Criminal Records NWTTA Conducting Additional Pre-Employment Checks NWTTA Job Offers for NWTTA Positions NWTTA Regrets on NWTTA Competitions
Inquiries
1. The Staffing Guidelines and all applicable examples, administrative procedures and forms shall be maintained by the Department of Human Resources. Questions regarding the application or interpretation of these guidelines may be directed to: Director Corporate Human Resources Department of Human Resources Government of the Northwest Territories P.O. Box 1320 Yellowknife NT X1A 2L9 Phone: (867) 920-3398 Fax: (867) 873-0235 E-mail: chrs@gov.nt.ca

Public Service Act Affirmative Action Policy Human Rights Act Financial Administration Act Canadian Charter of Rights and Freedoms Last Updated: October 2006
- 33 -
100 - Introduction and Statement of Intent Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/100/default.htm
- 34 -
101 - Affirmative Action Policy

Introduction
1. Prior to commencing a competition, it is important that Selection Committee members understand how the Affirmative Action Policy impacts their decisions throughout the staffing process. This section provides an overview of the Affirmative Action Policy, particularly as it relates to the following staffing activities: Preparing the Job Advertisement (Section 1051); Screening Applications (Section 1092); Evaluating Interviews, Assignments and Tests (Section 1113); Job Offers (Section 1154); Regrets (Section 1165).
Definitions
1. Affirmative Action Policy means the guidelines that support the GNWTs commitment to a competent Public Service that is representative of the population it serves (see the Human Resources website6 for a copy of the Affirmative Action Policy). 2. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 3. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 4. NOC Code means the National Occupational Classification (NOC) code that represents a description of the duties, skills, interests, aptitudes, education requirements and working settings for occupations in the GNWT. 5. Non-Traditional Occupations are occupations where 70% or more of the incumbents are male and there are ten or more incumbents in the occupational group or sub-group (non-traditional occupations7). 6. Management Occupations means those positions with a four-digit NOC code starting with 001. These are Deputy Minister, Assistant Deputy Minister, Director and Superintendent level positions. 7. Resident means those candidates who have lived in the Northwest Territories for one year or more.
1. 2. 3. 4. 5. 6. 7.
http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/105 http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/109 http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/111 http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/115 http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/116 http://www.hr.gov.nt.ca/ http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/101/documents/Non-Traditional%20Occupations%202011%2006.pdf
- 36 -
Human Resources Manual 8.

8
Indigenous Aboriginal Persons means those persons who are descendants of the Dene, Inuit or Metis people, indigenous to the present boundaries of the Northwest Territories and includes any aboriginal persons resident at birth pursuant to Section 7.1 of the Vital Statistics Act and any Canadian aboriginal persons who have lived more than half of their life in the Northwest Territories.
9
9. 10.
Indigenous Non-Aboriginal Persons are non-aboriginal persons born in the Northwest Territories or who have lived more than half their life in the Northwest Territories.
10
Resident Disabled Persons are persons who are living in and have lived in the Northwest Territories for at least one year immediately prior to applying on a competition and who are at a disadvantage because of a medically certified learning, mental, emotional, or physical disability where the disability handicaps the person in taking advantage of employment, training and career advancement opportunities. A person without such a disability would not encounter these difficulties.
11
11.
Resident Women are females who are living in and have lived in the Northwest Territories for at least one year immediately prior to applying on a competition .
Guidelines
1. All job advertisements and competition posters shall identify the GNWT as an Affirmative Action employer. 2. Staffing priority shall be granted to the designated groups specified in the GNWTs Affirmative Action Policy as follows: Competitions for Management or Non-Traditional Occupations
Priority 1 a) Indigenous Aboriginal Persons - Females b) Indigenous Aboriginal Persons - Males Priority 2 Resident Women Priority 3 Indigenous Non-Aboriginal Persons or Resident Disabled Persons No Priority All Other Applicants All Other Competitions Priority 1 Indigenous Aboriginal Persons Priority 2 Indigenous Non-Aboriginal Persons or Resident Disabled Persons
8. 9. 10. 11.
- 37 -
No Priority All Other Applicants 3. Indigenous aboriginal or indigenous non-aboriginal persons who qualify under the program and are residing outside the NWT are granted staffing priority. 4. Aboriginal and non-aboriginal people who were living within the current boundaries of the NWT prior to creation of Nunavut on April 1, 1999 retain their affirmative action hiring status. Individuals who were not living within the current boundaries of the NWT prior to April 1, 1999 are considered residents of another jurisdiction and must have their status assessed. If they have lived half of their life or were born within the current boundaries of the NWT, they meet the requirements for priority hiring status. If they have not lived half their life or were not born within the current boundaries of the NWT, they cannot claim priority hiring status. 5. Applicants are responsible for identifying their eligibility for priority consideration when applying for a Government position. Applicants should identify their priority at the time of application, but must do so prior to a job offer being made. 6. Applicants applying for priority as a disabled person shall provide medical certification of that disability. 7. The Human Resources Representative may verify staffing priority of individuals who have indicated affirmative action status by requesting additional proof. Treaty cards, Metis cards, beneficiary cards or other official documents considered appropriate by the Human Resources Representative may be used to assess staffing priority. 8. If the selection committee chooses to verify the affirmative action status of a candidate who does not declare their affirmative action status, they must do so for all candidates. 9. Affirmative action candidates who meet the screening criteria shall be considered for an interview before non-priority candidates. 10. Affirmative action candidates who receive a passing mark on the interview shall be granted hiring priority over non-priority candidates.
Procedures
1. The Human Resources Representative includes the following phrase on all competition advertisements: AFFIRMATIVE ACTION EMPLOYER and the following statement on all competition posters or advertisements: Candidates must clearly identify their eligibility in order to receive priority under the Affirmative Action Policy. 2. The Human Resources Representative verifies the NOC code for the position. 3. If necessary, the Human Resources Representative verifies the priority status of affirmative action candidates prior to screening. 4. The Affirmative Action Policy is applied to create a short list of applicants to be interviewed (see Section 10912, Screening Applications). 5. The selection committee ranks qualified, suitable applicants of the same priority by merit following interviews. 6. Employees on the staffing priority list under the Staff Retention Policy shall receive staffing priority over all other candidates (HRM Section 1602-a, Lay-Off - Priority Staffing).
12. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/109
- 38 -
Human Resources Manual 7. Staffing priority will be given to employees on the staffing priority list according to their affirmative action status. 8. The Human Resources Representative shall notify all unsuccessful affirmative action candidates of the outcome of the competition.

Public Service Act Affirmative Action Policy Last Updated: August 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/101/default.htm
- 39 -
102 - Initiating A Competition

Introduction
1. When there is a vacancy to be filled and where the Department, Board or Agency plans to fill it through a competition, the Department, Board or Agency must initiate a competition.
Definitions
1. Screening criteria are prerequisite experience and education that candidates shall possess before consideration can be given for an interview. 2. NOC Code is the National Occupational Code that designates a position in a certain occupational grouping. It is typically recorded in PeopleSoft. 3. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 4. Hiring Risk Assessment Model is a tool that may be used by the Human Resources Representative to determine what type of verification a position requires education/certification/employment check; criminal records check; or certified criminal records check. 5. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 6. Management Occupations are occupations responsible for planning, organizing, coordinating, directing, and controlling the activities of programs or services generally through subordinate supervisors. Based on National Occupational Classification (NOC) coding, positions classified under four digit NOC codes starting with 001 are considered management occupations. These are Deputy Minister, Assistant Deputy Minister, Chief Executive Officer, Director and Superintendent level positions. 7. Non-Traditional Occupations are occupations where 70% or more of the incumbents are male and there are ten or more incumbents in the classification group or sub-group. 8. Limited Competition involves a narrow scope of recruitment that seeks to hire a candidate who: a. is currently employed as an indeterminate or term Government of the Northwest Territories (GNWT) employee; and/or b. is an Affirmative Action designated group member; and/or c. resides in a specific geographical area or community.
Guidelines
1. A Deputy Head, or delegate, identifies the need to fill a vacant position and submits a request either in writing or by e-mail, to the Departments assigned Human Resources Representative. 2. The Human Resources Representative verifies the following:
- 40 -
Human Resources Manual a. the job description is current and has been approved by the Deputy Head; b. the organizational chart is current and has been approved by the Deputy Head; c. the position has been evaluated; d. the pay level; e. the NOC code for the position; f. the position is a position of trust, a highly sensitive position or has been reviewed using the Hiring Risk Assessment Model1 tool (instruction sheet2). Positions of trust, highly sensitive positions or positions having been identified as moderate or high risk during the assessment will require a criminal records/certified criminal records check. g. position type (full-time, term, seasonal, part-time, continuous, non-continuous, 40 hour week, 37.5 hour week etc); h. management or non-traditional occupation; and i. location of the position. 3. Whenever possible, the position should be evaluated prior to advertising. Failure to do so may negatively impact the quantity and quality of applicants. 4. The Human Resources Representative will use the Competition Checklist3 to ensure compliance with staffing guidelines, procedures and timelines. 5. Competition files are to be kept for a period of at least two years
Procedures
1. Once a staffing request is received, the Human Resources Representative creates a competition file which includes: a. the authorization to staff the position; b. the job description and organization chart; and c. competition checklist. 2. The Human Resources Representative or assistant initiates a competition in the Government Human Resource Management System (PeopleSoft Recruitment Module), which will generate a competition number. 3. The Human Resources Representative determines whether there are employees on the staffing priority list to consider for the vacancy prior to advertising. 4. The Human Resources Representative determines, in consultation with the supervisor, whether the vacancy will be filled by a regular transfer assignment of less than one year in length or a developmental transfer assignment of less than two years in length, in which case a competition is optional. 5. The supervisor of the position and the Human Resources Representative consider the necessity or merit in limiting the scope of the competition (see Section 102a, Limited Competitions).
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/HiringRiskAssessmentModel.xls 2. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/InstructionHiringRiskAssessmentModel.pdf 3. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/CompetitionChecklistTemplate.doc
- 41 -

Public Service Act Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/102/default.htm
- 42 -
102a - Limited Competitions

Introduction
1. When it is in the best interest of the Public Service, departments may limit the scope of their recruitment effort to ensure that it is conducted in the most responsive and effective manner.
Definitions
1. Limited Competitions involve a narrow scope of recruitment that seeks to hire a candidate who: a. is currently employed as an indeterminate or term GNWT employee; and/or b. is an Affirmative Action designated group member; and/or c. resides in a specific geographical area or community. 2. Scope of Recruitment refers to the nature or location of the applicant pool that is eligible to apply for the position. It directly influences how the position will be advertised. 3. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 4. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 5. Indeterminate Employee is a person employed for an indeterminate period. 6. Term Employee is a person employed for a specified period of time.
Guidelines
1. The selection of persons for appointment to positions in the Public Service shall be based on merit, within the parameters outlined in the staffing guidelines related to affirmative action, with a view to developing a northern public service staffed by competent, well-qualified employees. 2. Deputy Heads are the approval authority for limited competitions. 3. Limited competitions shall be supported by a brief written rationale that is to be included in the competition file. 4. Rationales for limited competitions shall demonstrate that it is appropriate to limit the scope of recruitment in the following manner(s). Examples are: a. Limited to GNWT indeterminate and term employees: i. To provide a progressive opportunity for an affirmative action employee (e.g. open to indigenous aboriginal indeterminate or term GNWT employees only); ii. To ensure critical public service experience that is not likely available outside of government (e.g. open to indeterminate or term GNWT employees only);
- 44 -
Human Resources Manual iii. To support the career development of existing employees who have demonstrated a commitment to the organization; iv. To support the training and development of existing employees where a position has been difficult to fill and there are existing employees who could do the job with some time in a trainee or underfill capacity to reach the appropriate skill level; or v. To assist in retaining valuable skills by providing a natural progression for other positions or groups of positions within the Territorial Public Service. b. Limited to GNWT indeterminate employees from a specific Department to help administer a re-organization that has resulted in a number of potentially affected employees (under the Staff Retention Policy). c. Limited to designated group members under the Affirmative Action Policy. d. Limited to a specific geographical area or community excluding the current boundaries of the Northwest Territories and the City of Yellowknife: i. To lower the cost of recruitment by hiring a qualified candidate who resides in the appropriate geographical area or community (e.g. open to persons residing within a 100 kilometer radius of Deline, NWT only); ii. To improve the volume of affirmative action employees in a specific geographical area or community (e.g. open to indigenous aboriginal persons residing within a 100 kilometer radius of Deline); iii. To assist in retaining valuable skills by providing a natural progression for other positions or groups of positions within a specific geographical area or community (e.g. open to persons residing within a two hundred mile radius of Inuvik). e. If a suitable candidate is not found through a limited competition, the Department may broaden their recruitment effort through territorial or nation-wide advertising.
Procedures
1. Prior to advertising, the Supervisor of the position and the Human Resources Representative consider the merit in limiting the scope of the competition. 2. If a limited competition is desirable, approval is requested from the Deputy Head or his/her delegate. Requests must include a description of the intended scope of recruitment. 3. All aspects of the competition are conducted in compliance with GNWT Staffing Guidelines (see Section 100, Hiring Process). 4. The Human Resources Representative initiates a competition in the Government Human Resource Information System (PeopleSoft Recruitment Module) and specifies the appropriate scope of recruitment. 5. The Human Resources Representative determines whether there are employees on the staffing priority list to consider for the vacancy prior to advertising.

Canadian Charter of Rights and Freedom UNW Collective Agreement Public Service Act
- 45 -
Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/102a/default.htm
- 46 -
102b - Eligibility Lists
102b - Eligibility Lists

Introduction
1. Eligibility lists are a cost-effective and efficient method of staffing similar positions. Once an eligibility list is established, the list may be used to fill subsequent similar vacancies that would otherwise be filled through a competition.
Definitions
1. Eligibility list is an inventory of applicants who have applied on a staffing competition and may be qualified to fill future similar vacancies. An eligibility list can be either: a. prequalified applicants who have been tested and interviewed; or b. a competition folder with resumes of applicants. 2. Screening criteria sets out the prerequisite experience and education that candidates require to be considered for an interview. 3. Human Resources Officer means those employees of the Department of Human Resources designated to coordinate the recruitment process. 4. Selection Committee includes, but is not necessarily restricted to, a Human Resources Officer and the supervisor of the position being filled. Where appropriate, a member with technical expertise or a community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision.
Guidelines
1. Eligibility lists are established by the Department of Human Resources to fill similar vacancies within the Public Service. 2. All Government of the Northwest Territories (GNWT) competitions are advertised as having the potential to create eligibility lists for similar positions. 3. An eligibility list is established after the appeal period on the initial competition is over, and there is an appointment of an applicant to the Public Service. The remaining applicants in the competition folder are determined to be on an eligibility list for similar positions. 4. When a competition is held and no one is appointed to the position, the applicants in the competition folder are determined to be on an eligibility list for similar positions. The appeal rights are provided to candidates when the first job offer is made. 5. An applicant may request to be removed from an eligibility list at any time. 6. Eligibility lists may be used to staff similar positions at higher or lower pay levels than the original competition position to a maximum of two levels (i.e., a Policy Officer competition at pay level 16 that established an eligibility list may be used to fill a Policy Coordinator position at pay level 14). 7. Qualified employees available through the Staff Retention Policy must be considered before applicants on an eligibility list.
- 48 -
Human Resources Manual 8. Eligibility lists are normally established for a term of six months. Factors to consider when using an eligibility list include: a. the likelihood that the remaining applicants are qualified and interested; and b. the possibility that qualified and interested applicants did not apply on the original competition and are not included in the eligibility list. The eligibility list may be established for more or less time as appropriate to the vacant positions and extended if necessary.
Procedures
1. The manager initiates a competition (see Section 102- Initiating a Competition). The Human Resource Officer explains the eligibility list option. 2. If the manager agrees to use an established eligibility list, the Human Resources Officer will review the job description and screening criteria to see if they are comparable to similar positions in recent competitions. 3. The Human Resources Representative initiates a competition in the Government Human Resource Management System (PeopleSoft Recruitment Module), which will generate a competition number. 4. The Human Resources Representative adds the newly generated competition number to the existing competition file from which the eligibility list was created and includes the following information: a. the authorization to staff the position; b. the job description and organization chart; and c. competition checklist. 5. The Selection Committee (see Section 103- Selection Committees) determines if the existing screening criteria, interview questions and, if applicable, assignments need to be revised. For example, if an Administrative Assistant position requires more experience/knowledge in the use of Microsoft Excel than the use of Microsoft Word, the screening criteria, interview questions and, if applicable, assignments need to be revised. This should be done before the selection committee reviews applicants resumes. 6. If the selection committee uses a list of prequalified applicants, the selection committee: a. reviews only the resumes of those applicants who have completed an interview and/or test(s); and b. does not have to review resumes of applicants who have failed previous interviews and/or tests. 7. If a candidate is selected from the prequalified list, the Human Resources Officer contacts the candidate and provides them with details on: a. the eligibility list process; b. the title, pay level, location and Department, Board or Agency of position; c. confirms whether the applicant is interested in being considered for the position; d. provides the applicant with the position description if necessary; e. asks candidate for permission to check references if the candidate is interested in the position; and
- 49 -
102b - Eligibility Lists f. confirms whether the applicant is interested in remaining on the eligibility list for future competitions. 8. If the selection committee uses a competition eligibility list without a prequalified applicant list, the Selection Committee will review all resumes in the competition file against the selection criteria (see Section 109- Screening Applications). 9. The Human Resources Representative contacts applicants selected at least 24 hours prior to the interview and provides them with details on: a. the eligibility list process; b. the title, pay level, location and Department, Board or Agency of position; c. confirms whether the applicant is interested in the position; d. provides the applicant with the position description if necessary; and e. confirms whether the applicant is interested in remaining on the eligibility list for future competitions. The Human Resources Officer also provides the candidate with other interview information outlined in Section 109- Screening Applications. 10. The selection committee follows the applicable sections of the staffing process (i.e., interviews, reference checks, etc.) to determine the best candidate. 11. The Human Resources Representative provides the successful applicant with a job offer. 12. No regrets or appeal rights are provided to the remaining applicants. The remaining applicants stay on the eligibility list and their resumes may be reviewed again during future competitions until the eligibility list expires or is exhausted (i.e., six months). Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/102b/default.htm
- 50 -
103 - Selection Committees
103 - Selection Committees

Introduction
1. Each competition requires a Selection Committee that will apply the relevant policies and guidelines to determine the most suitable candidate.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Screening Criteria are prerequisite experience and education that candidates shall possess before consideration can be given for an interview.
Guidelines
1. The Selection Committee shall include at least the Human Resources Representative and Supervisor of the position being filled. 2. Depending on the level of the position, the recommended maximum size of the Selection Committee is three people. 3. Members of the Selection Committee are expected to participate in all aspects of the screening, interview and assignment components of the competition in order to maintain consistency. 4. The Selection Committee shall include, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 5. Where a Committee member must remove himself/herself from the competition and it is necessary to replace that member, a substitute may be used for interviews as long as he/she reviews and concurs with the competition file prior to participating and signs off on all components of the file. 6. The Selection Committee will: a. develop/ approve the screening criteria; b. approve the advertisement; c. develop/ approve interview questions, assignments and anticipated responses; d. review all northern applications to determine whether they meet the screening criteria (southern or non-affirmative action applicants maybe screened only by the HR Representative); e. apply Affirmative Action priority;
- 52 -
Human Resources Manual f. interview, rate and rank the candidates; g. assess information obtained in the references or criminal records checks; and h. attend a staffing appeal hearing if requested. 7. All Selection Committee members should become familiar with the GNWT hiring process, guidelines and procedures. 8. Selection Committee members should excuse themselves from participating as part of the Selection Committee if they are not able to participate for the duration of the hiring process. 9. Selection Committee members who find themselves in a potential conflict of interest situation due to a relationship with the candidate, are required to discuss this with the other Selection Committee members and, if necessary, withdraw from the competition.
Procedures
1. The Human Resources Representative assembles the Selection Committee. 2. The Human Resources Representative provides Selection Committee members with an expected timeline for the competition process so that competition activities can be co-ordinated. 3. The Human Resources Representative provides Selection Committee members with information on GNWT Staffing Practices and Procedures, emphasizing the importance of maintaining confidentiality.

Public Service Act Section 17, Appointments by competition Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/103/default.htm
- 53 -
104 - Preparing the Screening Criteria
104 - Preparing the Screening Criteria

Introduction
1. Screening criteria will be established to determine which candidates qualify for further consideration. They consist of a combination of prerequisite experience and education.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Competition File is the official record of the competition containing all documents specified in the guidelines. 4. Equivalencies are the various combinations of education and experience required to do the essential duties of the job. 5. Qualified means that applicants meet predetermined staffing requirements that are established by the Selection Committee through the selection criteria. 6. Systemic Employment Barriers refer to job requirements that unfairly exclude qualified people from competing for jobs. For example: requiring "GNWT experience" may discriminate against people who have never worked for the GNWT.
Guidelines
1. The job description is used as a guide to create the "screening criteria" which establishes various combinations of education and experience required to do the job. 2. The Selection Committee shall identify at least two combinations of education and experience they consider equivalent to the education and experience listed in the job description for the position. 3. To assist in the identification of equivalencies, the GNWT practice is to consider one year of directly related experience equivalent to one year of education and vice versa. However, this is only a guideline. Experience and education combinations must often be considered on a case by case basis. 4. As it is not possible to identify all equivalencies, the sentence Other combinations of education and experience will be considered on a case by case basis must be included on the screening criteria sheet. 5. Statutory requirements for position qualifications must be included in the screening criteria. Some examples of statutory requirements are: a. for a position which requires the employee to drive, applicants must have a driver's license or be able to obtain a driver's license within a reasonable time;
- 54 -
Human Resources Manual b. for a lawyer's position, the applicant must be eligible to be a member of the NWT Law Society; or c. for a physician's position, the applicant must meet registration and licensing requirements under the Medical Profession Act. 6. Screening criteria shall not result in the establishment of systemic employment barriers. For example, rather than requiring experience with the Government of the Northwest Territories' Financial Information System (FIS), the screening criteria should address a more general requirement such as experience in a computerized accounting environment. 7. Where possible, the screening criteria shall be completed prior to the preparation of the advertisement. 8. The screening criteria shall be completed prior to reviewing applications for the position.
Procedures
1. The Human Resources Representative prepares a draft of the screening criteria based on the actual knowledge, skills, abilities, experience and education specified in the job description. 2. The screening criteria is dated and signed off by all members of the Selection Committee to indicate consensus agreement of the Selection Committee. 3. The original copy of the screening criteria, dated and signed by all Selection Committee members, is placed on the competition file. 4. See the screening criteria1 for an example.

Public Service Act Section 17, Appointments by competition Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/104/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/ScreeningCriteria.pdf
- 55 -
105 - Preparing the Job Advertisement
105 - Preparing the Job Advertisement

Introduction
1. A job advertisement provides relevant information to qualified individuals to encourage them to apply on a position. Preparation is required to develop an effective advertisement.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Competition File is the official record of the competition containing all documents required by policies and guidelines. 4. Equivalencies are the various combinations of education and experience required to do the essential duties of the job. 5. Qualified means that applicants meet predetermined education and experience or equivalencies that are established by the Selection Committee. 6. Systemic Employment Barriers refer to job requirements that unfairly exclude qualified people from competing for jobs. For example: requiring "GNWT experience" may discriminate against people who have never worked for the GNWT.
Guidelines
1. Under no circumstances should a competition be advertised unless the Deputy Head or his/her delegate has approved a valid job description and organizational chart. 2. The job advertisement must not result in the establishment of systemic employment barriers. 3. Positions should be evaluated prior to advertising whenever possible. Advertising without an evaluation will negatively impact quality and/or quantity of the applicants. Therefore, only under extenuating circumstances may a position be advertised while awaiting job evaluation. In this event, the following statement should be included in the advertisement: Salary is currently under review. 4. Newspaper advertisements may be in shopping list1 or full body2 format. Job advertisements must be placed on the GNWT Human Resources website. 5. If appropriate, a mid-sized ad may be used in place of a full-body ad. A mid-size format includes the same information as a full-body advertisement, but with less detail in the duties, education, experience and equivalencies section. 6. A shopping list advertisement shall include the following:
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/ShoppingListAd.pdf 2. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/FullBodyAd.pdf
- 56 -
Human Resources Manual a. Position title; b. Employing department; c. Position location; d. Type of position (indeterminate, seasonal, term, part time); e. Hourly and annual salary; f. Northern Allowance amount; g. Competition reference number from PeopleSoft; h. Closing date; i. Where to submit application (phone, mailing address, e-mail address, fax number); j. If applicable, that the position is a management or non-traditional occupation; k. Equivalencies will be considered; l. An eligibility list for similar positions may be established; m. Employment in some positions requires an acceptable criminal records check. Possession of a criminal record will not necessarily disqualify candidates from further consideration; n. Candidates must clearly identify their eligibility under the Affirmative Action Policy in order to receive priority consideration; o. Underfills may be considered; p. Transfer Assignments may be considered; and q. For copies of the job poster and description please visit the employment opportunities page on the Human Resources website3. 7. A full-body advertisement should include the following: a. A brief summary of the major duties (from the job description); b. The basic combination of education, experience knowledge and skills identified in the screening criteria and job description; c. Position title; d. Employing department; e. Position location; f. Type of position (seasonal, part-time, term); g. Hourly and annual salary; h. Northern Allowance amount; i. Competition reference number from PeopleSoft; j. Closing date; k. Where to submit application (phone, mailing address, e-mail address, fax number); l. Affirmative Action employer; m. If applicable, that the position is a management or non-traditional occupation;
3. http://www.hr.gov.nt.ca/employment
- 57 -
105 - Preparing the Job Advertisement n. For copies of the job poster and description please visit the employment opportunities page on the Human Resources website4; o. Equivalencies will be considered; p. An eligibility list for similar positions may be established; q. Employment in some positions requires an acceptable criminal records check. Possession of a criminal record will not necessarily disqualify candidates from further consideration; r. Candidates must clearly identify their eligibility under the Affirmative Action Policy in order to receive priority consideration; s. Underfills may be considered; t. Transfer Assignments may be considered; and u. Government of the Northwest Territories' logo. Exceptions are made for individual boards and agencies. 8. All jobs must be advertised on the GNWT website: 5www.hr.gov.nt.ca/employment6 9. Where possible, internet advertisements shall include the same information as a full body ad. 10. The following statements should be included in every advertisement: a. Candidates must clearly identify their eligibility in order to receive priority consideration under the Affirmative Action Policy; and b. Equivalencies will be considered. 11. The closing date is normally two weeks from the advertisements first appearance in a newspaper (closing dates could be staggered e.g. Monday, Wednesday or Friday); however, this may be lengthened or shortened depending on the Departments specific requirements. 12. Where appropriate, the following statements should also be included in advertisements: a. This is a non-traditional occupation; and/or b. This is a management occupation. 13. Criminal records checks are required for all positions of trust (see Section 113- Conducting a Criminal Records Check). 14. Middle management occupations are not considered management occupations for the purposes of the Affirmative Action Policy. Only those positions with a four-digit NOC code starting with 001 are considered management occupations. These are Deputy Minister, Assistant Deputy Minister, Director and Superintendent level positions. 15. Some middle management occupations may be non-traditional occupations. The Human Resources Representative will need to verify the NOC code for the position and refer to the Non-Traditional NOC Code List7. This list is updated biannually.
Procedures
1. Prior to advertising, the Human Resources Representative confirms whether there are employees on the Staffing Priority List to consider for the position.
4. 5. 6. 7. http://www.hr.gov.nt.ca/employment http://www.hr.gov.nt.ca/employment http://www.hr.gov.nt.ca/employment/ http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/101/documents/Non-Traditional%20Occupations%202011%2006.pdf
- 58 -
Human Resources Manual 2. The Human Resources Representative generates a competition reference number from the Peoplesoft Recruitment Module and includes the Department Code (e.g. Ref # 2006-63-3512). 3. The Human Resources Representative determines the required distribution for the advertisement and prepares an appropriate draft using the information specified in the job description and screening criteria. 4. The Supervisor approves the advertisement prior to the position being advertised. The Human Resources Representative must ensure there is consistency in the education and experience listed in the job description, the screening criteria and the advertisement. 5. Copies of the advertisements shall be placed on the competition file.

Public Service Act Section 17, Appointments by competition Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/105/default.htm
- 59 -
106 - Advertising
106 - Advertising
Introduction
1. GNWT advertising is done in the most effective way to maximize the advertising audience within available advertising expenditures.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Published Advertising is competition advertisements distributed through newspapers, the Internet, magazines, journals etc. 4. Advertising Agent is the company or person appointed by the GNWT to be responsible for the placement of all GNWT newspaper advertisements.
Guidelines
1. GNWT employment opportunities are to be advertised in the paper with circulation in all NWT communities (currently News/North). 2. For competitions limited to a specific geographical area or community (excluding the current boundaries of the Northwest Territories and the City of Yellowknife) local advertising may be carried out either in addition to, or instead of, advertising in the territorial paper. 3. All advertisements must follow the Advertising - Job Postings1 guideline in the Official Languages Manual and the GNWT Visual Identify Program2. 4. Newspaper advertisements in Fort Smith, Hay River and Yellowknife are to be advertised in French as well as English. French advertisements are placed in L'Aquilon newspaper. 5. When a position requires skills in English and another official language of the Northwest Territories, it must be advertised in English and in the required official language in the regional or territorial-wide newspaper(s) considered appropriate by the advertising Department, Board or Agency. 6. Departments may narrow their advertising efforts for community or regional positions classified lower than pay level 14 to local distribution of competition posters and placement on the GNWT employment opportunities website. 7. Advertising is not restricted to newspapers and posters. Any medium, including the Internet, community radio or television stations, professional magazines and journals, is acceptable.
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/OfficialLanguagesManualGuidelines.pdf 2. http://www.executive.gov.nt.ca/offices/communications/vip/
- 60 -
Competition Posters
1. Competition posters3 are placed on the GNWT employment opportunities website4.
Published Northern Advertising

1. Published advertising for all GNWT Departments, Boards and Agencies, excluding the Internet, is coordinated through a central advertising agent: Outcrop Phone: 867-766-6704 (Toll Free 1-800-661-0861) Fax: 867-873-2844 Email: ads@outcrop.com5 2. Northern newspaper advertisements are typically published in a shopping list format. 3. The deadline for News/North is always the preceding Wednesday at 4:00 PM. Please check the advertising agents Northern Classified Advertising Deadline Document (found in the Administrative Assistant Staffing Officer Toolkit) for other northern papers. The advertising agent should be contacted to confirm deadlines for southern newspaper advertisements.
Published Southern Advertising

1. Published advertising intended for an audience outside the Northwest Territories should only be considered when: a. Advertising in the Northwest Territories has failed to attract qualified applicants; or b. Individuals with the required qualifications are not readily available in the Northwest Territories. 2. Published southern advertisements, including the Internet, must be supplemented by simultaneous northern newspaper advertisements and competition poster distribution.
Internet Advertising
1. Human Resources Representatives shall consider the value of advertising on the Internet for all GNWT position vacancies (see guide to internet recruiting6). 2. Human Resources Representatives shall evaluate recruitment sites by assessing the volume and eligibility of candidates who respond to their Internet advertisements.
Procedures
1. For all published advertisements, excluding the Internet, the Human Resources Representative forwards a copy of the ad to the advertising agent and specifies which newspapers they wish to advertise in. Send advertisement to: Outcrop Phone: 867-766-6704 (Toll Free 1-800-661-0861)
3. 4. 5. 6. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/CompetitionPoster.pdf http://www.hr.gov.nt.ca/employment/ http://www.hr.gov.nt.ca/policy/hrm/ads@outcrop.com http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/GuidetoInternetRecruiting.pdf
- 61 -
106 - Advertising Fax: 867-873-2844 Email: ads@outcrop.com7 2. The advertising agent will arrange for French translation of advertisements in LAquilon. 3. The Official Languages Division of the Department of Education, Culture and Employment must be contacted if an advertisement must be translated into other NT official languages. 4. After the advertising agent prepares a draft of the advertisement, it is returned to the Human Resources Representative for verification. The Human Resources Representative approves the design layout and content or recommends changes to the ad and returns it to the advertising agent. 5. The Human Resources Representative sends the ad to the position supervisor for approval. 6. After the Supervisor approves the advertisement, the Human Resources Representative distributes the ad according to the competition type and location. 7. The Human Resources Representative records the advertising area (north/south) in the PeopleSoft Recruitment Module.

Public Service Act Section 17, Appointments by competition Official Languages Act GNWT Visual Identity Program Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/106/default.htm
7. http://www.hr.gov.nt.ca/policy/hrm/ads@outcrop.com
- 62 -
107 - Acknowledging Applications
107 - Acknowledging Applications

Introduction
1. During the advertising period, the Human Resource Representative may acknowledge everyone who applies on the competition. This will maintain goodwill and may reduce the number of calls from applicants.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process.
Guidelines
1. Acknowledging applicants is voluntary. 2. Allied health professionals will be contacted within 24 hours of receipt of their application and provided with a letter thanking them for their interest in working in the north and advising them that they may be contacted regarding their interest in nursing in other communities/positions. 3. Candidates applying by e-mail may be sent an electronic acknowledgement if the candidate includes a valid e-mail address in their application. 4. Typically, acknowledgement letters will confirm receipt of the applicants resume while thanking them for expressing interest in your position.
Procedures
1. The Human Resources Representative forwards a copy of an acknowledgement letter1 to each candidate. Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/107/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/AcknowledgementLetter.doc
- 64 -
108 - Interview Questions and Assignments
108 - Interview Questions and Assignments

Introduction
1. Prior to reviewing resumes, the Selection Committee establishes interview questions and assignments that are used to measure an applicant's ability to do the job.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Technical Suitability refers to the skills, education, training and knowledge required to successfully perform the job duties. 4. Personal Suitability refers to the motivation, work habits, communication and job related people skills and attitudes required to successfully perform the job duties. 5. Behavioral Suitability refers to the previously demonstrated behaviors that are necessary to successfully perform the job duties. 6. Systemic Employment Barriers refer to job requirements that unfairly exclude qualified people from competing for jobs. For example: requiring "GNWT experience" may discriminate against people who have never worked for the GNWT. 7. Prohibited Grounds of Discrimination are race, color, ancestry, nationality, ethnic origin, place of origin, creed, religion, age, disability, sex, sexual orientation, gender identity, marital status, family status, family affiliation, political belief, political association, social condition and a conviction for which a pardon has been granted. 8. Bona Fide Occupational Requirements are the essential duties of a job. Example; Highway Patrol Officers are required to drive vehicles or Slavey Interpreters are required to interpret Slavey.
Guidelines
1. In addition to oral questions, the Selection Committee may rely on an assignment or test to help determine an applicants ability to do the job. 2. Questions, assignments and tests shall relate to those duties, responsibilities, knowledge and skills specified in the approved job description. 3. Questions, assignments and tests shall not discriminate against candidates based on prohibited grounds unless they are necessary for the performance of a bona fide occupational requirement as specified in the approved job description (Interview Questions to Avoid1).
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/InterviewQuestionstoAvoid.pdf
- 66 -
Human Resources Manual 4. Questions, assignments and tests shall be established in a manner that will effectively assess the technical, personal and behavioral suitability of a candidate (question and assignment examples2). 5. Questions, assignments and tests shall be developed, where possible, prior to the screening of applications. 6. Questions, assignments and tests shall not introduce systemic employment barriers. 7. Questions shall be weighted relative to their relevance to the position. 8. The Selection Committee shall determine the desired weighting for an assignment prior to the interviews. 9. All questions, assignments and tests used to evaluate interview results shall include suggested responses that are approved by the Selection Committee.
Procedures
1. Using the job description as a reference, a draft of the interview questions, assignment(s), tests and anticipated responses is prepared for review by the Selection Committee. 2. Selection Committee members approve the final draft of the interview questions, assignment(s) and anticipated responses. 3. Selection Committee members also review and approve the recommended weighting for each question, assignment and test as well as the relative weighting of the interview, assignment and/or test in the final overall score. 4. A copy of the interview questions and anticipated responses and, if applicable assignment(s) and tests, are placed on the competition file.

Public Service Act Public Service Regulations Affirmative Action Policy Financial Administration Act Human Rights Act Canadian Charter of Rights and Freedoms Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/108/default.htm
2. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/InterviewQuestionsAssignmentsExamples.pdf
- 67 -
109 - Screening Applications
109 - Screening Applications

Attachments
Attachment A - Sample Letter to Dismissed or Rejected on Probation Employees 1
Introduction
1. Once the advertising period is complete and the questions and assignments are prepared, the Selection Committee reviews each application to determine who meets the requirements listed in the screening criteria and who will be selected for an interview.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Technical Suitability refers to the skills, education, training and knowledge required to successfully perform the job duties. 4. Competition File is the official record of the competition containing all documents required by policies and guidelines. 5. Screening Criteria are established to determine which candidates qualify for further consideration. They consist of a combination of prerequisite experience and education. 6. Affirmative Action Policy means the guidelines that support the GNWTs commitment to a competent Public Service that is representative of the population it serves (see the Human Resources website at www.hr.gov.nt.ca2 for a copy of the Affirmative Action Policy).
Guidelines
1. Members of the Selection Committee shall reach unanimous consent on the outcome of the screening process. 2. The Human Resources Representative shall remind all Selection Committee members that applicant information and the competition process are confidential and that all applications are to be considered fairly and in accordance with the Affirmative Action Policy. 3. The Selection Committee may use an assignment to assist in narrowing the field of applicants screened in to be interviewed. If this is done, a decision must be made regarding the relative value of the assignment results in the final assessment of the candidate.
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/109/documents/109AttachA.pdf 2. http://www.hr.gov.nt.ca/
- 68 -
Human Resources Manual 4. Under no circumstances shall Selection Committee members contact the current employer or other references of a candidate during the screening process (see Section 112, Conducting Reference Checks). 5. Indeterminate employees who are on the Staffing Priority List or whose position is being transferred to another community shall have staffing priority status. Such employees shall have priority for staffing over all other potential candidates for all vacancies in the GNWT. 6. If applications are received from individuals on the Staffing Priority List who are qualified for the position or can become qualified through one year or less of training, they must be interviewed prior to all other applicants. A current Staffing Priority List can be obtained from the Department of Human Resources (see the Human Resources website at www.hr.gov.nt.ca3 for a copy of the GNWT Staff Retention Policy). 7. The Affirmative Action Policy will guide Selection Committee members in determining who will be considered for an interview (see Section 101, Staffing and the Affirmative Action Policy). 8. Applications received from employees on probation for their current job will not be considered beyond screening without written permission from their Deputy Minister. 9. An employee who has been dismissed or rejected on probation, or deemed to have abandoned their position in the Territorial Public Service is considered ineligible for re-employment for a period of at least three years from the date of their dismissal, rejection on probation or abandonment. 10. Generally, three to four interviewees are sufficient for most competitions. However, if a smaller group of priority candidates have been screened in, it is common to limit the number of interviewees to those candidates.
Procedures
1. Within one week of the closing of the competition, the members of the Selection Committee review applications received. 2. The Human Resources Representative checks PeopleSoft to see if an applicant has been dismissed, rejected on probation or deemed to have abandoned their position in the last three years. Candidates who have been previously dismissed or rejected on probation are automatically screened out of the competition and are advised in writing (Sample Letter to Dismissed or Rejected on Probation Employees4). 3. The Selection Committee assesses each northern application received to determine if the requirements or equivalencies in the screening criteria are satisfied. Where a competition was advertised north only and there are no qualified individuals, the Selection Committee may consider southern applications after receiving permission of the Deputy Head. 4. The Selection Committee may administer a brief assignment to help further assess candidates who meet the screening criteria. 5. The Selection Committee establishes a short list, generally three or four applicants, to be selected for an interview. Affirmative Action priority is always used to determine those interviewed first. If the number of candidates in an Affirmative Action priority category who screen in is large, the Committee can use one of the following to help determine which candidates to interview first: a. Administer a pre-interview test to the top candidates. Only top scorers are considered for an interview; and b. Identify those candidates possessing qualifications that make the likelihood of success in the job greater (i.e., more education, experience, etc.).
3. http://www.hr.gov.nt.ca/ 4. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/109/documents/109AttachA.pdf
- 69 -
109 - Screening Applications 6. The Human Resources Representative records the Selection Committees assessments and other relevant information. This may be done by including notes on each resume or by using a formal screening list (Appendix L). 7. Individuals to be interviewed are generally contacted at least 24-hours prior to the interview and provided with the following information: a. The name of the competition they have applied on; b. The date of the interview; c. The time and approximate length of the interview; d. The location of the interview; e. Any documentation they are required to bring (proof of qualifications, references, etc.); f. The names of the members on the Selection Committee; g. The Human Resources Representatives name and phone number; and h. Assignment or test information if applicable. 8. If necessary, applicants may be asked to provide proof of their Affirmative Action status. 9. Written records of the screening results shall be placed on the competition file. 10. The Human Resources Representative updates PeopleSoft accordingly.

Public Service Act Affirmative Action Policy Financial Administration Act Human Rights Act Canadian Charter of Rights and Freedoms Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/109/default.htm
- 70 -
110 - Determining Suitability
110 - Determining Suitability

Introduction
1. Once the Selection Committee determines which candidates will receive further consideration, a formal interview, assignment and/or test is administered to determine the suitability of a candidate.
Definitions
1. Competition File is the official record of the competition containing all documents required by policies and guidelines 2. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 3. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision.
Guidelines
1. The Human Resources Representative shall act as chairperson and will facilitate the interview and/or administer the assignment or test ensuring compliance with all relevant policies, procedures and legislation. 2. Interviews shall consist of a preestablished set of questions that will be administered in the same manner for all candidates. 3. Interviews may be conducted face to face, over the telephone or as a videoconference. 4. Assignments and tests shall be designed to help the Selection Committee determine a candidates suitability relative to the skills and knowledge needed to perform in the job. 5. The Human Resources Representative shall give candidates clear and concise instructions on how to complete the assignment or test. 6. Where possible, candidates shall be provided the same environment and amount of time in which to complete an assignment or test. 7. Assignments or tests may be given before, during, or following an oral interview and may be completed by distance.
Procedures
1. The Human Resources Representative prepares the interview room and makes available any necessary documents for the candidate and members of the Selection Committee. 2. The Human Resources Representative reviews the interview process with the Selection Committee prior to the start of the interview and reminds members to: a. Ask candidates the approved set of predetermined questions;
- 72 -
Human Resources Manual b. Write down candidate responses to each question; c. Avoid questions1 based on prohibited grounds; and d. Avoid rating candidate responses until the end of the interview. 3. The Selection Committee predetermines who will ask each question and when to administer the assignment if one is used. 4. The Human Resources Representative establishes rapport with the candidate by greeting them and introducing him/her to Selection Committee members. 5. Prior to starting the interview, the Human Resources Representative informs the candidate that: a. Members of the Selection Committee will ask all candidates the same set of predetermined questions; b. They can ask for clarification on any of the questions; c. They can return to any question to add or clarify additional information; d. Selection Committee members will be recording their responses for evaluation purposes; e. There will be time at the end of the interview for questions from the candidate; and f. The candidate will be given a specific amount of time to complete a written assignment or test (if applicable). 6. Selection Committee members ask the candidate predetermined questions providing sufficient time for each response. 7. Selection Committee members may probe for additional information or may be required to rephrase a question if the candidate does not provide sufficient detail or misunderstands the question. Questions may be re-worded as long as the intended meaning remains the same. 8. The Human Resources Representative ends the interview by: a. Giving the candidate an opportunity to ask questions about the job, work environment, etc.; b. Asking the candidate to provide permission to contact three supervisory references, one of which shall be the candidates most recent immediate supervisor; c. Requesting any required educational transcripts, memberships, professional registrations, medical clearances, drivers licenses, etc. (see Section 114- Conducting Additional Pre-Employment Checks); d. Providing an indication of how long it will take to convey the outcome of the competition; and e. Thanking the candidate for coming to the interview. 9. All records of candidate responses and completed assignments or tests are placed on the competition file.

Canadian Charter of Rights of Freedoms Human Rights Act
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/InterviewQuestionstoAvoid.pdf
- 73 -
110 - Determining Suitability UNW Collective Agreement Public Service Act Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/110/default.htm
- 74 -
111 - Evaluating Interviews, Assignments and Tests
111 - Evaluating Interviews, Assignments and Tests

Introduction
1. Selection Committee members evaluate the oral responses, assignment and/or test for each candidate to determine who will receive further consideration.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Competition File is the official record of the competition containing all documents required by policies and guidelines. 4. Affirmative Action Policy means the guidelines that support the GNWTs commitment to a competent Public Service that is representative of the population it serves (see the Human Resources Website1 for a copy of the Affirmative Action Policy).
Guidelines
1. The Human Resource Representative, as chairperson, shall facilitate the evaluation of the interview results. 2. Interview results shall be evaluated based on the suggested responses approved by the Selection Committee. 3. Written assignments are evaluated based on a predetermined answer key approved by the Selection Committee. 4. Oral interview questions are rated on the following scale: 0 Points:The candidate provides no response. Although the candidate attempts to answer the question, he/she has very little 1 Point: understanding of the subject matter. 2 Points:The candidate provides an answer that satisfies only part of the question. The candidate provides an answer that closely resembles the suggested response approved 3 Points: by the Selection Committee and would be acceptable to do the job. The candidate provides an answer that expands on the suggested response approved by 4 Points: the Selection Committee. The candidate provides an impressive response that greatly exceeds the suggested 5 Points: response approved by the Selection Committee. (1/2 points may be awarded)
1. http://www.hr.gov.nt.ca/
- 76 -
Human Resources Manual 5. When a candidate gives a response to a question that suggests illegal behaviour, gross misconduct, or a lack of adherence to a professional code of conduct and ethics or accepted practice, the Selection Committee may deem the candidate to be unsuitable, regardless of the total score of the interview. 6. Selection Committee members shall reach consensus on the score of the interview questions and/or assignment. 7. The pass mark shall be 60% and is generally comprised of a total score from the oral questions, written assignment and/or test. A total score of 60% represents an average score of three for each question and means that the candidate has the ability to do the job at an acceptable level. 8. In the event of a tie, the Selection Committee may administer additional oral questions and/or an assignment.
Procedures
1. After administering the interview, assignment and/or test, the Selection Committee meets to evaluate and reach consensus on the candidates score(s). 2. The Human Resource Representative records the results of each interview, assignment and/or test on the appropriate testing document document(s). 3. All documents showing the results of the interview, assignment and/or test are placed on the competition file. 4. If the competition fails to produce a successful candidate, the Human Resource Representative and Supervisor may consider underfilling the position in accordance with the guidelines in HRM Section 111a-Underfilling a Position. 5. If the competition fails to produce a successful candidate, the Supervisor may consider either cancelling the competition or closing and re-advertising. In any event, it is recommended that the Human Resource Representative and Supervisor re-visit the competition file to ensure nothing has contributed to a lack of qualified candidates (systemic barriers, advertising location, timing of competition, job description, etc.). 6. Competitions that are re-advertised are done so as a new competition. In the event of a cancelled or re-advertised competition, the Human Resource Representative informs all GNWT employees and Affirmative Action candidates in writing.

Canadian Charter of Rights of Freedoms Public Service Act Affirmative Action Policy Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/111/default.htm
- 77 -
112 - Conducting Reference Checks
112 - Conducting Reference Checks

Introduction
1. Once the Selection Committee chooses a likely appointee through the interview process, references are checked to validate, clarify or add to information that has already been gathered.
Definitions
1. Competition File is the official record of the competition containing all documents required by policies and guidelines. 2. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate and/or participate in the recruitment process. 3. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative, the supervisor of the position being filled and where appropriate, a technical member or community representative. 4. Personnel File is the official record containing personal information, on each employee, held by the Department of Human Resources.
Guidelines
1. Where the Human Resource Representative conducting the reference check is not on the Selection Committee, he/she will confirm any specific areas or concerns that need to be addressed with the Selection Committee. The Human Resources Representative or supervisor shall conduct the reference checks. Additional members of the Selection Committee may also participate particularly if some of the information is very technical in nature. The hiring supervisor makes the final decision as to who is best to conduct reference checks. 2. All candidates receiving an interview shall provide permission to the Human Resources Representative to contact supervisory references, one of which shall be the candidates most recent direct supervisor. The Human Resources Representative may use a Reference Check Authorization Form (attachment A)1 to obtain written authorization to contact each reference. 3. Candidates who do not grant permission to contact their most recent direct supervisor(s) are deemed to have withdrawn from the competition. 4. Other reference types, such as clients, may be considered if a former direct supervisor has not had contact with the candidate in many years and is not able to verify the candidates knowledge, skills and abilities as they relate to the position being staffed. 5. A supervisory references superior may be permitted as a reference only if that individual is familiar with the candidates knowledge, skills and ability. 6. Selection Committee members may be used as a reference if they are a current or recent direct supervisor of the candidate. 7. Reference checks shall be conducted either in person or by phone.
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/112/documents/112attachmenta.pdf
- 78 -
Human Resources Manual 8. References are checked starting with the most recent. The exception to this would be when the candidate asks that the current supervisor be the final person contacted. 9. Details of reference checks shall be kept strictly confidential. 10. Job offers shall be contingent upon receipt of two positive references. 11. References shall be asked questions that are relevant to the knowledge, skills and abilities as demonstrated through the candidates actions or behaviours during previous work-related activities. 12. The Human Resources Representative may ask the proposed appointee to provide additional references if concerns are identified during the initial checks. 13. The Human Resources Representative may review the personnel file of a candidate who is a current or former GNWT employee if an issue is raised during the reference check. Performance appraisals should only be used to support information gathered from other sources, such as reference checking, and should not be the only source of information about past work performance. 14. If at any time during the competition, the Human Resources Representative determines that a candidate intentionally misrepresents any part of their qualifications or work experience, they are immediately eliminated from the competition. 15. Reference check results, where the previous position applied on is similar in nature to the current position, will stand for a period of six months. Where an applicant is known to have applied on a similar position within the previous six months, reference checks completed for the old competition will be opened and reviewed by the current selection committee and applied to determine suitability for the current competition.
Procedures
1. The Selection Committee identifies the proposed appointee through the interview process. Following this, the hiring manager determines who will perform the reference check. 2. The proposed appointee grants permission to contact supervisory references specifying the name, organization, contact number and their relationship to each reference. 3. The Human Resources Representative or hiring manager reviews the reference check guide, interview responses and resume of the proposed appointee to determine what information to verify during the reference checks. 4. The Human Resources Representative or hiring manager contacts the references either in person or by phone starting with the candidates most recent direct supervisor. 5. The Human Resources Representative or hiring manager briefly describes the position for which the candidate is being considered. 6. Using the Reference Check Guide (attachment B),2 the Human Resources Representative records feedback provided by each reference including an assessment of the candidates knowledge, skills and abilities as they relate to the position being filled. 7. Upon completion of the reference check, the Human Resources Representative thanks the reference and provides him/her with contact information in the event that they have something additional to provide. 8. The Human Resources Representative documents areas of concern and describes how they relate to the candidates ability to perform in the position being filled. 9. The Human Resources Representative may skip further reference checks if two positive references are obtained; however, further references may be required if the Human Resources Representative is unable to assess particular qualifications or require clarification in case of conflicting information.
2. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/112/documents/112attachmentb.pdf
- 79 -
112 - Conducting Reference Checks 10. The findings of all reference checks are reviewed with the Supervisor of the position being staffed. 11. All records of completed reference checks are sealed in an envelope that is marked as follows: a. Personal and Confidential ; b. Appointees first and last name; c. Competition title; d. Position Number; and e. Date. 12. The sealed envelope containing the reference check materials of the successful appointee is placed in the appointees personnel file. 13. The sealed envelopes containing the reference check materials of other candidates are retained in the competition file in a sealed envelope marked personal and confidential. These reference checks may only be opened when the applicant applies on a similar position within six months, and puts forward the same referees as their references.

Canadian Charter of Rights of Freedoms Public Service Act UNW Collective Agreement Last Updated: December 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/112/default.htm
- 80 -
113 - Conducting a Criminal Record Check
113 - Conducting a Criminal Record Check

Introduction
1. A criminal records check is an additional step in the staffing process that is used to confirm the suitability of a candidate prior to their appointment to a position of trust, to a highly sensitive position or other position identified as requiring verification.
Definitions
1. Positions of Trust are positions that must be staffed with individuals whose trustworthiness and character would not place the Government or its clients at risk. Such positions shall require a criminal records check. Positions of trust are based on at least one of the following criteria: a. Duties involving laying charges, investigating offences, court proceedings, evidence admitted to court and security for prisoners; b. Duties involving direct control of large amounts of cash, goods or restricted drugs; c. Duties involving international travel; d. Duties involving access to secure systems or facilities; or e. Duties involving responsibility for the security of public property and assets. 2. Highly Sensitive Positions are those in which there must be no question as to the integrity, character and identity of the successful candidate. Such positions shall require a criminal records check and a verification of the candidate's identification. Highly sensitive positions are based on at least one of the following criteria: a. Duties involving contact with children, vulnerable persons or residents in the Government's care (e.g., teachers, social workers, health care workers); b. Decision making at the Superintendent, Director, Assistant Deputy Minister and Deputy Head level of a Department, Board or Agency; c. Duties involving the provision of support or advice directly to members of the Executive Council including Executive Assistants. 3. Criminal Records Check is a computer search for information contained in the records of the Royal Canadian Mounted Police (RCMP) and other police forces based on a name and date of birth check only. This initial search is completed in 7-10 days and indicates whether a record exists or not. It does not provide detail of a criminal record. This check is required for all candidates being considered for a position of trust or a highly sensitive position. 4. Certified Criminal Records Check is an additional search that is performed against the central repository of Canadian criminal records managed by the RCMP and provides detail of a criminal record. The certified criminal records check requires 150 days or more to complete and ensures positive identification via fingerprinting. This check is required for candidates being considered for a highly sensitive position or if the results of a criminal records check show that a candidate possesses a criminal record.
- 82 -
Human Resources Manual 5. Personnel File is the official record containing personal information, on each employee, held by the Department of Human Resources. 6. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 7. Hiring Risk Assessment Model is a tool that may be used by the Human Resources Representative to determine what type of verification a position requires education/certification/employment check; criminal records check; or certified criminal records check. 8. Suitability refers to an applicants technical, personal and behavioural characteristics that will enable them to successfully perform the job duties.
Guidelines
1. The protection of an applicant's right to privacy shall be ensured to the fullest extent possible. 2. Access to criminal record information shall be restricted to the manager of the position being staffed, the Human Resources Representative and the Deputy Head of the hiring Department, Board or Agency. 3. The decision to require a criminal records check shall be based on factors specifically related to the duties and responsibilities of the position being filled. 4. The Labour Relations unit of Corporate Human Resources Division of the Department of Human Resources will compile and maintain a list of all Government of the Northwest Territories (GNWT) positions of trust1 and highly sensitive positions2. 5. During the staffing process (see Section 102 Initiating a Competition) the Human Resources Representative will use the Hiring Risk Assessment Model tool3 (review instruction4 sheet5) on those positions not already identified as positions of trust or highly sensitive positions. 6. A candidate with a criminal record closely related to the duties and responsibilities of a position shall not be appointed to the position if it is believed that the criminal record would place the Government or its clients at risk. 7. The final decision concerning the results of a criminal records check shall rest with the Deputy Head. For Deputy Head positions the determination shall rest with the Secretary to Cabinet in consultation with the Premier. 8. If it is necessary to extend a job offer to a candidate prior to receiving the results of a criminal records check, the final job offer will be subject to a satisfactory criminal records check. The candidate will not be allowed to start work until the results of the check are known (additional job offer clauses6). 9. If the results of a criminal records check indicate that a candidate may have a criminal record, the candidate will not start work until such a time that the Deputy Head of the hiring Department, Board or Agency is satisfied that the candidate will not place the Government or its clients at risk. 10. If a certified criminal records check is used for the purpose of verifying a candidate's identification, the final job offer may be subject to a satisfactory certified criminal records check within six months of the employee's start date.
1. 2. 3. 4. 5. 6.
http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/PositionsofTrust.pdf http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/HighlySensitivePositions.pdf http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/HiringRiskAssessmentModel.xls http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/InstructionHiringRiskAssessmentModel.pdf http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/InstructionHiringRiskAssessmentModel.pdf http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/AdditionalJobOfferClauses.pdf
- 83 -
113 - Conducting a Criminal Record Check 11. Should a criminal record exist, an assessment is required to determine whether the record places the Government or its clients at risk. That determination should be based upon an evaluation of the following factors for criminal convictions and outstanding charges: a. The relevance of the recorded incident or pattern of incident(s) to the duties and responsibilities of the position; b. The nature and severity of the abuse of trust that would occur in the event that the individual was to behave in a manner specified in their record; c. The time that has elapsed between a conviction and the job application; d. The conduct of the applicant since the conviction; e. An established pattern of repeat adverse behaviour relevant to the duties and responsibilities of the position; and f. Any reason to suggest that adverse behaviour may be repeated and threaten the GNWT's ability to carry on business safely and efficiently. 12. Candidates will be provided an opportunity to discuss the circumstances of the record and to provide information relevant to an assessment of the above factors. 13. An existing employee who is being considered for a transfer or promotion to a position of trust or a highly sensitive position or who assumes such additional duties in their current position shall undergo a criminal records check. 14. Employees who are required to carry out the duties of a position of trust or a highly sensitive position for more than six months shall undergo a criminal records check. 15. Candidates who are current GNWT employees and who have previously held either a position of trust or a highly sensitive position in the last two years will not be required to undergo an additional criminal records check. 16. Candidates who are denied a job offer as the result of a criminal records check will be provided two working days to raise any concerns with the Director of Management and Recruitment Services who in consultation with the Director of Corporate Human Resource Services will review the decision with the Deputy Head of the hiring Department, Board or Agency. 17. Candidates are responsible for payment of all fees required for the completion of a criminal records check. 18. Criminal record check results are valid for a period of six months. Where an applicant is known to have applied on a previous competition for a similar position within the last six months, and a criminal record check was provided, the criminal record check completed for the old competition will be opened and reviewed by the current selection committee and applied to determine suitability for the current competition.
Procedures
1. Prior to advertising a competition, the Human Resources Representative determines whether the position to be filled is a position of trust or a highly sensitive position. The requirement for a criminal records check is typically specified in the approved job description. 2. When necessary the Human Resources Representative uses the Hiring Risk Assessment Model tool to determine what type of verification the position requires. Positions identified as having moderate or high risk during the assessment will require a criminal records/certified criminal records check. 3. Upon completion of the interview, the proposed appointee is asked to authorize consent for disclosure of all criminal records information.
- 84 -
Human Resources Manual 4. The Human Resources Representative explains why the criminal records information is required and informs the proposed appointee that the purpose of the check is to assess suitability for employment in that particular position. As well, the proposed appointee is informed that all information collected will be highly restricted. 5. For positions of trust, highly sensitive positions and positions identified using the Hiring Risk Assessment Model tool, the proposed appointee is asked to consent to a criminal records check. The Human Resources Representative completes parts One and Two of the "Consent For Disclosure of Criminal Record Information form.7 On the same form, the proposed appointee: a. Dates and signs part Four; b. Initials box One, Two and Three* of part Five. * Required only for positions responsible for the well-being of one or more children or vulnerable persons. The candidate must submit the completed form in person to the local RCMP office at which time they will be required to produce two pieces of identification. One piece of identification must have a picture. 6. For positions that are responsible for the well being of one or more children or vulnerable persons, the proposed appointee will also authorize consent for a criminal records check that will disclose all sexual offences for which a pardon has been granted or issued. The Human Resources Representative completes the following two forms in addition to the Consent for Disclosure of Criminal Record Information form described above: a. Consent for a Criminal Record Check granted or issued b. Consent to Disclosure of Record9 In the Reason for the Consent section of each form, the Human Resources Representative shall include: a. The title of the position being filled; b. Contact information for their department; and c. A brief description of the nature of contact that the position will have with children or vulnerable persons. 7. If the results of the criminal records check indicate that the candidate does not possess a criminal record, the Human Resources Representative proceeds as follows: a. For positions of trust, the Human Resources Representative may extend a job offer. b. For highly sensitive positions, the Human Resources Representative verifies the identity of the candidate by comparing the name on the results of the criminal records check to that of the candidate's Canadian Citizenship Card or SIN Card or an original birth certificate. NOTE: Verification of the candidates identification using their SIN Card requires the candidate's approval.
8
for a Sexual Offence for which a Pardon has been
7. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/113/3584-eng.pdf 8. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/CRCPardon.pdf 9. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/CRCConsenttoDisclosureofRecord.pdf
- 85 -
113 - Conducting a Criminal Record Check c. If permission is not granted, or if the candidate does not possess identification as described above, they will be required to undergo a certified criminal records check. A job offer shall then be subject to a satisfactory certified criminal records check. d. If the name on the identification matches the name on the results of the criminal records check, the Human Resources Representative may extend a job offer to the candidate. 8. If the results from the criminal records check indicate that the appointee may have a criminal record, the candidate is asked to undergo a certified criminal records check. The certified check will require the proposed appointee to visit the RCMP for fingerprinting. For further information, contact the Canadian Criminal Records Information Services at (613) 998-6362 or visit their website10. 9. The candidate is asked to discuss the circumstances of the record and to provide information relevant to an assessment of relevant factors as outlined in #20. 10. The Deputy Head assesses the risk by considering the details of a criminal record to factors specifically related to the duties and responsibilities of the position being filled and decides whether to extend a job offer to the candidate. 11. All records of the criminal record check for the successful appointee are placed in the appointee's personnel file. 12. All records of criminal record checks obtained from other unsuccessful candidates are retained in the competition file in a sealed envelope marked confidential. These criminal record checks may be opened if the applicant applies on a similar position within six months.

Access to Information and Protection of Privacy Act Archives Act Last Updated: January 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/113/default.htm
10. http://www.rcmp-grc.gc.ca/crimrec/finger2_e.htm#Obtain
- 86 -
114 - Conducting Additional Pre-Employment Checks
114 - Conducting Additional Pre-Employment Checks

Introduction
1. Periodically, additional pre-employment checks are necessary to ensure that critical job requirements are met. The following are examples of pre-employment checks that may be performed: a. Review of driver's abstract; b. Medical clearance; c. Confirmation of educational requirements; d. Confirmation of professional society membership; or e. Confirmation of professional association membership.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Competition File is the official record of the competition containing all documents required by policies and guidelines. 4. Personnel File is the official record containing personal information, on each employee, held by the Department of Human Resources (DHR). 5. Bona Fide Occupational Requirements are the essential duties of a job. For example, Highway Patrol Officers are required to drive vehicles or Slavey Interpreters are required to interpret Slavey.
Guidelines
1. Pre-employment checks shall only be administered for those candidates receiving consideration for a job offer and are typically conducted after the results of the reference checks are known. 2. Details of all pre-employment checks shall be kept strictly confidential. 3. A job offer shall not be made for a position requiring a pre-employment check until the results of a check are confirmed. 4. Pre-employment checks shall only be conducted for the performance of a bona fide occupational requirement as specified in the approved job description and job advertisement. 5. Where possible, the Human Resources Representative shall request a certified copy of all official documentation required of the check. 6. When applicable, the Department shall indicate their intent to forward a copy of the candidate's driver's abstract to:
- 88 -
Risk Management/Treasury Department of Finance Government of the NWT PO Box 1320 Yellowknife NT X1A 2L9 Such intent shall be communicated as an additional clause1 in the appointee's job offer.
Procedures
1. The Human Resources Representative reviews the competition file to determine the nature of the pre-employment check. 2. Upon completion of reference checks, the Human Resources Representative contacts the candidate to request a certified copy of all pre-employment documents. The documents may be copied and returned to the candidate. 3. All records of pre-employment checks are placed in the appointee's personnel file.

Canadian Charter of Rights of Freedoms UNW Collective Agreement Public Service Act Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/114/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/AdditionalJobOfferClauses.pdf
- 89 -
115 - Job Offers
115 - Job Offers

Introduction
1. Once the proposed appointee satisfies the necessary pre-employment checks, a formal job offer is used to confirm acceptance of the final terms and conditions of employment.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources (DHR) designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Job Offer specifies the terms of an employment arrangement. Acceptance is achieved when both the employer and appointee sign and date the final job offer. 4. Competition File is the official record of the competition containing all documents required by policies and guidelines. 5. Personnel File is the official record containing personal information, on each employee, held by the Department of Human Resources. 6. Benefits Administrator is an employee in the Benefit Section with the Client Services Division of the Department of Human Resources. 7. Removal Administrator is an employee with the Client Services Division of the Department of Human Resources responsible for administration of removals upon initial appointment and ultimate removals.
Guidelines
1. A job offer, when accepted by the appointee, binds the GNWT to a contractual arrangement. It does not, however, bind the appointee to a contractual arrangement until they arrive for work on the effective date specified in the job offer. 2. A verbal acceptance by an appointee of specific terms and conditions of employment shall be immediately followed by a written job offer. 3. The Human Resources Representative and Supervisor shall not act upon a job offer until a copy that has been signed and dated by the appointee is received. 4. A job offer may be conditional upon certain requirements being met. If those requirement(s) are not met prior to the start date specified in the job offer, the Selection Committee may defer the start date until such a time that they are satisfactorily met. Examples include: a. Motor vehicle licensing requirements; b. Certified criminal record check; c. Medical examination; or - 90 -
Human Resources Manual d. Society and/or association memberships. 5. The written job offer must be signed by one of the following: a. Deputy Minister b. Assistant Deputy Minister c. Director d. Chief Executive Officer of Health and Social Services Authority e. Superintendent f. Warden in Correctional Centres g. Nurse Managers in Hospitals h. Managers in Fire Suppression i. Principals - casual job offers only 6. When it becomes necessary to change the initial letter of offer, an amended offer shall be issued, signed and dated by the Employer and appointee. 7. Salary shall be determined as follows: a. On initial appointment, employees will generally be credited with 1 Step of the approved level for each two years of directly related experience up to a maximum of Step 3 as follows: i. At least two years of directly related experience - Step 1 ii. At least four years of directly related experience - Step 2 iii. At least six years of directly related experience - Step 3 b. Deputy Heads of the hiring department may authorize a job offer at a higher step up to and including Step 6 on initial appointment. c. Job offers for instructors and nursing categories will be made at the appropriate salary, based on the individual's experience and/or qualifications. d. On promotion, the salary is calculated by taking the difference between Steps 1 and 2 of the new pay range and adding this to the current salary. The candidate must receive the step nearest to but not less than this total. If an increment is due within six months of the promotion, it is granted and considered part of the Employee's current salary. A new increment date is then established for the Employee. e. On transfer, the Employees salary will be at the rate nearest to, but not less than his/her former rate of pay. If the maximum rate of pay for the new position is less than his/her present rate of pay, the Employee shall be paid at the maximum rate of pay of the new position. If the Employee has lay-off status and is transferring to a lower level position, the employees present salary and negotiated pay increases will continue for a period of one year, at which time the Employees salary will be paid according to the guidelines for transferring employees. 8. Start dates for positions shall be established subject to the required appeal limitation period1.
1. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/IndeterminateNewHire.doc
- 91 -
115 - Job Offers 9. For positions that are subject to appeal, the written job offer shall be withdrawn pending the outcome of an appeal. 10. Probationary periods are specified in the job offer and are established as follows: For UNW/Excluded positions a. Six months for new-hires into positions up to and including Pay Level 12; b. Six months for employees transferring or promoting to another position within the Public Service; or c. One year for employees first hired for positions at Pay Level 13 and above. For management positions a. Six months for employees transferring or being promoted to another position in the Public Service; or b. One year for employees hired from outside the government. 11. An employee who is appointed to a position, which has the same duties as his/her previous position, shall not serve an additional probationary period. 12. Written job offers shall include an approved copy of the job description. Sample Job Offer Letters: Indeterminate New-Hire Promotion3 Term Extension4 Seasonal5 Job Share6 Trainee7 Lateral Transfer, Excluded
8 2
Indeterminate Offer To Lay-Off Employee9 Term Offer To Lay-Off Employee10 Hay Plan, Non-resident Candidate11 Additional Job Offer Clauses12
2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.
http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/IndeterminateNewHire.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/Promotion.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/TermExtension.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/Seasonal.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/JobShare.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/Trainee.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/LateralTransferExcluded.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/IndeterminateOfferToLay-OffEmployee.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/TermOfferToLay-OffEmployee.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/HayPlanNon-residentCandidate.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/AdditionalJobOfferClauses.pdf
- 92 -
Procedures
1. The Human Resources Representative provides a verbal offer to the appointee specifying the following terms and conditions of employment: a. The title of the position and the department; b. The type of employment (indeterminate, term, at pleasure, seasonal); c. Start date (end date if applicable); d. The length of the probationary period if applicable; e. Supervisors name; f. Salary; g. That the offer is conditional pending the completion of an appeal period; h. When the appeal period will be over and how an appeal will impact the start date; i. The offer is conditional pending the completion of a criminal record check (if applicable); j. Any other conditions to the offer (i.e. receiving a drivers license within six months or successful completion of a medical); k. Where to report to work; and l. Information on Mandatory Leave Without Pay (five days). 2. The Human Resources Representative refers all questions about removal and benefits to the Benefits or Removal Administrator. 3. The Supervisor discusses and approves all terms and conditions requiring negotiation (e.g. salary) subject to the necessary approvals if applicable. 4. If the candidate verbally accepts the proposed terms and conditions of employment, the Human Resources Representative presents a formal written offer. An expiry date for the written offer may be specified in the body of the letter. 5. The Human Resources Representative may ask the appointee to review and sign the attached job description as an additional condition of employment. 6. For appointees requiring removal in or between locations, the Human Resources Representative will direct the appointee to the Removal Administrator. 7. To help initiate pay and benefits, the Human Resources Representative prepares an Employee Information Request form with information provided by the appointee. 8. The Human Resources Representative places the signed job offer, job description, employee information request form and any additional documentation on the appointees personnel file. 9. The Human Resources Representative updates the Recruitment Module in PeopleSoft accordingly. 10. The Benefits Administrator assigned to the department is provided with: a. a copy of the job offer; b. an "Employee Information Request form; c. a copy of the candidates resume/application; and d. copies of certificates, criminal records check, drivers abstract, etc.
- 93 -
115 - Job Offers

NWT Public Service Act Section 17(1), Appointments by competition Section 20, Probation Staffing Appeals Regulations UNW Collective Agreement Article 24.01 (1)-(2), Pay Appendix A9.17, Appointment Excluded Employees' Handbook Salary Senior Managers Handbook Salary Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/115/default.htm
- 94 -
116 - Regrets
116 - Regrets
Introduction
1. After the appointee accepts the job offer, it is necessary to advise unsuccessful candidates about the outcome of the competition.
Definitions
1. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 2. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 3. Regret is a phone-call, letter, email or fax advising unsuccessful candidates about the outcome of a competition and/or their right to appeal the decision of the Selection Committee. 4. Job Offer is a written or verbal offer of employment. 5. Competition File is the official record of the competition containing all documents required by policies and guidelines. 6. Selection Committee usually includes, but is not necessarily restricted to, a Human Resources Representative, and the Supervisor of the position being filled. 7. GNWT Employees are those employees who are indeterminate, term or casual.
Guidelines
0. The Human Resources Representative shall contact the following candidates in this order: a. Unsuccessful candidates employed in the same Department, Board or Agency as the position being filled; b. Unsuccessful candidates who were granted an interview; c. Unsuccessful candidates possessing staffing priority as specified in the GNWTs Affirmative Action Policy (see Section 101- Staffing and the Affirmative Action Policy); and d. All other unsuccessful candidates currently employed with the GNWT or who were employed at the time of application. 1. The Human Resources Representative may offer regrets to unsuccessful candidates not listed above. 2. A verbal regret is the preferred method of communicating the outcome of a competition as it gives the candidate an opportunity to discuss their interview results and ask questions. 3. The Human Resources Representative shall not leave phone messages as a method of offering regrets.
- 96 -
Human Resources Manual 4. The Selection Committee or Human Resources Representative may offer detailed feedback to unsuccessful candidates who were interviewed. 5. The Human Resources Representative will not disclose copies of tests, interview questions, Selection Committee notes, ranking forms, candidate ratings, reference checks, or information about other candidates. 6. If a candidate cannot be reached by phone, the Human Resources Representative may use e-mail or one of the following sample regret letters to communicate the outcome of a competition: Competition Cancelled1 Competition Closed2 Candidate With Appeal Rights
3
Candidate With No Appeal Rights4 Late Application5 Re-Advertise, No Successful Candidate6 Screening Regret7 0. The Human Resources Representative will inform unsuccessful candidates with appeal rights of the appeal process under the Staffing Appeals Regulations. The staffing appeal process is to determine whether an error occurred in the application of applicable legislation, guidelines and procedures during the competition process that prejudicially affected an appellants opportunity for employment. See HRM section 117 on the staffing appeal process.
Procedures
1. Once the successful candidate accepts the letter of offer, the Human Resources Representative attempts to phone all unsuccessful candidates who were either interviewed or have appeal rights. 2. The Human Resources Representative advises candidates about the outcome of the competition by: a. Thanking them for applying on the position and/or attending the interview; b. Informing them of the Selection Committees decision; and c. If the candidate is interested, letting them know how their resume and/or the results of the interview compared to the qualifications being sought by the Selection Committee. 3. The Human Resources Representative advises Affirmative Action candidates and GNWT employees about their appeal rights and what they must do in order to appeal the decision of the Selection Committee. 4. The Human Resources Representative records the date and times of all attempts to reach candidates by phone. 5. For those candidates who cannot be reached by telephone, the Human Resources Representative offers regret using a written letter, fax or e-mail if a valid address has been provided.
1. 2. 3. 4. 5. 6. 7.
http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/CompetitionCancelled.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/CompetitionClosed.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/CandidateWithAppealRights.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/CandidateWithNoAppealRights.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/LateApplication.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/Re-AdvertiseNoSuccessfulCandidate.doc http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/documents/word/ScreeningRegret.doc
- 97 -
116 - Regrets 6. In the event of an appeal, the Human Resources Representative informs the Selection Committee and successful candidate that the letter of offer has been withdrawn pending the outcome of the appeal. 7. The Human Resources Representative places a copy of all regret letters and notes confirming the date and time of all phone regrets on the competition file.

AUTHORITIES AND REFERENCES NWT Public Service Act Section 17(2), Appeal of Ministers decision Staffing Appeals Regulations Human Resource Manual Section 117, Staffing Appeal Process
Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/116/default.htm
- 98 -
117 - Staffing Appeal Process
117 - Staffing Appeal Process

Introduction
1. The staffing appeal process gives unsuccessful candidates an opportunity to appeal a staffing decision if they feel that an error was made during the hiring process which adversely affected their opportunity to be appointed. A hearing may be conducted to review the process to ensure that procedural fairness occurred in the application of applicable legislation, guidelines, directives and procedures.
Application
1. These guidelines and procedures only apply to an unsuccessful candidate who applied on any position up to and including Director level and who: a. is eligible for priority consideration under the Affirmative Action Policy and who declared that priority eligibility prior to the proposed appointment; or b. is an employee (indeterminate, term or casual) of the Government of the Northwest Territories and was so at the time of applying on the competition.
Definitions
1. Corporate Human Resources is the Corporate Human Resources Services division of the Department of Human Resources. 2. Staffing Review Officer is an individual appointed to provide an independent review of the competition process. The Staffing Review Officer determines whether procedural fairness occurred in the application of legislation, regulations, policies, directives, and procedural guidelines in the competition process and whether the appeal should be granted or denied. 3. Appellant is the individual filing the appeal. 4. A job offer is a written or verbal offer of appointment to a position. 5. Competition file is the official record of the competition containing all documents required by policies and guidelines. 6. The merit principle is the ranking, based on merit, of suitable, qualified candidates of the same hiring priority category. 7. The Selection Committee usually includes, but is not restricted to, a Human Resource Officer and the supervisor of the position being filled. 8. Proposed appointee is the individual to whom the job offer has been made.
Guidelines
1. The purpose of the appeal process is to determine whether an error occurred in the application of applicable legislation, guidelines and procedures during the competition process that adversely affected an appellants opportunity for appointment. 2. An appellant who is eligible to file an appeal must do so within the following limits: - 100 -
Human Resources Manual a. four working days after the day on which the unsuccessful applicant was verbally notified of the proposed appointment; or b. ten working days after the date upon which written notification of the proposed appointment was mailed or emailed to the unsuccessful applicant. Email may only be used if an applicant provided their email address in their resume or cover letter. In addition, the letter and the email must cover the same information provided in the standard appeal rights rejection letter. 3. An applicant must appeal in writing to the Deputy Minister of Human Resources. Appeals must be filed within the prescribed time limits noted above and must include the reasons for the appeal. 4. Appeal rights do not exist where the proposed appointment is one of the following: a. an appointment resulting from the classification or reclassification of an existing position; b. an appointment of a layoff, unless the appellant is a layoff; c. a demotion under Section 29(1)(c) of the Public Service Act; d. return of an employee from leave of absence; e. a change made for health purposes and which is not a promotion; f. an appointment of a person completing a Government training program; g. a direct appointment; h. an appointment of a person named on an eligibility list; i. an appointment to a position as an Executive Manager, Assistant Deputy Minister, Associate Deputy Minister, teacher or principal. 5. The Staffing Review Officer cannot award a job to an appellant if it is determined that an error occurred in the competition process. He or she may only direct that the competition be restarted at the point at which the error occurred. 6. The Staffing Review Officer must give the appellant or his/her representative an opportunity to be heard. 7. The Staffing Review Officer may give the proposed appointee or his/her representative an opportunity to be heard, if the proposed appointee desires.
Procedures
1. An applicant who is eligible to appeal and wishes to do so must appeal in writing within the specified time lines and must also include the reason why he/she wants to appeal a competition. The written appeal should be addressed to: Deputy Minister Department of Human Resources BOX 1320, YK Centre, 6th Floor YELLOWKNIFE, NT X1A 2L9 The appeal letter/application may be hand-delivered, faxed to: (867) 873-0667 or emailed to: appeals@gov.nt.ca1.
1. http://www.hr.gov.nt.ca/policy/hrm/appeals@gov.nt.ca
- 101 -
117 - Staffing Appeal Process 2. An appeal application2 or a letter may be used. The appeal letter must contain the following information: name, address and telephone number of the appellant, the competition number, and the competition title that is being appealed. The letter must also include the reason for the appeal, including the details about the error(s) the appellant believes were made during the competition process. 3. To be accepted, the written notice of appeal must be received by the Deputy Minister within four working days of verbal notification of the proposed appointment or within 10 working days of the written notification of the proposed appointment. If faxed or emailed, the date on the fax or email will be considered the date of receipt. If delivered by hand, the date received stamp will be considered the date of receipt.
Pre-Hearing
4. Upon receipt of the application for appeal(s), the Deputy Ministers delegate informs the Human Resource Officer responsible for the competition of the receipt of an appeal. The Human Resource Officer does the following: a. informs the proposed appointee that the appointment has been withdrawn pending the outcome of the appeal; and b. informs the department representatives who were members of the Selection Committee that an appeal has been filed. 5. Appeals are reviewed by a Staffing Review Officer. Within four days of its receipt by the Deputy Minister, the Staffing Review Officer will assess the appeal letter to determine if the appellant is entitled to appeal, if the appointment is for a position that may be appealed and whether there appears to be grounds for the appeal. 6. If it is determined that the appeal is not eligible to proceed, the Staffing Review Officer will advise the Deputy Ministers delegate. The Deputy Ministers delegate will advise the appellant and the applicable Client Services Manager. The appointment of the proposed appointee can be finalized. 7. If it is determined that the appeal is to proceed, the Human Resource Officer will be advised and will be required to: a. prepare a competition package and provide it to the Deputy Ministers delegate who forwards it to the Staffing Review Officer. The package includes the following: i. the application for appeal; ii. the rsums and applications for both the appellant and proposed appointee; iii. the staff requisition or its equivalent; iv. the signed and dated job description; v. the signed and dated screening criteria; vi. the job poster; vii. the interview questions, including committee members notes for both the appellant and proposed appointee; viii. the signed and dated competition rating form; ix. a written competition summary report which makes reference to the relevant policies, procedures, and guidelines that guided the selection panel in their decision;
2. http://www.hr.gov.nt.ca/policy/hrm/0100%20-%20Hiring%20Process/117/documents/appealapplication.doc
- 102 -
Human Resources Manual x. a written record of references; xi. any applicable correspondence; xii. contact numbers for Selection Committee members, appellant and proposed appointee. Due to the confidentiality of the information contained in the references, copies of the reference checks are not included in the competition package. However, the Human Resource Services Officer may provide a verbal summary of the content of the reference checks during the hearing. b. review all aspects of the competition package with Selection Committee members to ensure they are familiar with its contents and understand how it will be reviewed by the Staffing Review Officer. 8. The competition package must be provided to the Deputy Ministers delegate without delay as the hearing should take place within four days after the initial review of the application for appeal, or within such time as determined by the Staffing Review Officer. The Staffing Review Officer may decide to wait until the appeal period for all those with appeal rights has lapsed before beginning the hearing process.
Hearing
9. In conducting a hearing, the Staffing Review Officer shall review copies of documents outlined in section 24(a) and shall review relevant legislation, regulations, policies, directives and procedural guidelines to determine whether an error was made. 10. The Staffing Review Officer shall give the appellant(s) or his/her representative the opportunity to explain their reason(s) for the appeal. 11. The Staffing Review Officer may question members of the Selection Committee individually or together about decisions made during the competition process. The Staffing Review Officer may also examine persons responsible for administering the Act, the regulations and the applicable policies, directives and procedural guidelines and any other person the Staffing Review Officer considers necessary. 12. The Staffing Review Officer examines all the evidence in the competition file and provided by the witnesses to arrive at a decision.
Post-Hearing
13. The Staffing Review Officer denies the appeal if it is concluded that the competition was conducted in accordance with legislation, regulations, directives, policies, and procedural guidelines. The appointment of the proposed appointee may proceed. 14. The Staffing Review Officer grants the appeal if it is concluded that the Competition Selection Committee erred in the application of legislation, regulations, policies, directives and procedural guidelines and that this error adversely affected the appellant's opportunity for appointment, transfer or promotion. 15. Where the decision is to grant an appeal, the Staffing Review Officer, taking into account the reasons for granting the appeal, may direct that the competition be restarted at the point where the error occurred or be redone. 16. Within three days of completing the hearing, the Staffing Review Officer prepares a report of the findings, including the reasons for his/her decision, and provides it to the Deputy Minister.
- 103 -
117 - Staffing Appeal Process 17. The Deputy Ministers delegate provides a copy of the report to the appellant and notifies the Human Resource Officer of the decision. The Human Resource Officer notifies the proposed appointee and the Selection Committee members of the decision. 18. If the decision is to grant the appeal, the Human Resource Officer follows the Staffing Review Officer direction contained in the report regarding at what point the competition must be redone. 19. If the Staffing Review Officer identifies any issue(s) during the review of the appeal package that did not adversely affect the appellant but that needs to be addressed to improve the staffing or appeals process, the Staffing Review Officer will advise the Director, Corporate Human Resources in writing. 20. The Director, Corporate Human Resources reviews appeal reports on a regular basis to determine what action or training can be implemented to improve the staffing process. Brochure on Staffing Appeals Process
3

Staffing Appeals Regulations Last Updated: December 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/117/default.htm
3. http://www.hr.gov.nt.ca/policy/documents/staffing%20appeal.pdf
- 104 -
118 - Direct Appointments
118 - Direct Appointments

Introduction
1. Guidelines for direct appointments to the public service are available in Appendix 4: Guidelines and Format for Recommending Direct Appointments of the Executive Council Submission Handbook. The Handbook is located on the Department of Executive web page under Publications\Resources at http://www.executive.gov.nt.ca/publications/resources/1. Or alternatively on the Government of the Northwest Territories publications web page under Reports at http://www.gov.nt.ca/research/publications/index.html2. Last Updated: September 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/118/default.htm
1. http://www.executive.gov.nt.ca/publications/resources/ 2. http://www.gov.nt.ca/research/publications/index.html
- 106 -
119 - Casual Recruiting
119 - Casual Recruiting

Application
1. These guidelines and procedures apply to all departments, boards and agencies.
Guidelines
1. Casual employees are hired for a specific period of employment to do work of a temporary nature. 2. Affirmative Action Priorities apply to the selection of casual employees. In the case of as and when casual, affirmative action priorities would be applicable at the time of initial hire. 3. Between May 1 and August 31, students will be given a higher priority than non-students registered in the same Affirmative Action category. 4. Applicants seeking casual employment should register with individual departments. 5. The Employer is required to consult with the UNW before a former casual employee is rehired in a particular division if that former casual employee had worked in that division as a casual employee performing the same duties at any time within the 30 working days immediately preceding the date of rehire. 6. There will be no systematic release and rehire of casuals into the same positions primarily as a means of avoiding the creation of indeterminate employment or paying wages and benefits associated with indeterminate employment.

Collective Agreement with the UNW Appendix A5 - Casual Employees Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/119/default.htm
- 108 -
120 - Post-Secondary Student Employment Program
120 - Post-Secondary Student Employment Program

Introduction
1. The Government provides summer student employment opportunities to eligible summer students.
Application
1. These guidelines and procedures apply to all Departments, Boards and Agencies except the Workers Compensation Board and the NWT Power Corporation.
Definitions
1. CasualWORK website is the Government of the Northwest Territories website that accepts applications for summer student employment. 2. Corporate Human Resources (CHR) is the Corporate Human Resources Division of the Department of Human Resources. 3. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 4. Northern Post-Secondary Student is a student who normally resides in the Northwest Territories and has completed a semester of full-time study at a post-secondary institution within the four months prior to being employed under the program, or who has been accepted to attend a post-secondary institution on a full time basis at the start of the fall or winter semester, whichever is closer to his/her entry into the program. 5. Returning Student is a post-secondary student who has successfully completed his/her post-secondary year, who worked for the Department, Board or Agency in the previous summer, had a positive employment history with that Department, Board or Agency and who the Department, Board or Agency wishes to rehire.
Guidelines
1. There are two types of post-secondary student jobs: a. Category A: a job that fulfills a specific departmental need but is not necessarily related to the students field of study (i.e., replacement work for someone on summer holidays or completion of a specific project like taking inventory). b. Category B: a job related to the students field of study where the emphasis of the job is on providing relevant work experience. Many of these jobs are eligible for a subsidy under the Progressive Experience Program (see Section 121a) or Relevant Experience Program (see Section 121b). 2. For employment in Category A jobs, post-secondary students are given a higher priority than non-students of the same affirmative action priority between April 15th and August 31st. 3. Only post-secondary students are considered for Category B jobs.
- 110 -
Human Resources Manual 4. The Affirmative Action Policy applies to the selection of post-secondary student employees (see the Human Resources website1 for a copy of the Affirmative Action Policy). 5. Priority for summer student employment is as follows: a. northern post-secondary students who have completed a semester of full-time studies at a post-secondary institution within the four months prior to being employed under the program; b. northern post-secondary students who have been accepted to attend full-time post-secondary studies at the start of the fall or winter semester; and c. where there are no post-secondary students registered for employment in a community, managers hiring for student jobs in that community may consider local high school students. 6. Northern post-secondary students MUST register on the CasualWORK website2 in order to be considered for summer student employment. 7. Post-secondary students are hired as casual employees and are subject to the same terms and conditions as other casual employees. 8. Where possible, offers of summer employment are made to post-secondary students by mid-April to allow them to concentrate fully on their final examinations without the worry of securing summer employment. 9. A general orientation to Government and workshops on topics relevant to students (i.e., resume writing, preparing for interviews) will be offered over the summer to students employed with the Government. The Department of Human Resources (DHR) will arrange these sessions.
Procedures
1. Throughout November and December, DHR will use a variety of advertising methods to contact Northwest Territories post-secondary students to advise them to register on the CasualWORK website for summer student employment. 2. Students are encouraged to apply on the CasualWORK website for summer employment as early as possible, preferably in January of each year. 3. In November and December, information packages will be provided to Management and Recruitment Services to help them promote the Summer Student Employment, Progressive Experience and Relevant Experience Programs to departments. This will include a department specific list outlining students hired and positions filled during the previous summer. 4. In January and early February, Management and Recruitment Services will use the list to review prior years student hiring with managers and establish a preliminary list of post-secondary student positions available for the coming summer. The list will also specify the duties to be performed and the experience and/or educational background required for each position. 5. Management and Recruitment Services will also use the list to help departments identify positions/students that may be eligible for funding subsidies under the Progressive Experience or Relevant Experience Programs. 6. Management and Recruitment Services will work with departments to determine which positions should be posted on the GNWT Employment Opportunities listing on the Internet, and proceed to have them posted.
1. http://www.hr.gov.nt.ca/ 2. http://www.hr.gov.nt.ca/employment/
- 111 -
120 - Post-Secondary Student Employment Program 7. Managers with access to the Department of Human Resources Intranet site will be able to search for summer students on the CasualWORK search3. 8. Managers who need to look for students will contact their human resource representative in order to be given reader access to the CasualWORK search link. 9. Managers working in departments without access to the DHR Intranet contact their human resource representative who will search the database to find them a selection of suitable students. 10. Management and Recruitment Services will discuss the possible students with managers, and arrange interviews and conduct reference checks as may be required. 11. Between February and August, managers can continue to identify opportunities for student employment. As additional jobs are identified, Management and Recruitment Services will work with mangers to fill their positions using the process outlined above. 12. Management and Recruitment Services will process the casual staffing form for each student hired. 13. When students are hired, Management and Recruitment Services: a. advises the Casual Employment Coordinator of the hire by email, including: i. student name; ii. affirmative action status; iii. start and end dates; iv. department; and v. community; b. ensures the student field is checked off in the Personal Data section on PeopleSoft; and c. marks the student as hired in the CasualWORK database. Last Updated: February 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/120/default.htm
3. http://www.hr.gov.nt.ca/intranet/manager/default.htm
- 112 -
121a - Progressive Experience Program
121a - Progressive Experience Program

Introduction
1. The Government of the Northwest Territories (GNWT) provides a subsidy to Departments, Boards and Agencies that employ summer students position that is relevant to their postsecondary education field of study.
Application
1. These guidelines, procedures and definitions apply to all GNWT Departments, Boards and Agencies, except the NWT Power Corporation and the Workers Compensation Board.
Definitions
1. Progressive Experience Placements are jobs that provide work experience relevant to a northern post-secondary student's field of study. 2. Progressive Experience Funding is a contribution of $330 per week per placement to a maximum of $5,000 (15 weeks). 3. Northern Post-Secondary Student is a student who has completed a semester of full time studies at a post-secondary institution within the four months prior to being employed under the program or who has been accepted to attend full time post-secondary studies at the start of the fall or winter semester, whichever is closer to his/her entry into the program. 4. Returning Student is a postsecondary student who has successfully completed his/her postsecondary year, who worked for the Department, Board or Agency in the previous summer, had a positive employment history with that Department, Board or Agency and who the Department, Board or Agency wishes to rehire. 5. CasualWork Website is the Government of the Northwest Territories (GNWT) website that accepts applications for summer student employment. It has a student registration feature and a search feature to allow employers to identify potential candidates for summer positions. 6. Management and Recruitment Services is the Management Services Division of the Department of Human Resources. 7. Corporate Human Resources Services (CHRS) is the Corporate Human Resources Services Division of the Department of Human Resources.
Guidelines
1. Progressive experience funding is not provided in cases where other student employment programs are funding some or all of the position or where an employee on education leave or PLWOP (for education purposes) returns to work between semesters. 2. The Progressive Experience Program (PEP): a. provides students with work experience directly related to their field of study; and
- 114 -
Human Resources Manual b. allows Departments, Boards and Agencies to develop relevant skills and experience in northern students. 3. Departments, Boards and Agencies providing progressive experience placements are eligible to apply for funding of up to $5,000 for each student. 4. Northern postsecondary students can be considered for funding under this program between April 15th and August 31st. 5. Northern postsecondary students in coop programs or looking for practicums can be considered for funding through this program at any time. 6. The Affirmative Action Policy, as it applies to postsecondary student employment, applies to all hiring under the PEP (see the Human Resources website1 for a copy of the Affirmative Action Policy). 7. Northern postsecondary students MUST register on the CasualWORK website2 in order to be considered for a progressive experience placement.
Procedures
1. As part of the promotional campaign undertaken during November and December, CHRS advises northern students of the requirement to register on the CasualWORK website in order to be considered for summer student employment, including the PEP program. 2. Students are encouraged to apply on the CasualWORK website for summer employment as early as possible, preferably in January of each year. 3. Management and Recruitment Services works with managers to identify possible job opportunities where students would receive work experience directly related to their postsecondary studies. 4. Managers with access to the Department of Human Resources Intranet site will be able to search for PEP students on the CasualWORK search3. 5. Managers who need to look for students will contact their human resource representative in order to be given reader access to the CasualWORK search link. 6. Managers working in Departments, Boards or Agencies without access to the Department of Human Resources Intranet contact their human resource representative who will search the database to find them a selection of suitable students for their PEP jobs. 7. Management and Recruitment Services helps managers complete the required PEP application form. 8. On the initial application, the manager may identify one or several students whose field of study would be a match to the specified placement. 9. Management and Recruitment Services forwards PEP applications to CHRS by a date set by CHRS each year. 10. CHRS assesses each application to ensure that the proposed job and student are appropriate for a progressive experience placement. The assessment may result in: a. approval of both the position and student; or b. approval of the position, but not the student; or c. approval of neither the position, nor the student.
1. http://www.hr.gov.nt.ca/ 2. http://www.hr.gov.nt.ca/employment/ 3. http://www.hr.gov.nt.ca/intranet/manager/
- 115 -
121a - Progressive Experience Program 11. CHRS forwards the results of each assessment to Management and Recruitment Services. In cases where a student or position was not approved, an explanation is included. 12. If an application is not approved, Management and Recruitment Services advises the manager about the application results and works with the manager to revise the job duties and/or consider alternative students. 13. If the application is approved, Management and Recruitment Services works with the manager to arrange interviews and conduct reference checks. 14. When students are hired, Management and Recruitment Services: a. advises the Casual Employment Coordinator of the hire by email, including: i. student name; ii. affirmative action status; iii. start and end dates; iv. department; and v. community; b. ensures the student field is checked off in the Personal Data section on PeopleSoft. c. marks the student as hired in the CasualWORK database 15. Both the students and the managers are asked to complete an exit interview at the completion of the program for evaluative purposes. 16. In October, CHRS provides Progressive Experience funding to each participating Department, Board or Agency based on the number and length of placements Last Updated: March 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/121/default.htm
- 116 -
121b - Relevant Experience Program
121b - Relevant Experience Program

Introduction
1. The Government of the Northwest Territories (GNWT) provides a funding subsidy to Health and Social Services Authorities who employ northern post-secondary students taking health and social services related studies to perform duties that are relevant to their post-secondary education field of study during the summer.
Application
1. These guidelines, procedures and definitions apply to all GNWT Health and Social Services Authorities.
Definitions
1. Northern Post-Secondary Health and Social Services Student (HSS student for the purposes of this section) is a student who has completed a semester of full time study at a post-secondary institution within the four months prior to being employed under the program or who has been accepted to attend a post-secondary institution on a full time basis at the start of the fall or winter semester whichever is closer to their entry into the program. The student must be enrolled in a college or university level program, which will lead to certification in a recognized health or social services occupation. 2. Health or Social Services Occupations are nursing and allied health occupations that are directly involved in the provision of health and social services and are found in Health and Social Service Authorities located in the Northwest Territories. 3. Subsidized Funding is the amount of salary dollars, which will be reimbursed to Health and Social Service Authorities. 4. Relevant Experience Placements provide work experience relevant to a northern post-secondary students field of study. 5. Relevant Experience Funding is a contribution of $525 per week per placement to a maximum of $8,400 for 16 weeks (600 hours). 6. Returning Student is a post-secondary student who has successfully completed his/her post-secondary year, who worked for the Department, Board or Agency in the previous summer, had a positive employment history with that Department, Board or Agency and who the Department, Board or Agency wishes to rehire. 7. CasualWork Website is the GNWT website that accepts applications for summer student employment. 8. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 9. Corporate Human Resources (CHR) is the Corporate Human Resources Division of the Department of Human Resources.
- 118 -
Guidelines
1. The Relevant Employment Program (REP) provides the university or college student with relevant practical experience in the profession in which they are studying. 2. The program also allows Health and Social Service (HSS) Authorities to develop relevant skills and experience in northern students. 3. HSS students can be considered for funding through this program between April 15th and August 31st. 4. Relevant experience funding is not provided in cases where other student employment programs are funding some or all of the position. 5. Subsidized funding is available for up to 16 weeks (or 600 hours) of employment. 6. HSS Authorities providing relevant experience placements are eligible to apply for subsidized funding of up to $8,400 per student, which will be prorated for placements of less than 16 weeks or 600 hours. 7. Required salary dollars, which exceed the maximum allowable subsidized funding amount, are the responsibility of the employing HSS Authority. 8. The Affirmative Action Policy, as it applies to post-secondary student employment, applies to all hiring under the REP (see the Human Resources website1 for a copy of the Affirmative Action Policy). 9. Northern post-secondary students MUST register on the CasualWORK website2 in order to be considered for a relevant experience placement.
Procedures
1. As part of the promotional campaign undertaken during November and December, CHR advises northern students of the requirement to register on the CasualWORK website in order to be considered for summer student employment, including the REP program. 2. Students are encouraged to apply on the CasualWORK website for summer employment as early as possible, preferably in January of each year. 3. Management and Recruitment Services work with managers to identify possible job opportunities where students would receive work experience directly related to their post-secondary studies. 4. Managers contact a Health Recruitment Officer to request a search of the CasualWORK database to identify potential candidates for REP placements. 5. Management and Recruitment Services help managers complete the required REP application form. 6. On the initial application, managers may identify one or several students whose field of study would be a match to the specified placement. 7. Management and Recruitment Services forward REP applications to CHR by a date set by CHR each year. 8. CHR assesses each application to ensure that the proposed job and student are appropriate for a progressive experience placement. The assessment may result in: a. approval of both the position and student; or b. approval of the position, but not the student; or c. approval of neither the position, nor the student.
1. http://www.hr.gov.nt.ca/ 2. http://www.hr.gov.nt.ca/employment/
- 119 -
121b - Relevant Experience Program 9. CHR forwards the results of each assessment to Management and Recruitment Services. In cases where a student or position was not approved, an explanation is included. 10. If an application is not approved, Management and Recruitment Services advises the manager about the application results and works with manager to revise the job duties and/or consider other students. 11. If the application is approved, Management and Recruitment Services work with managers to arrange interviews and conduct reference checks. 12. When students are hired, Management and Recruitment Services: a. advises the Casual Employment Coordinator of the hire by email, including: i. student name; ii. affirmative action status; iii. start and end dates; iv. department; and v. Community; b. ensures the student field is checked off in the Personal Data section on PeopleSoft; and c. marks the student as hired in the CasualWORK database. 13. Both the students and the managers are asked to complete an exit interview at the completion of the program for evaluative purposes. 14. Health and Social Services Authorities must invoice CHR for the REP funding. Funding will be distributed in October of each year. Last Updated: March 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/121b/default.htm
- 120 -
122 - Graduate Internships
122 - Graduate Internships

Introduction
1. Graduate internships provide an opportunity for eligible northern graduates to gain relevant and hands-on work experience with Government of the Northwest Territories (GNWT) Departments, Boards and Agencies through a one-year internship. Excluding previous summer student employment, internships are intended to provide the first work experience relevant to the graduates field of study. Information on GNWT graduate internships and the application process is available on the Department of Human Resources website at http://www.hr.gov.nt.ca/employment/interns/1.
Application
1. These guidelines, procedures and definitions apply to all GNWT departments, boards and agencies except the Northwest Territories (NWT) Power Corporation.
Definitions
1. Internships are one-year placements that provide work experiences relevant to northern graduates fields of study. 2. Internship funding is funding of $40,000 per year. 3. Corporate Human Resources (CHR) is the Corporate Human Resources Division of the Department of Human Resources. 4. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 5. Northern Graduates are persons who: a. Were a territorial resident for at least three continuous years immediately prior to graduating from post-secondary institutions located in the NWT and who remained and resided in the NWT following graduation from the institution; or b. Attended a post-secondary institution located outside the NWT, but resided in the NWT for at least twelve continuous months immediately prior to attending the post-secondary institute.
Guidelines
1. The Department of Human Resources is responsible for promotion and coordination of the internship program GNWT- wide.
1. http://www.hr.gov.nt.ca/employment/interns/
- 122 -
Human Resources Manual 2. Deputy Heads are responsible for promotion and establishment of graduate internship positions in their Department, Board or Agency. 3. There is funding available for a set number of internships each year. If the number of internships requested by Departments, Boards or Agencies exceeds the number that are funded, regional internships and internships that offer the best and most relevant work experience will receive higher priority. Departments, Boards or Agencies can fund internship positions internally. 4. Although internships are intended to span a one-year period, in cases where the internship placement ends prior to the completion of the one-year period, the internship funding will be prorated. 5. Employing Departments, Boards or Agencies will not be eligible for any internship funding for employees returning from an approved education leave. 6. In order to be considered for a graduate internship, eligible northern graduates will meet the following criteria: a. Have completed a post-secondary program within the six months prior to being hired; b. Were registered in a full course load (normally five courses per semester) for the two semesters prior to graduating (accommodation can be made to recognize special circumstances for disabled students); and c. Were registered in a post-secondary program of at least four semesters in length that resulted in a college diploma or university diploma or degree. 7. Special consideration will be given to allow disabled individuals who were attending specialized facilities outside the NWT immediately prior to attending a post-secondary institution to meet the definition of a northern graduate. 8. Position duties, experience and education requirements outlined on the job description must reflect those relevant to a new graduate. Job descriptions for internships are evaluated in accordance with the Hay system of evaluation and paid according to the appropriate terms and conditions of employment (Collective Agreement or Employee Handbook). 9. In cases where more than one graduate with relevant education is interested in the same placement, the Affirmative Action Policy is applied. 10. There is no appeal process for internship hiring. Graduates who have concerns with a decision regarding selection can raise those concerns with CHR. 11. Where funded interns are based outside of Yellowknife, the Department, Board or Agency will receive northern allowance support equivalent to the difference between the northern allowance for Yellowknife and that of the community of hire. 12. Northern graduates who accept an internship outside their home community will be supported with removal assistance from their home community to their community of hire. At the completion of the one-year internship, removal assistance from the community of hire back to their home community is provided. Graduates must complete the term of employment in order to be eligible for removal back to their home community.
Procedures
1. Each year, CHR will use a variety of advertising methods to market the internship program and to invite potential northern graduates to register for the program with CHR. 2. Potential graduates will be asked to indicate their interest in the Graduate Internship Program by submitting a current resume, a summary of their employment interests and a completed application form.
- 123 -
122 - Graduate Internships 3. CHR advises each interested graduate that they will be required to provide proof of graduation prior to actually commencing employment. 4. As potential graduates register, CHR prepares an available graduate list that includes the graduates name and their field of study. 5. CHR circulates the list of available graduates to Management and Recruitment Services. 6. Using the list of available graduates, Management and Recruitment Services works with managers to identify potential placement options and prepare job descriptions. 7. Management and Recruitment Services work with each Department, Board or Agency to prioritize their applications and complete the Northern Graduate Employment Program Internship Application. 8. Management and Recruitment Services submits the job description, the completed Northern Graduate Employment Program Internship Application and departmental priorities to CHR by a date set by CHR. 9. CHR assesses each application to ensure that the proposed internship will provide the graduate with work experience relevant to their field of study. Where the internship meets those criteria, CHR approves the application and informs Management and Recruitment Services. Where the internship does not meet those criteria, CHR advises Management and Recruitment Services that the application is not approved and provides information about the action required to approve the application. In cases where the job description is returned, Management and Recruitment Services works with managers to adjust the job description. 1. Management and Recruitment Services works with Departments, Boards and Agencies to ensure that the Deputy Head signs finalized job descriptions. 2. An evaluation committee consisting of Department of Human Resources total rewards and recruitment services staff review and evaluate finalized job descriptions. 3. Once an internship position is approved, the manager working with Management and Recruitment Services, reviews the list of registered graduates to find those with the educational background relevant to their internship position. 4. Management and Recruitment Services contacts CHR to ensure the available graduates of interest to the manager are registered and approved by CHR as a match to their internship positions. 5. Once approval of the match is obtained from CHR, Management and Recruitment Services contacts the graduates to determine their interest in the internship position and to provide graduates with the internship job description. 6. Management and Recruitment Services and managers undertake a formal interview process to determine the successful applicant, regardless of the number of graduates being considered for the internship. The interview process assesses overall suitability for the position. 7. Based on the outcome of the interview process, Management and Recruitment Services and managers determine the successful graduate and advise CHR about the outcome. 8. Management and Recruitment Services extends a verbal job offer to the graduate. 9. If the verbal job offer is accepted, Management and Recruitment Services sends the successful graduate a letter of offer along with a copy of the job description. 10. Management and Recruitment Services forwards a copy of the letter of offer to CHR. 11. Prior to the intern commencing employment, Management and Recruitment Services obtains proof of graduation from the graduate and forwards the documentation to CHR. 12. CHR prepares the direct appointment decision papers for all internship positions.
- 124 -
Human Resources Manual 13. On a quarterly basis, CHR will provide an internship contribution to each participating Department, Board or Agency based on the number of active internships. 14. Both the interns and the managers are required to complete an exit interview at the completion of the program for evaluative purposes. Last Updated: January 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/122/default.htm
- 125 -
123 - NWTTA Teacher Recruitment
123 - NWTTA Teacher Recruitment

Introduction
1. Teachers, Aboriginal Language Specialists, Teacher Consultants, Vice-Principals and Principals are considered members of the Public Service. 2. The Minister responsible for the Public Service has the exclusive right and authority to appoint persons to positions in the Public Service. Appointments to positions in the Public Service will be based on merit, and selection decisions will be fair, transparent, equitable and will comply with all relevant policies and guidelines. This contributes to a Public Service that is competent and representative of the people it serves. 3. The Minister responsible for the Public Service delegates staffing authorities to Deputy Heads to the maximum extent possible to assist them to meet their operational objectives and to respond efficiently and effectively to increasing and changing demands. 4. The NWTTA Recruitment Guidelines provide Superintendents, Principals and Human Resource Services Officers with procedures to ensure that appointments are made in a manner consistent with the Public Service Act and the goals of the Government of the Northwest Territories (GNWT). Each section follows a standard format and includes any related staffing support information such as examples, administrative procedures and forms where these exist. 5. Recruitment and selection practices will also be carried out in a manner that is consistent with other territorial and federal legislation including the Financial Administration Act, the Official Languages Act, the NWT Human Rights Act and the Canadian Charter of Rights and Freedoms. 6. Corporate Human Resources shall provide clarification and interpretation of the Staffing Guidelines, including NWTTA Recruitment Guidelines. Rulings and advice concerning the NWTTA Recruitment Guidelines will be documented and communicated to Human Resource staff on a regular basis and are intended as standards for future practice. 7. Recruitment and selection practices for NWTTA positions will be carried out in a manner that is consistent with the NWT Education Act and the agreement between the Public Service and the NWT Teachers Association.
Application
1. This policy and applicable guidelines apply to the staffing of all Public Service positions within the NWT Teachers Association bargaining unit.
Definitions
1. Corporate Human Resources is a division of the Department of Human Resources.
Guidelines
1. The NWTTA Recruitment Guidelines have been designed as an electronic reference that enhances ease of access and maintenance.
- 126 -
Human Resources Manual 2. Specific NWTTA Recruitment Guidelines have been developed to reflect unique requirements in NWTTA staffing.
Inquiries
1. The Staffing Guidelines, including NWTTA Recruitment Guidelines, and all applicable examples, administrative procedures and forms shall be maintained by Corporate Human Resources. Questions regarding the application or interpretation of these guidelines may be directed to: Director, Corporate Human Resources Department of Human Resources Government of the Northwest Territories Box 1320 Yellowknife NT X1A 2L9 Phone: (867) 920-3398 Fax: (867) 873-0235 Email: chrs@gov.nt.ca 1

Public Service Act Financial Administration Act Fair Practices Act Section 3 (1), (3), (4), (5) Canadian Charter of Rights and Freedoms Education Act NWTTA Collective Agreement Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/123/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/chrs@gov.nt.ca
- 127 -
124 - Staffing Priority on NWTTA Competitions
124 - Staffing Priority on NWTTA Competitions

Introduction
1. Prior to commencing an NWTTA competition, it is important that Selection Committee members understand how the Affirmative Action Policy and Priority Ranking impact their decisions throughout the staffing process. This section provides an overview of the Priority Ranking for NWTTA positions, particularly as it relates to the following staffing activities: Preparing the Job Advertisement (Section 125); Screening Applications (Section 129); Evaluating Interviews, Assignments and Tests (Section 131); Job Offers (Section 135); and Regrets (Section 136).
Definitions
1. Deputy Head is the Senior Public Service employee of a Government Department, Board or Agency. For Divisional Education Councils, the Deputy Head is the Director/Superintendent. 2. Corporate Human Resources (CHR) is the Corporate Human Resources Division of the Department of Human Resources. 3. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process. 4. Selection Committee includes, but is not necessarily restricted to, a Human Resources Representative and the Supervisor of the position being filled. Where appropriate, a member with technical expertise or community representative may be added to the Selection Committee, either as a full participant or in an advisory capacity with no vote in the final hiring decision. 5. Affirmative Action Policy means the guidelines that support the GNWTs commitment to a competent Public Service that is representative of the population it serves (see the Human Resources website1 for a copy of the Affirmative Action Policy). 6. Lay-Off Teachers means NWTTA Staff Members who have received official lay-off notice and have staffing priority. 7. Northern Teacher Graduate means eligible NWT students graduating from a recognized post-secondary teacher education program. These Northern Teacher Graduates have no prior teaching experience and must meet NWT residency requirements as defined under the Northern Graduate Employment Program. 8. NWT Resident Teacher means NWT residents not currently employed by the GNWT and eligible to teach in the NWT. 9. Non-NWT Resident Teacher means non-NWT residents eligible to teach in the NWT.
1. http://www.hr.gov.nt.ca/
- 128 -
Human Resources Manual 10. Transfer Applicants means those teachers currently employed by the Government as indeterminate employees and who are eligible for transfer or promotion. Transfer applicants must have successfully completed two years of employment with the GNWT and have completed their probationary period. 11. Resident means those candidates who have lived in the Northwest Territories for one year or more. 12. Indigenous Aboriginal Persons means those persons who are descendants of the Dene, Inuit or Metis people, indigenous to the present boundaries of the Northwest Territories and includes any aboriginal persons resident at birth pursuant to Section 7.1 of the Vital Statistics Act, and any Canadian aboriginal persons who have lived more than half of their lives in the Northwest Territories. 13. Indigenous Non-Aboriginal Persons are non-aboriginal persons born in the Northwest Territories or who have lived more than half their lives in the Northwest Territories. 14. Resident Disabled Persons are persons who are living in and have lived in the Northwest Territories for at least one year immediately prior to applying on a competition and who are at a disadvantage because of a medically certified learning, mental, emotional, or physical disability where the disability handicaps the person in taking advantage of employment, training and career advancement opportunities. A person without such a disability would not encounter these difficulties.
Guidelines
1. All job advertisements and competition posters shall identify the GNWT as an Affirmative Action employer. 2. Staffing priority on NWTTA competitions is defined by the GNWT Affirmative Action Policy, the GNWT/NWTTA Collective Agreement, and the Maximizing Northern Employment- Northern Graduate Employment Program. 3. NWTTA staff that receive notice of lay-off shall receive staffing priority (see Section 1608- Lay-Off). 4. Northern Teacher Graduates have been guaranteed a position by the Premier and will be given priority, in accordance with the Affirmative Action Policy, over all applicants except those on approved leave or who have received notice of lay off. Priority for NWTTA shall be granted as follows: Priority 1:Teachers on approved leave; Priority 2:Teachers who have received official lay-off notice; Priority 3:Indigenous Aboriginal Persons; Priority 4:Indigenous Non-Aboriginal or Resident Disabled Person; Indeterminate Teachers eligible for Transfer or Promotion and not included in Priorities 3 Priority 5: & 4; Priority 6:Term teachers not included in Priorities 3 & 4; Priority 7:NWT Resident Teachers not employed by the GNWT or included in Priorities 3 & 4; Priority 8:Teachers who are not residents of the NWT and who are not included in Priorities. 5. Indigenous aboriginal or indigenous non-aboriginal persons who qualify under the program and are residing outside the NWT are granted staffing priority. 6. In terms of Nunavut beneficiaries, if they lived in the NWT as of March 31, 1999 and remained in the NWT, they retain their status. If they had a break in residency, they can use pre-division residency in the NWT as counting towards their total residency. If they had status as indigenous aboriginal in the pre-division boundaries and remained in the NWT, they maintain that. To be considered for disabled, resident women in management or non-traditional, they must meet the requirement of one-year residency within the current NWT boundaries. 7. Applicants are responsible for identifying their eligibility for priority consideration when applying for a Government teaching position.
- 129 -
124 - Staffing Priority on NWTTA Competitions 8. Applicants applying for priority as a disabled person shall provide medical certification of that disability. 9. The Selection Committee may verify staffing priority by requesting additional proof such as but not limited to a health, treaty, Metis or beneficiary card, or confirmation of length of residency in the NWT. 10. The Selection Committee may contact Corporate Human Resources to verify an applicants eligibility for consideration as a Northern Teacher Graduate under the Northern Graduate Employment Program. 11. If the Selection Committee chooses to verify the Northern Teacher Graduate, Indigenous Aboriginal, Indigenous Non-Aboriginal and Resident Disabled status of a candidate who does not declare their priority status, they must do so for all such candidates. 12. Transfer applicants will NOT be considered for vacancies after May 15 of each year, unless prior approval is granted by the Deputy Head of the potentially affected school board, in order to support efforts of all the boards to finalize their staffing complement for the upcoming school year prior to the end of the current school year. 13. Teachers returning from approved leave are entitled to a position upon their return without competition. 14. Term NWT Resident Teachers who obtained their term position through competition may be appointed to an indeterminate position of a similar nature at their Education Board without competition.
Procedures
1. The Human Resources Representative includes the following phrase on all competition advertisements: Candidates must clearly identify their eligibility in order to receive priority under the Affirmative Action Policy. 2. If necessary, the Selection Committee verifies the priority status of candidates prior to screening. 3. Priority status is applied to create a short list of applicants to be interviewed (see Section 131Screening Applications). 4. The Selection Committee ranks qualified, suitable applicants of the same priority by merit following interviews. 5. Staffing priority will be given to employees on the list of teachers who have received lay-off notice according to their Affirmative Action status and length of service. 6. Higher priority candidates shall be considered for an interview before lower priority candidates. 7. Higher-priority candidates who receive a passing mark on an interview shall be granted hiring priority over lower-priority candidates.

Public Service Act NWTTA Collective Agreement Last Updated: October 2006
- 130 -
Human Resources Manual Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/124/default.htm
- 131 -
125 - Initiating a NWTTA Competition

Introduction
1. The majority of staffing for NWTTA positions occurs during the Annual Recruitment Campaign. 2. When there is an NWTTA vacancy to be filled during the school year, the Board must initiate a competition.
Definitions
1. Application for Transfer and Promotion is the form distributed by the Deputy Head to NWTTA staff members to indicate an interest in other teaching and promotional assignments. 2. Assistant Principal is a Teacher who has been delegated additional responsibilities by the Principal. 3. Human Resources Representative means those employees of the Department of Human Resources designated to co-ordinate the recruitment process 4. Selection Committee includes the Chairperson, who is the Deputy Head or delegate, and any other member(s) participating in the selection of a candidate for a vacancy. 5. Deputy Head is the Senior Public Service employee of a Government Department, Board or Agency. For Divisional Education Councils, the Deputy Head is the Director/Superintendent. 6. NWTTA Staff Members includes all school staff members who are members of the NWTTA Teachers' Association, including Teachers, Teacher Consultants, Assistant Principals and Principals as defined herein. 7. Principal is the head of the school. The Education Act defines the duties of the Principal. 8. Promotion is the transfer or reassignment of a current Government of the Northwest Territories (GNWT) Teacher to a Teacher Consultant, Assistant Principal or Principal position. Teachers and Assistant Principals are eligible for promotion when they have successfully completed their probationary period. 9. Reassignment is a change in assigned duties and responsibilities, possibly including relocation within a school or community. This can occur at any time at the discretion of the Deputy Head or designate. 10. Teacher includes school teachers, including part time teachers, program support teachers, aboriginal language specialists, grade or subject coordinators, department heads, and curriculum specialists. 11. Teacher Consultant is an experienced teacher designated responsibilities for developing and implementing education curriculum and programs, and supporting/in servicing other school staff(s). 12. Transfer is the relocation of an NWTTA staff member to a position in another community within the Board or to a position in another Board. Employees are eligible to apply for transfer when they have successfully completed their probationary periods and are currently employed on an indeterminate basis. 13. Transfer Applicants means those NWTTA Staff Members currently employed by the Government as indeterminate employees who are eligible and have submitted their application for transfer or promotion. Transfer applicants must have successfully completed two years of employment with the GNWT and have completed their probationary period. - 132 -
Human Resources Manual 14. Required Education is the education required under the Education Act Regulations in order for certification as a Teacher or Principal in the Northwest Territories. Required education may also include specialist qualifications where necessary. 15. Required Experience is the experience required for specialist teacher positions such as program support teachers and guidance counselors, and promotional positions such as Department Heads, grade or subject coordinators, curriculum specialists, school administrators, and teacher consultants. 16. Preferred Education and Experience is the education and experience that will increase the likelihood that an individual will perform satisfactorily in the job. 17. Teachers on Approved Leave mean those NWTTA Staff Members returning from approved leave under Section 37(3) of the Public Service Act who are entitled to a position upon return. 18. Lay-Off Teachers means NWTTA Staff Members who have received official lay-off notice and have staffing priority.
Guidelines
1. The Annual Recruitment Campaign requires cooperation between Schools, Divisional Education Councils (DECs) and the Department of Education, Culture and Employment. 2. Vacancies arise as a result of funding increases, or NWTTA staff member resignations, transfer or promotion, reassignment of current staff within a school or community, and changes in the staffing needs of the school. 3. Deputy Heads of each DEC are responsible for notifying their NWTTA staff members of the deadlines to submit their resignations or requests for transfer or promotion to the NWT DEC(s) of their interest. 4. Resignations must be tendered at least 60 calendar days prior to the end of the academic school year. The DEC will normally accept, with prejudice, a letter of resignation after the closing date. Accepting a resignation with prejudice means that ultimate removal will be denied. 5. Deputy Heads, or their delegate, are responsible for coordinating any reassignments of existing teaching staff. 6. Vacancies may be filled without competition by NWTTA Staff Members returning from approved leave as a legal commitment exists to guarantee them teaching positions upon their return from approved leave. 7. NWTTA Staff Members returning from approved leave are guaranteed a position at the DEC. The DEC may appoint NWTTA Staff Members returning from approved leave directly to a position for which they are deemed qualified. DECs may use their discretion in deciding whether or not to interview NWTTA Staff Members returning from approved leave for specific positions. 8. Term NWTTA Staff Members who have been hired into their term position through competition may be appointed to an indeterminate position at the discretion of the Deputy Head. 9. Transfer applicants may not be considered for vacancies after May 15. 10. Promotion applicants will be considered for vacancies after May 15. 11. Internal Competitions may be held at each school to determine which existing member of the Teaching staff will be delegated the additional responsibilities of Assistant Principals. 12. For NWTTA Staff Member positions, the Principal defines Required and Preferred Education and Experience. For Principal positions, the Superintendent/Director defines Required and Preferred Education and Experience. 13. The Deputy Head ensures their DECs contact information is correct and their needs are reflected in Annual Recruitment Promotional Efforts coordinated by Education, Culture and Employment. 14. Competition files are to be kept for a period of at least two years. - 133 -
Procedures
1. The Deputy Head or designate of each DEC must provide NWTTA Staff Members through each school principal with the Application for Transfer and Promotion form, and instructions on where to send the application forms, criteria, procedures and deadlines. 2. By January, the Deputy Head notifies NWTTA Staff Members that the closing date for resignations is 60 calendar days prior to the end of the academic school year and that a NWTTA Staff Member who provides 90 or 120 calendar days official written notice of their resignation is eligible for an early notice bonus. 3. The Human Resources Representative contacts NWTTA Staff Members on approved leave to confirm their return from leave. 4. Teachers on Approved Leave must confirm their intentions to return by March 15th. 5. The Principal of each school submits vacancy information to the Deputy Head, at the Education Board, and copies HR Service Centre on an ongoing basis in writing or by e-mail. This information includes: Position Type Primary (K-3) Middle School (4-6) Junior High (7-9) Senior High (10-12) Assistant Principal Principal Teacher Consultant Required and Preferred Criteria as needed Subject Specialties if required (i.e. French, Physics, Chemistry, Fine Arts, etc.) 6. The Deputy Head or designate reviews the school staffing needs and teaching reassignments. 7. The Deputy Head or designate reviews the current complement of term Teachers hired through competition. The Principal recommends to the Deputy Heads which term Teachers may be provided with indeterminate job offers. 8. The HR Service Centre staff determine whether there are Teachers on Approved Leave that should be considered for the vacancy and advise the Deputy Head. 9. The Deputy Head reviews vacancy information and provides written approval to the Principal(s) and the Human Resources Representative to staff the vacancies. 10. The Human Resources Representative ensures all vacancies are posted electronically at North of 60, as well as the Human Resources website1. 11. The Human Resources Representative verifies the following: The pay level and allowances, Position type full-time, term, part-time, etc.,
1. http://www.hr.gov.nt.ca/employment/
- 134 -
Human Resources Manual Location of the position. 12. The Human Resources Representative will use and/or provide the Competition Checklist to the Chairperson of the Selection Committee to ensure compliance with GNWT staffing guidelines, procedures and timelines. 13. The Selection Committee Chairperson ensures that the Selection Committee complies with GNWT staffing guidelines, procedures and timelines. 14. Once vacancy information and approval to staff is received, the Deputy Head or designate(s), or the Human Resources Representative creates competition files for all position types in each community which includes: A list of vacant positions to be staffed from this competition file; The authorization to staff the position(s); Job advertisement; and Competition checklist (optional). 15. Prior to advertising, the DEC must determine if there are lay-off teachers to consider for the position.

Education Act NWTTA Collective Agreement Public Service Act Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/125/default.htm
- 135 -
126 - NWTTA Selection Committees
126 - NWTTA Selection Committees

Introduction
1. Each competition requires a Selection Committee that will apply the relevant policies and guidelines to determine the most suitable candidate.
Definitions
1. Screening Criteria are established to determine which candidates qualify for further consideration. They must include Required Education and may also include Required Experience and, Preferred Education and Experience, and some alternate ways (equivalencies) of obtaining this Education and Experience. 2. Human Resources Representative is a person designated by the Department of Human Resources to co-ordinate the recruitment process. 3. Selection Committee includes the Chairperson, who is the Deputy Head or delegate, and any other member(s) participating in the selection of a candidate for a vacancy. 4. Deputy Head is the Senior Public Service employee of a Government Department, Board or Agency. For Education Boards, the Deputy Head is the Director/Superintendent.
Guidelines
1. The Selection Committee for NWTTA positions shall include the Deputy Head or designate, normally the Principal, or the Assistant Principal for Teacher positions. If a Human Resources Officer is part of the interview process, they act as Chairperson, otherwise the Deputy Head or designate is the Chairperson of the Selection Committee. 2. Whenever possible, the DEC, or their designate, should be a member of the Selection Committee for NWTTA positions in their community. 3. The Human Resources Representative may be a member of the Selection Committee. If not, the Human Resources Representative is a resource to the Selection Committee to ensure compliance with guidelines, procedures and timelines. 4. Depending on the level of the position, the recommended size of the Selection Committee is three people. 5. Members of the Selection Committee are expected to participate in all screening and interviews of the competition in order to maintain consistency. Selection Committee members should excuse themselves from participating as part of the Selection Committee if they are not able to participate for the duration of the hiring process. 6. When appropriate, the Selection Committee may also include a member with subject expertise or community representative either as a full participant or in an advisory capacity with no vote in the final hiring decision. 7. Where a Committee member must remove himself/herself from the competition and it is necessary to replace that member, a substitute may be used for interviews as long as he/she reviews and concurs with the competition file prior to participating and signs off on all components of the file. Selection Committee members who find themselves in a potential conflict of interest situation due to a
- 136 -
Human Resources Manual relationship with the candidate are required to discuss this with the other Selection Committee members and, if necessary, withdraw from the committee. 8. The Chairperson of the Selection Committee will: Develop the Screening Criteria in consultation with the Deputy Head, which will include Required and Preferred Education and Experience; Review the advertisement; Conduct Pre-Interview Checks; Conduct Reference Checks; Assess information obtained in the references; and Approve interview questions, assignments and anticipated responses; 9. The Selection Committee will: Apply the screening criteria; Review all applications to determine whether they meet the Screening Criteria; Apply Priority Rankings for Teacher positions; Interview, rate and rank the candidates; and Recommend, to the Deputy Head, to whom the employment offer(s) should be made. 10. The Deputy Head will: Assess information obtained in the references and criminal record checks 11. All Selection Committee members should become familiar with the GNWT hiring process, guidelines and procedures.
Procedures
1. If the Human Resources Representative is not the Chairperson they will provide the Chairperson with an overview of the competition process. 2. The Chairperson assembles the Selection Committee. 3. The Chairperson provides Selection Committee members with an expected timeline for the competition process so that competition activities can be coordinated. 4. The Chairperson provides Selection Committee members with information on GNWT Staffing Practices and Procedures, emphasizing the importance of maintaining confidentiality. Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0100 - Hiring Process/126/default.htm
- 137 -
0200 - Employee Records
201 - Documentation
201 - Documentation
Introduction
1. Documentation is an information session for new employees about their pay, benefits and terms and conditions of employment. During documentation, new employees complete forms for compulsory and optional benefits and are provided with information on Government policies that affect their employment.
Application
1. These guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation.
Definitions
1. HRIS is the Human Resource Information System.
Guidelines
1. The Department of Human Resources is responsible for setting out all information and documentation required from employees when they are hired. 2. Each employee is required to submit prescribed documents to the Department of Human Resources as soon as possible after the start of employment. Failure to provide the requested documents may result in delays in processing employee benefits. 3. New employees who are members of the Union of Northern Workers (UNW) bargaining group are given leave with pay to attend a presentation by the UNW for up to one hour. If a teacher orientation is provided, it may include a presentation of up to one hour by a NWT Teachers' Association (NWTTA) representative. 4. Employees are either informed of website access or provided with copies of the following during the job offer and/or documentation process: a. Applicable collective agreement or handbook; b. Public Service Health Care Plan booklet; c. Public Service Management Insurance Plan booklet (if applicable); d. Disability Insurance booklet; e. Superannuation booklet; f. Dental booklet; g. Employee information request; h. Direct deposition request; i. TD1NT and TD1; j. Use of Electronic Mail and the Internet Guidelines for Employees of the GNWT; - 140 -
Human Resources Manual k. Workplace Conflict Resolution Policy; l. Code of Conduct; m. Employee benefits summary; n. GNWT website sheet on how to access the applicable collective agreement or handbook; o. Employee Family Assistance Program; and p. Benefits phone number and email address. 5. Employees are provided with information and instructions on how to use self service with HRIS. 6. Employees are advised of the pay process (i.e., hold back of pay), pay periods (i.e., when first pay will be received) and the need to suppress the pay advice. 7. Employees are advised of compulsory benefits where a deduction is automatically taken from the employee's pay including: a. Superannuation; b. Supplementary Death Benefits (SDB); c. Canada Pension Plan (CPP); d. Employment Insurance (EI); e. Disability Insurance (DI) or Long Term Disability (LTD); f. Income taxes; and g. Employee union or association dues. 8. Employees are advised of optional benefits and the rates or premiums that apply for the following: a. Public Service Health Care Plan (PSHCP); b. Public Service Management Insurance Plan (PSMIP) available to non-union employees only; and c. Dental insurance. 9. Employees are given an overview of the appropriate collective agreement or handbook, highlighting the sections of common interest such as: a. Medical travel assistance (MTA); and b. Leave entitlements. 10. Employees are provided information on the following that also may require completion of applicable forms for enrolment, understanding of terms, etc.: a. Use of Electronic Mail and the Internet Guidelines for Employees of the GNWT; b. Code of Conduct and Oath of Office and Secrecy; c. Employee Identification (ID) Card; d. Tax Deduction Information (TD1NT and Federal); e. Superannuation Screening Form; f. Designation of Beneficiary (Superannuation);
- 141 -
201 - Documentation g. Waiver of Participation (an optional benefit); h. Public Service Health Care Plan (PSHCP); i. Public Service Management Insurance Plan (PSMIP) excluded and management employees only; j. Direct Deposit Application; k. Common Law Statutory Declaration (If applicable); and l. Canada Savings Bonds (optional). 11. Employees are required to bring the following certificates and information to documentation: a. Employee information request (pages 1-3 completed); b. Certificates of birth, adoption, marriage and other legal documentation relating to custody or access to dependent(s); c. Copies of degrees, certificates and diplomas; and d. Blank voided cheque OR savings bank statement for direct deposit if self service is not available.
Procedures
1. New employees are advised in the letter of offer about the requirement for a documentation session. 2. Benefits staff in Human Resource Service Centres provide and outline the pay and benefits package to new employees during the documentation session. 3. Employees who miss their documentation appointment must contact the Department of Human Resources to reschedule.

Main Collective Agreement with the UNW Article 15.05, Provision of Bulletin Board Space and Other Facilities Collective Agreement with the NWTTA Article 7.08, Information Last Updated: May 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0200 - Employee Records/201/default.htm
- 142 -
202 - Employee Identification Cards
202 - Employee Identification Cards

Introduction
1. Cards are issued to employees for identification purposes.
Application
Definitions
1. Identification Cards contain the employee's name, picture, identification number and the employing Department, Board, or Agency. 2. Client Services is the Client Services Division of the Department of Human Resources.
Guidelines
1. Identification cards are issued only when necessary. They are not normally issued to casual employees unless they must access government buildings after hours. 2. Identification cards are the property of the Government of the Northwest Territories (GNWT). Lost cards should be reported to the local Client Services Centre of the Department of Human Resources. 3. Identification cards must be returned to the GNWT when employment ceases. 4. When an employees changes departments, their original identification card must be returned to Client Services. If the employee requires an identification card, Client Services will issue a new identification card.
Procedures
1. During documentation for new employees, or upon request, the Benefits Administrator or their designate advises the employee of the process involved in getting a picture taken and an identification card issued. 2. Two pictures are taken of the employee. One picture is used for the identification card. The other picture is placed in the employee's personnel file. 3. The expiry date is to be 5 years after issue date or the employees end date if known (i.e.: casual or term employees). Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0200 - Employee Records/202/default.htm
- 144 -
203 - Personnel Records
203 - Personnel Records

Introduction
1. Personnel records are maintained for all Government employees. Personal information obtained by the Government and held in an employee's personnel record is held in confidence.
Application
1. These guidelines and procedures apply to all employees.
Definitions
1. Personnel File is the official record containing personal information on each employee, which is held by the Department of Human Resources. 2. Client Services is the Client Services Division of the Department of Human Resources.
Guidelines
1. An employee may view his or her own personnel file by making an appointment with Client Services. An employee is not entitled to view the references contained in sealed envelopes on the personnel file. 2. A supervisor may view disciplinary or performance-related documents on the personnel file of any employee who reports to the supervisor. A supervisor is not entitled to view confidential information such as references or insurance beneficiaries. 3. An employee must be made aware of any disciplinary documents placed on the personnel file. The supervisor providing the employee with a copy of the document at the time of filing can do this. Documents will be clearly marked "C to Personnel File" or include a statement in the body of the letter indicating that a copy of the letter will be placed on the employee's personnel file. 4. For an employee in the Union of Northern Workers bargaining unit, any document or written statement related to disciplinary action and placed on the personnel file of the employee shall be destroyed after 18 months has elapsed if no further disciplinary action has been recorded. 5. For an employee in the Excluded or Senior Management Group, any document or written statement related to disciplinary action and placed on the personnel file of the employee shall be destroyed at the discretion of the Deputy Head of the employing Department, Board or Agency. 6. For a member of the NWT Teachers' Association, an employee's personnel file shall be cleared of all adverse comments, reports or correspondence if the employee has been continuously employed for four years from the date of the last adverse comment, report or correspondence. 7. An employee may not place any document or information directly on his or her personnel file. Information of a disciplinary or complimentary nature must be placed on file by the employee's supervisor or with the supervisor's consent. An employee is allowed to place responses to appraisals or disciplinary action on the personnel file. This must be done through the employee's supervisor so that the supervisor is aware of the information on the personnel file.
- 146 -
Human Resources Manual 8. A former employee may access his or her personnel file upon request. If a former employee is involved in legal action against the government, the request should come through the employee's legal counsel. The government's legal counsel will respond and provide appropriate information. 9. An employee may have an agent view documents on his or her personnel file and make copies of such documents. The agent shall be required to produce written authorization from the employee in each specific case. Authorizations are valid for 60 days.
Procedures
1. Where a Department, Board or Agency receives a request in any form from a third party for information about an employee, the responsible Client Services staff will take the following action: Check the identity of the third party; and Require the third party to produce evidence of the employee's consent. (This is not needed if law, e.g. a search warrant, requires disclosure). 2. Client Services' staff ensures that personal information about an employee is not supplied to other employees in the organization. Information may only be provided if it is required in the performance of the official duties assigned to other employees. Client Services staff must ensure: The information will be used for the purpose for which it was provided; or The information will not otherwise be used to make administrative decisions, which relate directly to the employee without the employee's knowledge and/or consent.

Main Collective Agreement with the UNW Article 35, Employee Performance Reviews and Employee Files Collective Agreement with the NWTTA Article 22, Performance Review and Employee Files Excluded Employees' Handbook Performance Evaluation Last Updated: September 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0200 - Employee Records/203/default.htm
- 147 -
204 - Release of Information
204 - Release of Information

Introduction
1. Personnel records are maintained for all government employees. This information is held in the form of personnel files and on the Human Resource Information System (PeopleSoft). Any personal employee information retained by the government is held in confidence.
Application
1. These guidelines apply to all employees.
Definitions
1. Personnel File is the official record containing personal information, on each employee, held by the Department of Human Resources. 2. Client Services is the Client Services Division of the Department of Human Resources. 3. Labour Relations is the Labour Relations Unit of the Department of Human Resources.
Guidelines
1. All third party requests for employee information should be forwarded to Client Services. Client Services will check the identity of the third party and require them to produce evidence of the employee's consent to release of the information. 2. The employee's consent is not needed if law requires disclosure of information. (e.g. a search warrant). 3. Most requests for employee information come from banks and credit bureaus. The requests may be by phone, facsimile or mail. When receiving a request of this nature, Client Services' staff may: State an employee's position title, date of hire and date of termination (if applicable); Confirm whether the employee resides in government staff housing; and Confirm whether or not the salary estimate provided by the bank or credit bureau is close to the real salary. Client Services does not give out any exact salary information without the employee's written authorization and does not disclose the amount of rent deductions or the employee's address without the employee's written authorization. 4. If an inquiry is received requesting the address of a terminated employee, the individual should be referred to the post office. The government does not give out forwarding addresses. 5. The RCMP may request information regarding an employee. When the request is supported by a search warrant or subpoena, Client Servicces has a legal requirement to release the information to the RCMP. Without this supporting documentation, information is not to be released without the employee's authorization. 6. When inquiries are received pursuant to court proceedings, Client Services will: - 148 -
Human Resources Manual Provide information if the GNWT is compelled to do so by court order; Provide salary information to the Legal Services Board with respect to the employee, upon the production of a release executed by the employee for that purpose; and Release salary information to a lawyer representing this employee but only if the request is in writing and contains the written authorization of the employee to do so. If a former employee is involved in legal action against the government, the request for information should come through the employee's legal counsel and be forwarded to the government's legal counsel for response. The government does not release information to any other lawyer or investigator. 7. Inquiries made by Revenue Canada and Human Resources Development Canada (HRDC) must be in the form of a written request (facsimiles are acceptable). Requests are not handled over the phone. In reply to a written request, Client Services may: Release salary information to Revenue Canada and HRDC; and Release information about performance or attendance when requested on the standard employment insurance form. 8. Inquiries for the release of information may also originate from within the GNWT. When such an inquiry is received, Client Services may: Allow the employee, the supervisor, those the supervisor reports to and the Deputy Head to look at the employee's personnel file. The file must be signed out and in. A Client Services staff member must be present during the examination; Allow an employee's union representative to view the file only if the employee is present or has provided written authorization; Allow the employee or the Deputy Head to have copies of any documents or correspondence on the file. Client Services must make the copies; Allow the employee's supervisor and Deputy Head to have copies of an employee's last performance appraisal. A Department of Human Resources representative must make the copies; Allow Labour Relations staff to have copies of any documents pertaining to matters relevant to grievance or arbitration proceedings; With the consent of the employee, allow Management and Recruitment staff to review the file of an employee being considered for a new position. This review is limited to information pertaining to employment matters only (i.e., no personal information that would not be available from an applicant from outside of the government); Allow an employee, supervisor, or Deputy Head to put on the file material relevant to his/her employment. All such documents should show evidence that the supervisor and employee have seen them; and Both active and terminated employees may view their files and put material on their file. Client Services staff do not: a. allow any other employees, except those specified, to view or remove files; b. allow any document/correspondence to be removed from a personnel file without the Director of Corporate Human Resource Services approval of an employee's written request; and
- 149 -
204 - Release of Information c. allow employees to open the envelopes containing reference forms. When uncertain as to whether information should be released, advice should be sought from the Labour Relations unit within the Department of Human Resources.

Main Collective Agreement with the UNW Article 35, Employee Performance Reviews and Employee Files Collective Agreement with the NWTTA Article 21, Employee Performance Review and Employee Files Excluded Employees' Handbook Performance Evaluation Last Updated: September 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0200 - Employee Records/204/default.htm
- 150 -
205 - Self-Service with the Human Resource Information System
205 - Self-Service with the Human Resource Information System

Introduction
1. The Government of the Northwest Territories (GNWT) uses a Human Resource Information System (HRIS) for the efficient management of employee information, benefits and pay. To meet program and service needs employees are required to use the HRIS self-service module. Exceptions are made for employees identified as self-service exempt employees.
Application
1. These guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation and the Workers Compensation Board of the NWT and Nunavut.
Definitions
1. HRIS is the Human Resource Information System. 2. Self-Service Exempt Employee is: a. a casual employee hired in any Department, Board or Agency for a period of 14 calendar days or less to do work of a temporary nature; or b. an individual employed by the Department of the Environment and Natural Resources as a seasonal fire fighter; who is not continuous throughout the year, but whose employment recurs in successive years; or c. an individual employed by the Department of Transportation as a highway worker who continuously works in remote areas and who has no access to a computer, or d. an individual who has been approved by the Department of Human Resources as Self-Service Exempt. 3. Management and Recruitment Services is the division of the Department of Human Resources responsible for front-line human resource services, client services and client service centres including benefits health and wellness administration. 4. Employee Services is the area in the Department of Human Resources that is responsible for providing pay and benefits, data management and the help desk.
Guidelines
1. Employees are provided training for HRIS self-service during documentation. 2. Employees are provided access to HRIS to enter time and leave information and to review and, if appropriate, alter personal information. 3. Refresher training, detailed self-service information and instructions are available on the Department of Human Resources Internet1 / intranet2 site.
1. http://www.hr.gov.nt.ca/hrsystems/ 2. http://www.hr.gov.nt.ca/intranet/default.htm
- 152 -
Human Resources Manual 4. Employees view their payroll advice and online. 5. Departments, Boards or Agencies may hire employees to meet program and service needs who, due to the nature or length of their employment, are not required to use the HRIS self-service module. Self-service exempt employees are allowed to submit their time using a manual process versus the on-line HRIS self-service module. A designated individual or the Department of Human Resources enters applicable time and leave for self-service exempt employees. 6. Employee records are maintained and disposed of in accordance with the relevant Records Disposition Authority.
Procedures
Self-Service Employees 1. New employees must meet with Benefits for documentation. 2. Once new employees information is entered into HRIS by the Department of Human Resources, employees are then responsible for entering: a. time; b. additional earnings (such as overtime or responsibility allowance); and c. leave. Self-Service Exempt Employees 1. Before the applicable hiring forms are completed, Management and Recruitment Services determine whether the employee meets the outlined self-service exempt criteria. 2. In cases where the term of employment is less than or equal to 14 calendar days, the Human Resource Officer in Management and Recruitment Services advises the Human Resource Assistant via email that a casual employee has been hired and states in the subject line of the email that the employee is a self-service exempt employee. The Human Resource Officer also includes the following information in the body of the email: a. employee name; b. employing department; c. managers name; d. employee start date; and e. employee termination date. 6. In cases where the employee is a seasonal fire fighter or a highway worker, who will be employed for more than 14 calendar days, no notification to the Human Resources Assistant is required. Termination dates for these individuals will be noted when the Human Resource Assistant runs the Pending Future Action Report. 1. Management and Recruitment Services advises the hiring department that the individual is self-service exempt, and provides instructions describing how the employee will submit time and leave. Management and Recruitment Services also advise the hiring department that the required time reporting and leave forms are available on-line at: http://www.hr.gov.nt.ca/forms/3.
3. http://www.hr.gov.nt.ca/forms
- 153 -
205 - Self-Service with the Human Resource Information System 2. Using paper copies of the forms provided, self-service exempt employees complete the required time sheets, leave forms and overtime forms as applicable and submit to their supervisor within the appropriate pay periods. 3. The supervisor reviews and signs time, overtime and leave forms and, if located in a region, faxes the forms to their regional Human Resource office. If located in Yellowknife, the forms are faxed (867-873-0168) to the Data Management unit of Human Resources Employee Services office. Self-service Exempt Employees - Termination of Employment 1. The Human Resource Assistant creates follow-up BFs for self-service exempt casual employees for two days prior to their termination date. Termination dates for seasonal or highway workers are obtained from the weekly Pending Future Action Reports. 2. The Human Resource Assistant contacts the Human Resource Officer to ensure that the termination date is still correct. 3. If the date is correct, in addition to the normal termination of employment processes, the employee completes all final time sheets as well as any applicable overtime forms and leave forms and submits to their supervisor. 4. The supervisor signs time, overtime and leave forms and, if located in a region, faxes the forms to their regional Human Resource office. If located in Yellowknife, the forms are faxed to the Data Management unit of Human Resources Employee Services office. 5. The Department of Human Resources follows the step-by-step clearance procedure and completes the clearance checklist. 6. When all functions on the clearance checklist are complete, the Department of Human Resources completes the termination. 7. If the termination date has been extended and the term of employment for a casual employee makes the period of employment greater than 14 calendar days, the Human Resource Officer in consultation with the Management and Recruitment Client Services Manager assesses the new length of employment and determines whether the employee should be changed to a self-service user. If an employee is changed to a self-service user, the Human Resource Services Officer: a. Contacts the employee to provide user support information; and b. Contacts the employees supervisor to advise that the individual will be captured in HRIS as a self-service user for the remainder of their employment. Last Updated: November 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0200 - Employee Records/205/default.htm
- 154 -
0300 - Union Management Relations
301 - Incorporation of Bargaining Agents
301 - Incorporation of Bargaining Agents

Introduction
1. Terms and conditions of employment for bargaining unit employees are determined through negotiation with a recognized bargaining agent.
Application
Definitions
1. Incorporation is the legal recognition of an employees' association as a bargaining agent.
Guidelines
1. Employees' associations in the Public Service of the Northwest Territories are incorporated by legislation. 2. Pursuant to the Public Service Act, only two associations are eligible to represent employees: the Union of Northern Workers and the Northwest Territories Teachers Association. 3. The Public Service Act establishes the status of all employees by identifying which positions are eligible to be included in the bargaining unit. 4. An employees' association recognized as a bargaining agent has the exclusive right to bargain collectively on behalf of employees in the bargaining unit.

Northwest Territories Teachers Association Act Public Service Act Section 41 & 42 Union of Northern Workers Act Last Updated: December 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/301/default.htm
- 158 -
302 - Collective Bargaining

Introduction
1. The Employer has a duty to bargain with the employees' associations in good faith.
Application
1. These guidelines and procedures apply to all bargaining unit employees.
Definitions
1. Collective Bargaining is the method used to determine wages, hours and other conditions of employment through direct negotiations between the Union and the Employer. The result of collective bargaining is a written agreement which covers all employees in the bargaining unit. 2. Bargaining Agent means an employees' association incorporated by an Act as the bargaining agent for the employees in a bargaining unit. 3. Bargaining Unit means a unit of employees established by the Public Service Act for the purpose of collective bargaining. 4. Collective Agreement means an agreement in writing entered into, pursuant to Sections 41 and 42 of the Public Service Act, between the Government of the Northwest Territories and an employees' association respecting terms and conditions of employment and related matters. 5. Emergency Situation means an emergency as reasonably determined by the Deputy Minister of Human Resources and relates to the requirement of essential services and emergency services in the event of a strike. 6. Employee, for the purpose of the collective bargaining process, means an employee who is a member of a bargaining unit. 7. Employer refers to the Government of the Northwest Territories. 8. Essential Services means services that are necessary to ensure a continuation of minimal service a. to protect the health and safety of the public; b. to prevent destruction or serious deterioration of machinery, equipment or premises; or c. to prevent disruption of the administration of the courts; and includes services provided by the most senior employee at each power plant who has responsibility for the on-site operation of the plant. 9. Essential Services Agreement means an agreement between the Employer and a bargaining agent as to which positions are required to ensure essential and emergency services are maintained in the event of a strike. 10. Executive Joint Consultation means the senior joint consultation committee comprised of the President of the Union of Northern Workers (UNW) and the Deputy Minister of the Department of Human Resources or his/her designated representatives.
- 160 -
Human Resources Manual 11. Financial Management Board (FMB) means the committee of the Executive Council known as the Financial Management Board, established by subsection 3(1) of the Financial Administration Act. 12. Mediation is a process that allows parties to have the assistance of a third party in trying to reach a collective agreement or an essential service agreement. 13. Memorandum of Agreement refers to the various clauses agreed to during the negotiation process and recommended for ratification by the union membership and by the Financial Management Board. The memorandum of agreement forms the ruling document from which the collective agreement is later drafted. 14. Memorandum of Understanding means an agreement reached in collective bargaining negotiations, or in executive joint consultation and signed by both parties to a collective agreement. A memorandum of understanding is intended to clarify the meaning, application or administration of items included in the collective agreement. 15. Parties refer to the Employer and to a bargaining agent on behalf of employees. 16. Strike means a cessation of work or a refusal to work or to continue to work by employees, in combination, in concert or in accordance with a common understanding. 17. Teacher means a teacher as defined in the Education Act who is an employee and includes teachers of grades kindergarten to 12.
Guidelines
1. The Department of Human Resources is charged with the responsibility for negotiating collective agreements. The Employer, the UNW or the NWT Teachers' Association will notify the other party in writing to commence bargaining collectively. This notice is usually given several months in advance of the expiry of the collective agreement. 2. Under the terms of the Public Service Act, bargaining for the collective agreement must begin within 60 days from the date the notice to commence bargaining was given, or by a date set by the parties. 3. Under the terms of the Public Service Act, bargaining for the essential services agreement must begin within 20 days from the date notice was given to commence bargaining, or by a date set by the parties. 4. Sections 41 and 42 of the Public Service Act govern collective agreements. The provisions of the Act bar certain matters from negotiation. Collective agreements cannot deal with rents payable by employees to the Government or payments related to rentals from persons other than the Government. The terms of the collective agreement cannot alter or eliminate terms of employment if this requires an amendment to legislation. 5. Where notice to bargain has been served, any term or condition of employment in force at the time remains in force for employees in that bargaining unit until: a. a new collective agreement that applies to the bargaining unit is signed; or b. the following conditions have been met: i. 21 days have elapsed since a mediator was appointed; ii. an essential services agreement is in effect; and iii. there is no longer a collective agreement in effect applying to the bargaining unit
- 161 -
Procedures Collective Agreement Negotiations

1. The Department of Human Resources, in consultation with senior management, identifies concerns and suggestions to use in the formulation of proposals. 2. The Department of Human Resources develops the mandate for bargaining that is submitted for approval to the Financial Management Board. The Government's bargaining proposals are based on this mandate. 3. The two parties to the collective agreement prepare and exchange bargaining proposals containing those items they would like changed or included in the collective agreement. The parties then negotiate and try to reach agreement. 4. If the parties are unable to reach an agreement to renew the collective agreement, they may submit the issues in dispute to mediation. The mediator meets with the parties and tries to assist them in reaching an agreement. 5. If the parties are able to reach a negotiated settlement alone, or through mediation, they recommend the proposed changes to their principals. The Government bargaining team seeks the ratification from FMB and the Union or Association holds a ratification vote for their members. If both parties ratify the proposed changes, a new agreement is created and made available to the members of the bargaining unit. 6. If the parties are unable to negotiate an agreement, either alone or with the assistance of a mediator, the Employer may change the terms and conditions of employment and the members of the bargaining unit may strike. Both of these courses of action are conditional on 21 days having elapsed from when a mediator was appointed, an essential services agreement being in effect, and there is no longer a collective agreement in effect that applies to the bargaining unit.
Essential Service Agreement Negotiations

1. The Department of Human Resources sends out a call letter to Departments, Boards and Agencies asking for a list of positions, with rationales, that they require to be declared essential or emergency services in the event of a strike. 2. The Department of Human Resources, in consultation with the Departments, Boards and Agencies, develops a proposal of all the positions to be declared essential or emergency services. 3. The Department of Human Resources, on behalf of the Employer, and the Union exchange proposals and negotiate in an effort to reach an essential services agreement. The negotiating team, to clarify the rationale for certain essential services requests, may call upon representatives from the Departments, Boards and Agencies. 4. If the Employer and the Union are unable to negotiate a complete agreement, an arbitrator is selected to provide a ruling on the positions the parties have not been able to come to agreement on. 5. Once an essential services agreement is made, the Department of Human Resources advises each Department, Board and Agency of the results. The Departments, Boards and Agencies then notify each employee in the bargaining unit who under the agreement is required to work during a strike, and shall indicate in the notice whether the employee is required to work to provide essential services or to respond to an emergency situation.

Financial Administration Act Northwest Territories Teachers Association Act
- 162 -
Human Resources Manual Public Service Act Section 41 & 42 Union of Northern Workers Act Last Updated: January 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/302/default.htm
- 163 -
303 - Joint Consultation
303 - Joint Consultation

Introduction
1. A joint consultation process exists to deal with matters of mutual concern in the workplace. Joint consultation meetings occur between the Government of the Northwest Territories (GNWT) and the Union of Northern Workers (UNW), as well as the Government and the Northwest Territories Teachers' Association (NWTTA) as often as mutually required. 2. The purpose of consultation is to develop and encourage the exchange of information and the discussion of concerns. Joint consultation committees have been established and operate at the executive, regional and/or local level to discuss matters of common concern.
Application
1. These guidelines and procedures apply to all employees who are members of a bargaining unit except those employed by the NWT Power Corporation.
Guidelines
1. The joint consultation process is not intended to replace the negotiation process or other formal channels of communications. 2. Joint consultation may result in clarification of an existing policy or the development of new policies. Any material released or publicized as a result of a joint consultation meeting must be done so with the consent of the committee. 3. Any agreement or recommendation to alter terms of employment, or Employer policies or practices, must be approved and signed by the President of the UNW or the President of the NWTTA, and the Director of Corporate Human Resource Services in the Department of Human Resources. 4. At each committee level, the Government is represented by the Department of Human Resources and, as far as possible, by employees identified as managerial who are excluded from the bargaining unit. Employees' association representatives consist of officers of the bargaining agent or employees appointed by the employees' association. 5. Committee meetings are held at a mutually agreed upon location at times agreed upon by the representatives and, where feasible, are scheduled during working hours.
Procedures
1. Representatives on the consultation committee choose a chair (usually a representative from each side on a rotating basis). 2. Each committee shall develop terms of reference for the approval of the Union/Association President and the Deputy Minister of the Department of Human Resources. Terms of reference will address mandate, membership, quorum and operation. 3. The senior Employer representative and the senior Union/Association representative agree on an agenda prior to the meeting. Notice of the meeting, including time and place, is provided to the representatives at least one week in advance.
- 164 -
Human Resources Manual 4. Minutes of the meetings are distributed as determined by the consultation committee.

Collective Agreement with UNW Article 56, Joint Consultation Collective Agreement with NWTTA Article 27, Joint Consultation
Last Updated: January 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/303/default.htm
- 165 -
303a - Senior Joint Consultation
303a - Senior Joint Consultation

Introduction
1. The Government of the Northwest Territories (GNWT) and the Union of Northern Workers (UNW) acknowledge the mutual benefits to be derived from joint consultation. A Union-Management Senior Joint Consultation Committee (SJC) provides joint consultation on terms and conditions of employment, and other matters of mutual concern.
Application
1. These guidelines and procedures apply to those employees who participate in the SJC Committee.
Guidelines
1. The SJC Committee shall discuss and attempt to arrive at mutually agreeable solutions to problems or issues identified by either party.
Procedures
1. The terms of reference of the SJC Committee shall be determined jointly by the UNW and the GNWT. The terms of reference will be subject to amendment only by mutual consent, and form part of the Collective Agreement. 2. SJC Committee meetings shall be held when required, with no less than one per quarter, by agreement of the President of the Union and Deputy Minister of the Department of Human Resources, or his/her designated representatives. Additional meetings may be convened as required at the request of either party. 3. No SJC Committee meeting will be official unless at least three representatives from each party attend, including the President of the Union and the Deputy Minister of the Department of Human Resources, or his/her designated representatives. 4. Up to three Union members of the SJC Committee who are not on leave under Article 12.09 of the Collective Agreement shall be granted leave with pay to attend SJC Committee meetings. 5. Minutes of the Committee meetings shall be prepared and signed by at least one member of each party.

Collective Agreement with UNW Article 56, Senior Joint Consultation Last Updated: December 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/303a/default.htm
- 166 -
304 - Contracting Out
304 - Contracting Out

Introduction
1. As an employer, the Government of the Northwest Territories (GNWT) has the right and responsibility to control and manage the workplace, including the option to provide GNWT services through contractors. The Union of Northern Workers (UNW) Collective Agreement requires consultation with the Union prior to finalizing plans to contract out.
Application
1. These guidelines and procedures apply to all positions in the bargaining unit of the UNW.
Definitions
1. Contracting out means the tendering and contracting of bargaining unit work to agencies or businesses outside the Public Service. 2. Employer means the Government of the Northwest Territories for the Public Service as defined and limited in the Public Service Act.
Guidelines
1. The Employer will seek the views of the UNW before finalizing any plans to contract out work that could result in UNW bargaining unit positions becoming redundant. 2. The Employer will give all reasonable consideration to continued employment in the Public Service of employees who would otherwise become redundant because work is contracted out.
Procedures
1. The Deputy Head of a Department, Board or Agency consults with the Deputy Minister of the Department of Human Resources, or their representative, regarding the need for contracting out to assess the impact on employees in the bargaining unit. 2. The Deputy Head advises the UNW of the potential for work being contracted out and provides relevant information including the rationale. 3. The UNW has 15 days to provide its views in writing. This timeline can be extended by mutual consent. 4. The Deputy Head provides a formal response to the UNW's views prior to finalizing plans to contract out. 5. The Deputy Head may lay-off employees who become redundant as a result of contracting out. 6. If lay-off is deemed appropriate, the Deputy Head follows the guidelines and procedures outlined in the Staff Retention Policy (see Section 1602- Staff Retention Policy).
- 168 -

Main Collective Agreement with UNW Article 38, Contracting Out Last Updated: December 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/304/default.htm
- 169 -
305 - Union Use of Employer Premises, Facilities and Services
305 - Union Use of Employer Premises, Facilities and Services

Introduction
1. Premises, facilities and services owned by the Government of the Northwest Territories (GNWT) are to be used for Government business only, except where other use is allowed under the collective agreements (in unusual circumstances the Government may allow the NWT Teachers' Association (NWTTA) or the Union of Northern Workers (UNW) to use Government facilities and services).
Application
Definitions
1. Premises means structures and land owned, leased or otherwise occupied by the Government. 2. Facilities are all items owned, leased or used by the Government, other than premises. This includes Government equipment and services such as photocopiers, computers, electronic mail systems and telephones.
Guidelines
1. Government equipment and facilities are not to be used by employees for personal purposes. 2. The GNWT internal mail system, including electronic mail, can be used for the delivery of mail from the NWTTA or UNW head offices to union officers, and from union officers to the NWTTA or UNW head offices. The GNWT mail system is not to be used by the NWTTA or UNW head offices or union officers for: a. distributing information to the general membership of the bargaining group; or b. exchanging information with individual bargaining group members (i.e., grievance documentation). 3. Upon the request of a union representative, the Employer shall make available to the union and the members of the bargaining unit a suitable meeting room for each local or branch to be used from time to time for the conducting of business relating to the bargaining unit, where suitable accommodation is not otherwise available, and where the Employer has a suitable meeting room available. 4. Upon reasonable notification, the Employer will permit union representatives access to work premises. Meetings shall be conducted when the facility is open and shall include, but not be limited to, the following: a. meetings with employees; b. orientation of new employees; c. distributing information to employees; or
- 170 -
Human Resources Manual d. health and safety activities. 5. The Government shall provide bulletin board space in each work location for the posting of notices regarding UNW or NWTTA elections, appointments, meeting dates, news items and social or recreational activities. For the NWTTA this bulletin board space will be located in the school staff room. 6. The Government may provide places on its premises for bulk quantities of UNW and Public Service Alliance of Canada (PSAC) literature. 7. When an employee who is a union representative or union member is found to be using Government equipment or facilities for personal use or inappropriate union use, disciplinary action may be taken at the discretion of the employee's supervisor or Deputy Head. 8. Guidelines and procedures for time off for union business are addressed in Section 812- Other Leave with Pay.
Procedures
1. Accredited representatives of the UNW and NWTTA must obtain permission before entering restricted areas. A shop steward may contact the director of a division or the Deputy Head of a Department, Board or Agency for permission. Permission is not unreasonably denied. 2. Given reasonable notice, the Government will allow UNW and NWTTA representatives access to unrestricted areas. For the NWTTA, the staff room is considered an unrestricted area.

Main Collective Agreement with UNW Article 15, Provision of Bulletin Board Space and Other Facilities Article 10, Union Access to Employer Premises Collective Agreement with NWTTA Article 7, Information Last Updated: February 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/305/default.htm
- 171 -
306 - Exclusions
306 - Exclusions
Introduction
1. The Public Service Act excludes certain employees from being members of the Union of Northern Workers (UNW) bargaining unit. This section outlines the criteria and process to be followed in determining employees to be excluded from the UNW bargaining unit.
Application
1. These guidelines and procedures apply to all employees except teachers and those employed by the NWT Power Corporation.
Definitions
1. Bargaining Unit means the Union of Northern Workers as the unit of employees established by the Public Service Act for the purpose of collective bargaining. 2. Corporate Human Resource Services is the Corporate Human Resource Services Division of the Department of Human Resources. 3. Teacher means a teacher as defined in the Education Act who is an employee and includes teachers of grades kindergarten to 12.
Guidelines
1. The Union of Northern Workers is the bargaining unit for all employees except teachers. The NWT Teachers' Association is the bargaining agent for teachers. 2. When determining if a position should be excluded from the bargaining unit, it must be determined if carrying out the normal day to day functions of the position would place an employee in a conflict if he/she were included in the bargaining unit. Having access to confidential information does not justify exclusion from the bargaining unit. 3. An employee is not eligible for membership in the UNW bargaining unit if they are: a. employed in a position referred to in 49.1(2) of the Legislative Assembly and Executive Council Act; this includes all employees of the Legislative Assembly; b. employed as a superintendent of schools, an assistant superintendent of schools or a supervisor of schools within the meaning of the Education Act; c. employed as a Deputy Head, an assistant deputy minister, a director, a regional director, an assistant director, an area director, a regional superintendent or an auditor; This criteria includes all Deputy Heads and addresses positions that direct a departmental work unit and would normally be the first or second level response in the grievance process. d. employed in a position in a division or section of the Department of Human Resources or Financial Management Board Secretariat (FMBS) with duties and responsibilities that include developing and administering policies, procedures and guidelines respecting human resource management, program evaluation, financial planning and resource allocation; - 172 -
This criteria addresses positions in Human Resources (i.e., investigator or policy officer) and FMBS (i.e., FMB analyst or program advisor) that develop and administer policies that would result in a conflict if the employee were to be a member of the bargaining unit. e. employed in a position that provides support or advice directly to the Executive Council, a committee of the Executive Council or a member of the Executive Council; This criteria addresses positions (i.e., executive assistants or support staff) that report or provide advice directly to the Executive Council (Cabinet), a member or a committee of the Council (Ministers) as a major part of the duties and responsibilities. f. employed as a legal officer or in a position that provides translation services to a legal officer on a regular basis; This criteria addresses positions that represent or advise the GNWT on legal matters, including court, arbitration and tribunals. It also includes those positions that provide translation services for the legal division. Such positions would include lawyers who litigate on behalf of the GNWT and their legal translators. This does not include employees who are lawyers who do not litigate, or interpreters or translators who do not interpret legislation or legal instructions. g. employed in a position with duties and responsibilities that include providing advice and assistance on a regular basis respecting the terms and conditions of employment, including collective bargaining; This criteria addresses positions (i.e., labour relations advisors, client service managers or human resources officers) that provide employment and collective agreement advice and assistance. h. Employed in a position with duties and responsibilities that include carrying out the following on a regular basis: i. staffing; ii. interpreting employment contracts; iii. resolving workplace disputes; iv. responding to grievances; or v. providing advice in respect of the matters referred to in subparagraphs i. to iv.; This criteria addresses human resources positions (i.e., human resource officers or positions that provide support or back-up) where the duties in subparagraphs (i) to (iv) comprise a high percentage of the position; i. employed in a position with management responsibility that includes directly assigning work to, assessing the performance of, and imposing discipline on other employees; This criteria addresses positions that have substantial supervisory responsibilities (usually over 15 direct reporting employees) within a large division or regional office or positions with supervisory responsibilities where there are other compelling reasons for exclusion such as geographical remoteness from the supervisor; j. employed as a dentist or a medical practitioner; This criteria addresses positions that are dentists or medical practitioners, and it does not include positions, which report to the dentist or medical practitioner. A medical practitioner
- 173 -
306 - Exclusions is an individual licensed to practice medicine in the Northwest Territories, generally a physician. k. employed in a position that provides administrative or secretarial support directly to: i. a person referred to in paragraphs (a), (c) or (d); or ii. a person referred to in paragraphs (b), (e), (f) or (g) in respect of the duties and responsibilities referred to in those paragraphs. This criteria addresses positions that provide administrative and secretarial support directly to any position that is excluded (with the exception of dentists and physicians) as per the preceding criteria. When determining if a position should be excluded under this clause, one of the considerations is the number of individuals that could reasonably be excluded under these criteria in one work unit and it was determined that one person per division would be sufficient.
Procedures
1. When a position is created or the duties of a position change and a new job description is written or revised, the Deputy Head of the Department, Board or Agency requesting the exclusion forwards a copy of the job description and organizational chart along with the rationale for the exclusion request to the Director of Corporate Human Resource Services. The letter should include a reference to the appropriate section of the Public Service Act to which the exclusion applies (see Section 900 for more information on the preparation of these documents). 2. The duties of the position are reviewed against the criteria in the Public Service Act and against similar positions. 3. The Director of Corporate Human Resource Services advises the Deputy Head in writing of the results of the analysis. 4. If necessary, the supervisor notifies the employee of his/her change in status and the corresponding changes to his/her terms and conditions of employment. 5. The Department of Human Resources ensures the employee information in the Human Resource Information System (PeopleSoft) correctly reflects the exclusion. 6. If, as a result of the review, similar positions are also identified for exclusion from the bargaining unit, the Department, Board or Agency is provided an opportunity to provide updated job information to assess whether exclusion is required. 7. The Director of Corporate Human Resource Services provides the Union and the Deputy Minister of the Department of Human Resources with a monthly list of excluded positions. The Union is also provided relevant information in accordance with the collective agreement, including employee name, position number, position title, settlement code, job description and applicable exclusion criteria.

Public Service Act Legislative Assembly and Executive Council Act Main Collective Agreement with the UNW Article 14, Information Human Resource Manual Section 902, Evaluating a Position
- 174 -
Human Resources Manual Last Updated: January 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0300 - Union Management Relations/306/default.htm
- 175 -
0400 - Dispute Resolution
401 - Grievances and Complaints
401 - Grievances and Complaints

Introduction
1. Disputes between the Government and employees and/or their bargaining agent are resolved through the grievance process.
Application
Definitions
1. Client Services is the Client Services Division of the Department of Human Resources. 2. Employee Relations is the Employee Relations Division of the Department of Human Resources. 3. Grievance is a statement of dissatisfaction, usually by an individual but sometimes by the Union or management, concerning the interpretation or application of a provision of an act, or regulation, direction or other instrument made or issued by the Employer dealing with the terms or conditions of employment, a provision of the Collective Agreement or Arbitral Award, disciplinary action, dismissal and letters of discipline. 4. Grievance Arbitration is the procedure by which a board or single arbitrator, acting under the authority of both parties, hears both sides of the controversy and issues an award, usually in writing, that is binding on the parties. 5. Expedited Arbitration is a process very similar to grievance arbitration. However, witnesses are not called. Instead, Management and the Union or Association presents an agreed statement of facts to the arbitrator. Expedited arbitration is not precedent setting and is used for less complicated cases such as disputes regarding the interpretation of a clause or article in the Collective Agreement.
Guidelines Grievances
1. The grievance process outlined in the Collective Agreement allows the parties to settle disputes that arise regarding the interpretation or application of a provision of an act, regulation, direction or other instrument made or issued by the employer dealing with the terms or conditions of employment, a provision of the Collective Agreement or Arbitral Award, disciplinary action, dismissal and letters of discipline. 2. Excluded employees present their grievances personally while employees in the Union or NWTTA bargaining units may be represented or assisted by the Union or Association at any level. 3. The grievance process for excluded employees and UNW bargaining unit employees is a two level process.
- 178 -
Human Resources Manual Level 1 First Level of Management - usually the employee's direct supervisor or a person designated as the First Level grievance respondent. Level 2 Final Level of Management - usually the employee's Deputy Head. The grievance process for employees in the NWTTA bargaining unit is a three step process. Step 1 First Step of Management - usually the employees Superintendent/Director of Education or a person designated as a grievance respondent. Step 2 Second Step of Management - usually the employees Superintendent/ Director of Education or a person designated as a grievance respondent. Step 3 Third Step of Management - usually the employees Executive Director of the NWTTA and the Director of Employee Relations or a person designated to review the grievance. 4. The different levels of the grievance procedure allow the matter to be examined by different individuals. 5. Specific time limits apply within which employees may submit grievances, and within which the appropriate employer representative must respond to a grievance. The time limits may be extended by a mutual agreement between the Government and the Employee or the employee's representative. The time limits contained in the Collective Agreements are not mandatory, so if the grievance is filed late, it is not invalidated. If a grievance is denied on timeliness alone, an arbitrator will likely still examine the merits of the case.
Arbitration/Expedited Arbitration
1. If a grievance is not resolved during the grievance process, it may be referred to arbitration. Arbitration is similar to a court proceeding, although it is less formal. The hearing itself normally lasts one to two days. However, depending on the issue being arbitrated and the number of witnesses that are heard, it may last several days. The Union or Association and the Employer both present their side of the matter. The Arbitrator reviews the presentations, makes a decision and issues a written award within three months in accordance with the Arbitration Act. The Arbitrator's decision is binding on the Union or Association and the Government. Should either party to the grievance not abide by the award, the Arbitrator's award may be filed with the courts and become an order of the court. Expedited arbitrations are much quicker with an oral decision usually rendered the same day as the hearing.
Procedures
1. An employee submits a complaint through the formal grievance process, either the NWTTA Grievance Procedure1 or the UNW Grievance Procedure.2 The employee and the immediate Supervisor make a
1. http://www.hr.gov.nt.ca/policy/hrm/0400%20-%20Dispute%20Resolution/401/documents/NWTTAGrievanceProcedure.pdf
- 179 -
401 - Grievances and Complaints reasonable attempt to solve the problem. The Employee may also seek advice from a representative of the Union or Association. 2. The Supervisor has a meeting with the employee and the employee's Union or Association representative to determine exactly what the Employee's concerns are in an attempt to resolve the complaint. A Human Resource representative may attend the meeting. If not resolved at this Level for Excluded employees and employees in the UNW bargaining unit, the grievance moves to the Second and final Level where the Deputy Head or his/her designate attempts to reach a resolution. After exhausting the two levels, the matter may be referred to arbitration. If not resolved at this step for employees in the NWTTA bargaining unit, the grievance moves to the Second Step where the Superintendent or Director of Education or his/her designate attempts to reach a resolution. If not resolved at the Second Step, the grievance moves to the Third Step where the Executive Director of the NWTTA and the Director of Employee Relations or his/her designate attempts to reach a resolution. After exhausting the three steps, the matter may be referred to arbitration. 3. Client Services drafts responses to grievances3.

Public Service Regulations Sections 41 - 47, Grievances Main Collective Agreement with UNW Article 37, Adjustment of Disputes Collective Agreement with NWTTA Article 20, Grievance and Arbitration Procedures Excluded Employees Handbook Grievance Process Arbitration Act Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0400 - Dispute Resolution/401/default.htm
2. http://www.hr.gov.nt.ca/policy/hrm/0400%20-%20Dispute%20Resolution/401/documents/UNWGrievanceProcedure.pdf 3. http://www.hr.gov.nt.ca/policy/hrm/0400%20-%20Dispute%20Resolution/401/documents/SampleGrievanceResponse.DOC
- 180 -
0500 - Employment Categories
501 - Probationary Periods
501 - Probationary Periods

Introduction
1. Probationary periods are an opportunity for the employing Department to determine if the employee is suitable for the position. 2. The Government is committed to ensuring that new employees have an opportunity to learn their job and to succeed.
Application
Definitions
1. The Probationary Period, for an employee is indicated below: a. For all employees except teachers: on initial appointment to a position at pay level 12 or lower, six months; or on initial appointment to a position at pay level 13 or higher, 12 months; or on transfer or promotion, six months (the Deputy Head may further reduce or waive the probationary period). An employee who is appointed to a position which has the same duties, as his/her previous position shall not serve an additional probationary period. b. For teachers: on appointment to a teaching position, two years, or until the employee has two years teaching experience in the Northwest Territories, unless specified otherwise; or on promotion, up to one year.
Guidelines
1. An employee who is still on probation must obtain written authorization from the Deputy Head of the employing department to apply on a Government competition. This is approved only in exceptional circumstances. The employee must submit the authorization with their resume prior to the closing date of the competition. 2. Extension of a probationary period for teachers and excluded employees may be approved at the Superintendent/Director level. The period of extension should not be longer than the original probationary period. The probationary period cannot be extended for an employee in the Union of Northern Workers (UNW) bargaining unit.
Procedures
1. Each employee is advised of the length of the probationary period in the letter of offer. 2. The supervisor advises probationary employees of the standard of conduct that is expected. The supervisor explains the rules of the work place to the employee. 3. During the first month of probationary employment, the employee's goals and objectives should be established by the supervisor.
- 184 -
Human Resources Manual 4. The performance of probationary employees is carefully monitored by supervisors. If problems are identified, corrective action is taken. 5. A probationary employee who is not suitable for the position is rejected before the end of the probationary period. This means termination from the Government. 6. Before an employee who was promoted or transferred is rejected on probation, every effort is made to return the employee to the former position or an equivalent position. Rejections on probation are explained in Section 1601. 7. An employee on probation and interested in applying on a competition must request the approval of the Deputy Head of the employee's department. If approval is granted it is attached to the employees application.

Public Service Act Section 20, Probation Section 21, Rejection Public Service Regulations Section 4, Probation Education Act Section 53 - 54, Notice of Termination, Dismissal Main Collective Agreement with UNW Article 2.01 (aa), Probation Collective Agreement with NWTTA Article 19.02 - 19.06, Probation Senior Managers' Handbook Probation Excluded Employees' Handbook Probation Last Updated: May 2001 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/501/default.htm
- 185 -
502 - Types of Employment
502 - Types of Employment

Introduction
1. Human resources are the critical element in the ability of the Government of the Northwest Territories (GNWT) to deliver effective and efficient programs and services. In addition to hiring an employee for an indeterminate period, Departments, Boards or Agencies may also hire an employee on a term, seasonal, casual, relief, part-time or job-share basis to meet program and service needs.
Application
1. These guidelines and procedures apply to all employees, except those employed by the (Northwest Territories) NWT Power Corporation.
Definitions
1. Casual Employment is employment obtained through the casual hiring process for a fixed period less than 12 months to do work of a temporary nature where the employee is not appointed to a position in the Territorial public service. Casual employment can be full-time, part-time or as and when required. Casual employees may be included in the Union of Northern Workers (UNW) bargaining unit. Casual employees hired for periods of four months or more are entitled to provisions of the UNW collective agreement as outlined in Appendix A5 of the collective agreement. 1. Term Employment is employment for a fixed period and which at the end of the fixed period, the employee ceases to be employed. Term employment is obtained either by: a. appointment to a Territorial public service position for a specified period (i.e., three years) through a formal staffing competition process (referred to as term employee); or b. employment of a casual nature where the employee is not appointed to a Territorial public service position but whose continuous service exceeds four months and is less than 12 months and who, by virtue of this, is entitled to all of the relevant provisions outlined in the collective agreements or handbooks (referred to as a casual term employee). 2. Indeterminate Employment is employment on a continuing basis, with no end date specified. 3. Job Share Employment is where two employees share the responsibilities, tasks and hours of work of one full time position. It involves a rotational schedule of work where each employee works for separate periods. 4. Part-time Employment is employment on a continuing basis for hours less than the standard workday, week or month. 5. Relief Employment/Relief Worker is appointment to an indeterminate position in operations where services operate on a daily basis throughout the year for which there are no established hours on a daily, weekly or monthly basis. The incumbent may be required to report to work on an as-and-when required basis.
- 186 -
Human Resources Manual 6. Seasonal Employment is employment of a seasonal nature, which is not continuous throughout the year but recurs in successive years.
Guidelines
1. Deputy Heads are responsible for determining the types of employment and positions required for the operation of the Department, Board or Agency. 2. Leave entitlements, hours of work, benefit eligibility requirements, etc. for the types of employment may differ from the requirements for a full-time indeterminate employee. Additional information is outlined in the specific employment section or the appropriate sections (i.e., leave) of the Human Resource Manual.
Procedures
1. The supervisor will notify the Department of Human Resources as to what type of employment is required when creating job descriptions, hiring employees, etc.

Main Collective Agreement with UNW Article 4.01, Application Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502/default.htm
- 187 -
502a - Term Employment
502a - Term Employment

Introduction
1. Human resources are the critical element in the ability of the Government of the Northwest Territories (GNWT) to deliver effective and efficient programs and services. In addition to hiring an employee for an indeterminate period, Departments, Boards or Agencies may also hire an employee on a term basis to meet program and service needs.
Application
1. These guidelines and procedures apply to all employees, except those employed by the Northwest Territories (NWT) Power Corporation.
Definitions
1. Term Employment is employment for a fixed period and which at the end of the fixed period, the employee ceases to be employed. Term employment is obtained either by: a. appointment to a Territorial public service position for a specified period (i.e., three years) through a formal staffing competition process (referred to as term employee); or b. employment of a casual nature where the employee is not appointed to a Territorial public service position, but whose continuous service exceeds four months and is less than 12 months and who, by virtue of this, is entitled to all of the relevant provisions outlined in the collective agreements or handbooks (referred to as a casual term employee).
Guidelines
1. Subject to limitations under the Union of Northern Workers and the Northwest Territories Teachers Association collective agreements, employees in term positions are entitled to the normal terms and conditions of Territorial public service employment. 2. If a term employee originally hired by an open competition process is subsequently appointed to an indeterminate position, the employee's service is considered continuous from the date of initial employment. 3. Employees appointed to a term of six months or less are not eligible to contribute to the pension plan under the Public Service Superannuation Act. 4. Term employees are eligible to contribute to the Public Service Health Care Plan (PSHCP) and to disability insurance if they are employed for a term of more than six months, or if they have been continuously employed in the Territorial public service for at least six months.

Main Collective Agreement with UNW Article 4.01, Application Public Service Superannuation Act
- 188 -
Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502a/default.htm
- 189 -
502b - Seasonal Employment
502b - Seasonal Employment

Introduction
1. This section is under review. Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502b/default.htm
- 190 -
502c - Part-Time Employment
502c - Part-Time Employment

Introduction
1. Human resources are the critical element in the ability of the Government of the Northwest Territories (GNWT) to deliver effective and efficient programs and services. In addition to hiring an employee for an indeterminate period, Departments, Boards or Agencies may also hire an employee on a part-time basis to meet program and service needs.
Application
Definitions
1. Part-time employment is employment on a continuing basis for hours less than the standard workday, week or month. 2. Standard hours of work for all employees unless otherwise agreed to by the Union and the Employer are Monday to Friday: a. seven and one-half (7.5) consecutive hours per day / 37.5 hours per week; or b. eight (8) consecutive hours per day / 40 hours per week.
Guidelines
1. Part-time employees are entitled to all eligible benefits provided under the Union of Northern Workers (UNW) and Northwest Territories Teachers Association (NWTTA) agreements and employee handbooks except as limited by the eligibility provisions of the Public Service Health Care Plan (PSHCP), the Superannuation/Disability Insurance Plan and the Dental Plan in the same proportion as their yearly hours of work compared to the standard yearly hours of work for their position. This includes Northern Allowance. 2. Part-time employees are required to contribute to Superannuation providing they are scheduled to work at least 12 hours per week. 3. Part-time employees are eligible to join the Public Service Health Care Plan (PSHCP) providing they are employed for an indeterminate period, for a season, for a term of more than six months or have completed six months of continuous employment. 4. Part-time employees are eligible to contribute to disability insurance providing they are working more than one-third of the normally scheduled full-time hours for their occupational group, and are appointed for an indeterminate period or for a term of more than six months or have completed six months of continuous employment. 5. Part-time employees have their regularly scheduled hours set in advance. If an employee works in excess of his/her standard hours of work, he/she will be paid at the applicable overtime rates. Compensation is paid for all overtime worked in excess of those hours, whether or not those hours exceed the full-time daily or weekly hours.
- 192 -
Human Resources Manual 6. A part-time employee may work in multiple positions with the GNWT at the same time provided the Deputy Heads of the employing Departments, Boards or Agencies agree (see Code of Conduct). 7. If a part-time employee is required to act in a full-time position, the part-time employees hours are changed to full-time for the duration of the acting period. 8. To accrue leave in any given month, an employee must work 10 days in that month. A part-time employee accrues leave credits pro-rated to his/her standard hours of work. For example, if an employees regularly scheduled hours of work are 4 hours per day, Monday to Friday, to accrue leave in any given month the employee must receive pay for ten 4-hour days. If the employee works a minimum of ten 4-hour days in a month and earns annual leave at a rate of 1.375 days per month, he/she would receive 5.5 hours of pro-rated leave credits (1.375 days x 4 hours = 5.5 hours) for that month. 9. Part-time employees are entitled to statutory holidays on a pro-rated basis based on the standard yearly hours worked. Example: An employee works Tuesday to Friday for 7.5 hours per day. The employee works 1560 yearly hours (80%) versus the standard 1950 yearly hours. The Labour Day holiday is on Monday, a day of rest for the part-time employee. The statutory holiday is moved to the employees first working day following the holiday. The employees next working day is Tuesday. The employee is entitled to 80% or six hours paid leave on the statutory holiday not the entire 7.5 hours. When the employee takes his/her statutory holiday on Tuesday, he/she is only entitled to six hours paid leave for the statutory holiday and would be required to work the remaining 1.5 hours. Alternatively, the employee could take another form of leave for the remaining 1.5 hours such as annual or lieu. If the supervisor requires the employee to work on Tuesday, the employee is paid the 6 hours pay they would have received had they not been required to work plus double time for all hours worked. 10. A part-time employee who meets the eligibly criteria for a transfer assignment can apply on full-time transfer assignment opportunities. If successful in obtaining the transfer assignment, at the completion of the transfer assignment, unless otherwise specified in the transfer assignment agreement, the employee would return to his/her part-time position.

Main Collective Agreement with UNW Article 4.01, Application Article 16, Designated Paid Holidays Article 18, Vacation Leave
Code of Conduct Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502c/default.htm
- 193 -
502d - Casual Employment
502d - Casual Employment

Introduction
1. The Government employs individuals on a casual basis to complete work of a temporary nature.
Application
1. These guidelines and procedures apply to all departments, boards and agencies.
Definitions
1. Continuous service for a casual employee means service with the Government, including employment periods with different departments, not broken by more than thirty working days. This means that if an employee has a break of exactly thirty working days, they do not have a break in service. 2. A Casual is an employee hired for a period of four months of less to do work of a temporary nature. 3. Indigenous Aboriginal Person means those persons who are descendants of the Dene, Inuit or Metis people, indigenous to the present boundaries of the Northwest Territories and includes any aboriginal persons resident at birth pursuant to Section 7.1 of the Vital Statistics Act and any Canadian aboriginal persons who have lived more than half of their lives in the Northwest Territories. 4. Indigenous Non-Aboriginal Person is a non-aboriginal person born in the NWT or who has lived more than half of their life in the Northwest Territories. 5. On-call casuals are employees asked to work on an as and when required basis. 6. On-site casuals are casual employees hired outside the three headquarters offices of Yellowknife, Inuvik and Fort Smith. 7. Casual/term employees are casuals whose continuous service exceeds four months and who, by virtue of this, is entitled to all of the relevant provisions of the collective agreement. 8. Continuous Service for a casual/term means: a. Uninterrupted employment with the Government of the Northwest Territories; b. Prior service in the Public Service of the Government of Canada providing an employee was recruited or transferred from the Public Service prior to June 20, 1972, or providing he/she was recruited or transferred within three (3) months of terminating his/her previous employment with such government; except where a function of the Federal Government is transferred to the Northwest Territories Government; c. Prior service with the municipalities and hamlets of the Northwest Territories providing he/she was recruited or transferred within three (3) months of terminating his/her previous employment; and d. Where an employee other than a casual ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation, and is re-employed within a period of three months, his/her periods of employment for purposes of Superannuation, sick
- 194 -
Human Resources Manual leave, severance pay, vacation leave and vacation travel benefits shall be considered as continuous employment in the Public Service. 9. Point of Hire is identified on the staffing documentation forms at the time of hiring for all on-site casuals. An on-site casual required to work at locations other than the point of hire is entitled to duty travel benefits. Northern allowance benefits apply to the point of hire and do not change if work locations change. Approved staffing documentation forms are required to change the point of hire. 10. Resident means a person who has lived in the Northwest Territories for at least one year immediately prior to applying and who now resides in the Northwest Territories. 11. Student means any person who ordinarily lives in the Northwest Territories and: a. who is attending a post-secondary institution and will return in the fall; b. who is graduating from a post-secondary institution; c. who decides to return to school and provides proof of registration in a post-secondary institution; or d. who is enrolled in or graduating from high school.
Guidelines
1. Casual employees are generally hired for a specific period of employment to do work of a temporary nature. For example, casuals work on special projects or act as emergency replacements for employees on leave. 2. The Employer is required to consult with the UNW before a former casual employee is rehired in a particular division if that former casual employee had worked in that division as a casual employee performing the same duties at any time within the 30 working days immediately preceding the date of rehire. 3. The hiring of a casual is planned in advance, based on anticipated workload, staff absences and/or resignations, and the planning of special projects. 4. Casual employment may be used to provide temporary opportunities for individuals living in the Northwest Territories requiring work experience prior to obtaining indeterminate employment. 5. A casual employee is not a seasonal, term or indeterminate employee. 6. The Government is committed to hiring candidates for casual and casual/term employment opportunities, using the system set out in the Affirmative Action Policy. Hiring preference for the period of September 1 to April 30 is: a. Management or Non-Traditional Occupations: Priority 1: Indigenous Aboriginal Persons Priority 2: Resident Women Priority 3: Indigenous Non-Aboriginal Persons or Resident Disabled Persons Priority 4: All Other Applicants b. All Other Positions: Priority 1: Indigenous Aboriginal Persons Priority 2: Indigenous Non-Aboriginal Persons or Resident Disabled Persons Priority 3: All Other Applicants The Government is committed to assisting students in securing summer employment. From May 1 to August 31, students will be given higher priority than non-students registered in the same category (i.e., an indigenous aboriginal student would have higher priority than an indigenous aboriginal who is not a student.)
- 195 -
502d - Casual Employment 1. A supervisor may request a specific individual by attaching a note to the staffing documentation forms. However, the departments casual applicant inventory must be reviewed to confirm that affirmative action has been considered and that there are no other qualified applicants of higher priority registered for casual employment. 2. Only when affirmative action referrals have been exhausted, or the available target group members are not suitable for the job opening, may a non-affirmative action applicant be hired. 3. Individuals wishing to be considered for Casual Employment register with each department for whom they would like to work by providing a resume to the departments Human Resource Sections, or if in a community other than Yellowknife, directly to the possible places of employment. 4. A casual is paid at the casual pay range unless their continuous service results in their being considered a casual/term employee.
Approvals/Extensions
1. An extension of casual employment over four months results in the employee being hired as a casual/term employee. 2. An extension beyond six (6) months with the same department requires the approval of the Deputy Head of the employing department. 3. Casual employment must not exceed a continuous period of one year. A one-day break must be given. This will not constitute a break in service. Consultation with the UNW is required before a former casual employee is rehired within 30 working days to perform the same duties in the same division.
Benefits
1. A casual employee is entitled to the following benefits from the beginning of their employment: a. sick leave; b. special leave; c. holiday pay at a rate of six percent of salary paid on each cheque; d. Northern Allowance. Specific rules for each benefit are found in the Allowance and Benefits section in this Manual. 2. A casual employee who has continuous employment of 15 calendar days is eligible for designated paid holidays, if the casual worked both the work day before and the work day after the designated holiday. 3. A casual/term employee is eligible for Medical Travel Assistance from the date the casual is approved for more than four months of continuous employment. The date used to determine this is the earlier of two dates on the staff requisition: a. the start date; or b. the approval date of an extension. 4. A casual employee who becomes a casual/term by virtue of the fact that their continuous service exceeds four months is entitled to all provisions of the Collective Agreement. 5. A casual employee who moves directly with no break in service of more than three months or less from a casual position to term or indeterminate position keeps their leave credits earned as a casual.
- 196 -
Human Resources Manual 6. A casual employee who moves from one casual position to another within the Government carries all annual, sick and special leave credits to the new position providing there is no break in service of more than thirty working days. 7. A copy of the casual evaluation form should be provided to the casual prior to termination. 8. Under no circumstances should a casual or casual/term employee be laid off or not extended, where there is additional work to be done, solely to avoid paying that individual benefits to which he or she might otherwise become entitled to.
Termination
1. Casual employees shall not be laid off except in accordance with the provision of the Collective Agreement. 2. A request for termination of employment for reasons of misconduct or incompetence is sent to the Deputy Head of the hiring department, via the Human Resources Section, for approval.
Procedures
1. The supervisor completes the appropriate staffing request and authorization forms providing a statement of duties, the period of employment and the qualifications required. The supervisor also completes the pay range, hourly wage or hourly settlement boxes. 2. The appropriate delegated authority signs the form and forwards it to the departments Human Resource Section. 3. The departments Human Resource Section reviews and assesses the duties to be performed along with the required qualifications and confirms the appropriate pay range in consultation with the employing division. 4. Applying affirmative action criteria, the departments Human Resource Section selects suitable candidates for casual employment and forwards the applications to the supervisor. 5. The supervisor interviews the candidates, making a final selection. 6. Before the staffing documentation forms are completed, the departments human resources practitioner must: a. check the Government Human Resource System for any previous employment record; b. if the candidate has worked for the Government before, request that the employee's leave file be forwarded from the last employing department; c. adjust the continuous service date by any breaks of more than thirty working days; d. determine the employee's eligibility for benefits. 7. The departments Human Resource Section completes the staffing documentation forms and either enters the casual staffing information into PeopleSoft or forward the documentation to Regional FMBS for entry. The departments staffing practitioner retains the copy of the staffing documentation for the employee's casual file. 8. Upon receipt of the completed staffing documentation forms, the hiring division has the successful candidate sign the appropriate document accepting the job offer. The candidate retains a copy and one is returned to the Human Resource Section or regional FMBS office as may be appropriate. 9. Upon approval of an employment extension, which extends continuous service beyond six months, the departments Human Resource Section or Regional FMBS as is appropriate, reviews the employees file to determine eligibility for benefits. If the employee is eligible for benefits, the Human Resource Section or regional FMBS as is appropriate, sets up a benefits file for the employee and
- 197 -
502d - Casual Employment arranges a documentation session. More information on documentation can be found in Section 201 of this Manual. 10. If at any time during the casual employee's period of employment concerns (i.e. performance, attendance, attitude and/or ability) arise, the departments Human Resource Section should be notified immediately to ensure the appropriate action is taken. It is also the supervisor's responsibility to discuss these concerns with the employee. 11. At the end of a casual employee's employment period, the following is kept by the department: a. completed casual evaluation form; b. completed clearance form;the casual's leave and attendance file. 12. The departments Human Resource Staff or regional FMBS as is appropriate, audits the leave file and enters the clearance information into HRIS.
On-Call Casuals
1. On call casuals or casual/terms may be hired to work when required but are generally not scheduled to work on other than a call in or emergency basis. 2. Continuous service for an on call casual or casual/term, includes the period of time from which they were first hired up to and including the final day of their employment regardless of the frequency or duration of work that occurs between those dates. 3. Where a number of on-call casuals or casual/terms are hired to carry out the same work, their names shall be placed on a list available to the supervisors with responsibility for authorizing work for the employees in question. This list shall clearly indicate the affirmative action priority of the employees. 4. When the need for a casual is identified, individuals on the casual list who qualify as priority one candidates under the affirmative action policy are contacted first. 5. If priority one candidates are not available, priority two candidates will then be called and the procedure will be continued until an individual is found who is available to work.

Main Collective Agreement with the UNW Appendix A5, Casual Employees
Superannuation Administration Manual Chapter 2.4, Pension
Superannuation Insurances Manual Chapter 2.4, PSHCP Chapter 3.2, DI Chapter 4.2, PSMIP Chapter 4.8, LTD
Last Updated: January 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502d/default.htm
- 198 -
502e - Job Share
502e - Job Share

Introduction
1. Human resources are the critical element in the ability of the Government of the Northwest Territories (GNWT) to deliver effective and efficient programs and services. In addition to hiring an employee for an indeterminate period, Departments, Boards or Agencies may also agree to allow two employees to share the hours of a full time position to meet program and service needs.
Application
1. These guidelines and procedures apply to all employees except those in the Northwest Territories Teachers Association (NWTTA) bargaining unit or those employed by the Northwest Territories (NWT) Power Corporation. Employees in the Union of Northern Workers bargaining unit who work in hospitals or health care facilities refer to Section 502f Job Share Employees-Health.
Definitions
1. Job Share Employment is a voluntary arrangement where two employees share the responsibilities, tasks and hours of work of one full-time position. It involves a rotational schedule of work where each employee works for separate periods. 2. Job Share Employee is an indeterminate Government employee who has entered into a voluntary agreement with the Government. Two employees share one full-time indeterminate job.
Guidelines
1. Job sharing must involve no increase in cost to the Government and cannot result in a loss in productivity. 2. Job sharing is done on a rotational basis under which one employee covers the position at all times except when one or both employees are on approved leave. 3. The Employer does not unilaterally change the established rotation. The rotation may be changed by mutual consent in order to cover the absence of one of the employees. 4. The provisions for part-time employees apply to each of the job share employees so that all benefits are pro-rated except medical travel assistance, dental and other medical insurance plans. These benefits are not prorated and the Employer will continue to pay the full employers share. 5. The Employer will pay the employees on a bi-weekly basis for the hours worked at the pay step appropriate to each employees circumstance for the pay grade of the position. 6. A job share employee who wishes to terminate the job share must resign and give at least one months notice of the resignation. 7. If only one of the employees wishes to terminate the job share arrangement, there will be a one-month period in which to find a replacement before the arrangement is
- 200 -
Human Resources Manual terminated. During this period the Employer shall make reasonable efforts to fill the vacant rotation. The Employer will consider any suitable replacement employees suggested by the remaining employee. Failing this, the job share arrangement is deemed to be terminated and the shared position must revert to a full time indeterminate position, with the remaining employee having the option to assume that position full-time. 8. The breaks between each period of job share service shall not interrupt the accumulation of continuous employment/continuous service with the Government of the Northwest Territories, but will not be included in the calculation of continuous employment/continuous service.
Procedures
1. The two employees requesting a job share provide a written request outlining the proposed hours of work and explaining how programs and services will be maintained at equivalent or improved levels. 2. The supervisor reviews the proposed job share schedule and, if it is acceptable and complies with operational requirements, recommends acceptance of the job share arrangement to the Deputy Head. 3. The Deputy Head approves or rejects the job share arrangement and notifies the employees. 4. The supervisor informs the Department of Human Resources four weeks in advance of the commencement of the job share to avoid confusion or interruption when processing pay and leave benefits. 5. The Department of Human Resources completes the job-share agreement1 for signature by the employees and Deputy Head. 6. The supervisor maintains records on the approved job share schedule. These records show the name, position number and title of each employee and the approved schedule of hours of work. 7. The supervisor reviews these records annually to ensure that operational requirements are being met and to assess the effectiveness of the job share schedule.

Main Collective Agreement with UNW Article 22.15, Hours of Work Excluded Employees' Handbook Job Share Employees Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502e/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0500%20-%20Employment%20Categories/documents/502eJobShareAgreementJanuary2008
- 201 -
502f - Job Share - Health
502f - Job Share - Health

Introduction
1. The Government of the Northwest Territories (GNWT) supports the development of innovative work arrangements that are beneficial to both the employee and the Government. 2. Job sharing allows the Government to have the advantage of the experience and skills of employees who want to work reduced time. It may reduce employee turnover and provide the Government with employees who have higher morale, enthusiasm and job satisfaction. 3. Job sharing allows employees flexibility in work schedules to fit their individual needs. Job sharing provides employees with a better balance between work and other activities. This will result in higher job satisfaction, productivity, and opportunities for mutual support, learning and encouragement on the job.
Application
1. These guidelines and procedures apply to employees in the Union of Northern Workers (UNW) bargaining unit working in hospitals or health care facilities. Employees in the UNW bargaining unit not working in hospitals or health care facilities refer to Section 502e Job Share Employees.
Definitions
1. Job Sharing is a voluntary arrangement between the Government and two employees of Government hospitals and health care facilities. Two employees agree to share the responsibilities and tasks of a full-time job. Each works for separate periods. 2. Job Share Employee is an indeterminate Government employee who has entered into a voluntary agreement with the Government. Two employees share one full-time indeterminate job. There are two types of job share employees; job share employee extended and job share employee part-time. 3. Job Share Employee Extended is an indeterminate employee who has entered into a voluntary arrangement in which two employees share one full-time indeterminate job in such a manner that each attends in the position for separate extended periods of time of three months or more. Such employees shall be treated for the purpose of receipt of benefits as seasonal employees. 4. Job Share Employee Part-time is an indeterminate employee who has entered into a voluntary arrangement in which two employees share a full-time indeterminate job in such a manner that each attends in the position in any form of rotation of up to two weeks on and two weeks off; such employees shall be treated for the purpose of receipt of benefits as part-time employees.
Guidelines
1. The breaks between each period of job share service shall not interrupt the accumulation of "continuous employment" and "continuous service" with the GNWT, but will not be included in the calculation of continuous employment and continuous service.
- 202 -
Human Resources Manual 2. A job share employee extended is considered a seasonal employee for the purpose of administering benefits. 3. Instead of annual leave, a job share employee extended is entitled to vacation pay at a percentage of earnings every pay period. The applicable percentage is dependent on continuous service and previous completed years of service as follows: 0-2 years 6% 2-15 years 8% 15-20 years 10% 20+ years 12% 1. A job share employee part-time is considered a part-time employee for the purpose of administering benefits. 2. A job share employee part-time is entitled to earn annual leave according to hours worked. 3. Job share employees are entitled to removal benefits on initial hire and when resigning, unless they receive travel assistance to return to the point of hire and back to the community of employment after each rotation. Transportation costs include meals and interim lodging en route, plus the cost for shipment of 500 pounds of luggage for the job share employee and each dependant. For the purpose of this clause only, a rotation is considered to be the move to the place of employment and the move from the place of employment before and after each period of job share service. 4. Job share employees are entitled to the northern allowance approved for the community in which they are employed. The amount is pro-rated to an hourly rate, up to a maximum of the normal weekly hours of work for their classification group. 5. Job share employees are entitled to the annual special allowance defined in the collective agreement. The benefit is for each job share employee according to the period of job sharing. The benefit is pro-rated in accordance with the hours worked including authorized leave. 6. Job share employees are entitled to special clinical preparation as defined in the collective agreement. 7. Pay increments are applied upon completion of 1950 hours, excluding overtime. 8. Each job share employee extended has a rotation of three to six months. The employees agree on the rotation. One job share employee extended covers the position at all times. The rotation must be scheduled to allow for adequate change over. The change over is for no greater than one week. The rotation is not imposed or changed by the Employer. 9. Each job share employee part-time has a rotation posted. 10. If a job share employee extended is unable to report for a rotation, for whatever reason, the other job share employee extended must cover for a maximum of one month. The Employer finds a replacement for the remainder of the rotation. A job share employee extended who misses a second consecutive rotation is deemed to have ended participation in the job share agreement. 11. If one job share employee ends participation, there is one month to find a replacement before the job share arrangement is ended. During this period the Government makes reasonable efforts to fill the vacant rotation. The Employer considers any suitable replacement employee recommended by the remaining job share employee. Failing this, the job share arrangement is deemed to be ended. The share position must revert to a full time indeterminate position. The remaining job share employee has the option to assume the position full-time.
- 203 -
502f - Job Share - Health 12. An employee who wishes to end participation in a job share arrangement must give one-month notice of resignation from the Territorial public service.
Procedures
1. Two indeterminate employees of hospitals or health care facilities who wish to job share must apply in writing to the supervisor of the position. 2. The supervisor recommends acceptance of the job share arrangement to the Deputy Head. 3. The Deputy Head decides whether the job share arrangement will be implemented. The decision is based on the operational requirements of all units. 4. The employees are notified in writing of the decision of the Deputy Head. 5. The Department of Human Resources completes the job-share agreement1 for signature by the employees.

Main Collective Agreement with UNW Memorandum of Agreement, Job Share Appendix A10, Health Care Workers
Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502f/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0500%20-%20Employment%20Categories/documents/502fJobShareHealthAgreementJanuary2008.doc
- 204 -
502g - Relief Employees
502g - Relief Employees

Introduction
1. This section is under review. Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/502g/default.htm
- 206 -
503 - Changing Type of Employment
503 - Changing Type of Employment

Introduction
1. An employee's type of employment may change when transferring from one position to another, when program changes require a change in the type of employment for the position occupied by an employee, or when the Deputy Head approves an employee's request for the change.
Application
Definitions
Types of employment with Government of the Northwest Territories (GNWT): 1. Casual Employment is employment obtained through the casual hiring process for a fixed period less than 12 months to do work of a temporary nature where the employee is not appointed to a position in the Territorial public service. Casual employment can be full-time, part-time or as and when required. Casual employees may be included in the Union of Northern Workers (UNW) bargaining unit. Casual employees hired for periods of four months or more are entitled to provisions of the UNW collective agreement as outlined in Appendix A5 of the collective agreement. 2. Term Employment is employment for a fixed period and which at the end of the fixed period, the employee ceases to be employed. Term employment is obtained either by: a. appointment to a Territorial public service position for a specified period (i.e., three years) through a formal staffing competition process (referred to as term employee); or b. employment of a casual nature where the employee is not appointed to a Territorial public service position but whose continuous service exceeds four months and is less than 12 months and who, by virtue of this, is entitled to all of the relevant provisions outlined in the collective agreements or handbooks (referred to as a casual term employee). 3. Indeterminate Employment is employment on a continuing basis, with no end date specified. 4. Job Share Employment is where two employees share the responsibilities, tasks and hours of work of one full time position. It involves a rotational schedule of work where each employee works for separate periods. 5. Part-time Employment is employment on a continuing basis for hours less than the standard workday, week or month. 6. Relief Employment/Relief Worker is appointment to an indeterminate position in operations where services operate on a daily basis throughout the year for which there are no established hours - 208 -
Human Resources Manual on a daily, weekly or monthly basis. The incumbent may be required to report to work on an as-and-when required basis. 7. Seasonal Employment is employment of a seasonal nature, which is not continuous throughout the year but recurs in successive years.
Guidelines
1. The Deputy Head of a Department, Board or Agency may change an employees type of employment from term to indeterminate if the term employee was appointed to a Territorial public service position through the formal staffing competition process. 2. A casual or casual term employee may only obtain indeterminate status through: a. a staffing competition for a Territorial public service position; or b. a direct appointment to a Territorial public service position. 3. Where operational requirements permit, a Deputy Head may approve a full-time employee's written request to change his/her status to part-time or seasonal, by means of an amended job offer. 4. A part-time or seasonal employees hours of work can be changed back at anytime by the Deputy Head of the employing Department, Board or Agency. If the employee requests to change back, it is at the discretion of the Deputy Head. 5. Where the employing Department, Board or Agency must reduce the hours of work of an occupied position, the employee has the option to accept re-employment in his/her position with reduced hours or provisions of the Staff Retention Policy (see Section 1602- Staff Retention Policy) apply.
Procedures
Term to Indeterminate 1. A request to change an employee's employment status from term to indeterminate status and the written rationale for the change is submitted by the supervisor to the Deputy Head of the employing Department, Board or Agency for approval. 2. The Deputy Head reviews the request. If the request is approved, the Deputy Head notifies the Department of Human Resources. 3. The Department of Human Resources prepares an amended job offer and arranges for the change in the employees pay and benefits. 4. The signed amended job offer is retained on the employee's personnel file.
Employee's Request for Employment Status Change

1. A full-time employee provides a detailed written request outlining the proposed type of employment change (i.e., part-time, seasonal, etc.), hours of work and explaining how programs and services will be maintained at equivalent or improved levels. 2. The supervisor reviews the proposed type of employment change and, if it is acceptable and complies with operational requirements, recommends approval to the Deputy Head. 3. The Deputy Head reviews the request. If the request is approved, the Deputy Head notifies the Department of Human Resources.
- 209 -
503 - Changing Type of Employment 4. The Department of Human Resources prepares an amended job offer and arranges for the change in the employees pay and benefits. 5. The signed amended job offer is retained on the employee's personnel file. Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/503/default.htm
- 210 -
504 - Conversion from Classroom Assistant to Teacher Position
504 - Conversion from Classroom Assistant to Teacher Position

Introduction
1. In order to deliver programs in the most effective manner possible management has the ability to reorganize its work force, including redescribing positions.
Application
1. These guidelines and procedures apply to all classroom assistant and language and cultural specialist positions.
Definitions
1. Superintendent means a Superintendent employed pursuant to Article 78 of the Education Act.
Guidelines
1. A request for re-evaluation of a classroom assistant position to a language or cultural specialist position should be made only where a change in job requirements arise and a Divisional Education Council requires the position to perform teaching functions without supervision. 2. The Registrar in the Department of Education, Culture and Employment (ECE) ensures that all teachers hold valid certificates. Classroom Assistants who meet the proper criteria may apply for an interim aboriginal language teaching certificate. This certificate allows the classroom assistant to teach. 3. Interim teaching certificates are normally valid for a three year period and can be extended to allow individuals to complete courses and teaching experience. The Director is responsible for monitoring employees to ensure they complete the requirements for a permanent certificate. A language or cultural specialist, whose certificate is allowed to expire, can no longer teach. 4. Vacant positions may also be redescribed. They must be advertised with an aboriginal language-teaching certificate required.
Procedures
1. The Director sends a letter to the Job Evaluation Division of the FMBS in Yellowknife, requesting that the classroom assistant position be re-evaluated to a NWTTA language specialist or cultural specialist position. This letter must include, the effective date of the re-evaluation (usually the date the teaching certificate is received by the teacher and Education). A formal re-evaluation request form and a copy of the teaching certificate or notification from the Registrar must also be attached to this letter. 2. The classroom assistant completes the application for an interim aboriginal language teaching certificate and submits it to the Director. 3. The application form is signed by an acceptable officer and is sent to the Registrar, Department of ECE, in Yellowknife.
- 212 -
Human Resources Manual 4. The Director completes a salary determination form. References to applicable allowances (NWT Teachers Association (NWTTA) Collective Agreement, Appendix A) must also be included. A copy of the salary determination and placement on the grid is sent to the region Financial Management Board Secretariat (FMBS) office. 5. Once an interim aboriginal language teaching certificate is issued, the Director forwards a copy to the FMBS for placement on the employee's file. 6. Job Evaluation issues a new Position Information Certificate (PIC) with changes to the job title and the union coding. Copies of the new PIC are forwarded to the Department of ECE, Education Board, Labour Relations and Compensation and Regional FMBS offices. 7. On receipt of the PIC, the FMBS Regional offices confirm that there is a teaching certificate on the employee's file and takes appropriate pay action (placement in the LS-CS category of the NWTTA grid). Sick and special leave credits are carried over. The FMBS then notifies the employee of the changes to the position. 8. The Divisional Education Council writes to the employee to advise the employee that the change in bargaining unit status also changes the employee's terms of employment. Changes in benefits are outlined in Attachment A1. The employee is formally advised of the requirement to maintain a valid teaching certificate. Failure to do so can result in a return to a classroom assistant position. 9. The employee signs this letter to signify that the employee has read and understood it and returns a copy to the FMBS office. 10. The Director ensures the position is added to the teaching establishment. 11. When a language or cultural specialist completes teacher training, the specialist can apply for a teaching certificate. When such a certificate is issued, the Director forwards a copy to the FMBS for placement on the employee's file. Last Updated: January 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0500 - Employment Categories/504/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0500%20-%20Employment%20Categories/documents/504AttachmentAUNWtoNWTTA.pdf
- 213 -
0600 - Hours of Work and Overtime
601 - Standard Hours of Work
601 - Standard Hours of Work

Reference
Entitlements for bargaining unit and excluded employees are contained in collective agreements and employee handbooks including: Main Collective Agreement with UNW - Article 22, Hours of Work1 2 Excluded Employees' Handbook - 3Hours of Work 4 NWTTA Collective Agreement - Article 11, Duties and Responsibilities5
Application
These guidelines and procedures apply to all employees except those of the NWT Power Corporation.
Guidelines
1. Employees must report to work regularly and on-time during their regularly scheduled hours of work. 2. The Employer has a right and responsibility to know where employees are during scheduled hours of work 3. Each employee must provide reasonable notification to and seek approval from the Employer for any absence, including lateness and illness, from the specified place of work. 4. When an employee is absent without leave, a deduction from pay may be made for such absence. 5. When an employee is taking training and the training day is completed before the end of the employee's regular shift, the employee must return to work for the balance of the shift if it is feasible and practical. 6. If it is not feasible and practical for the employee to return to work for the balance of their shift (e.g., training is out of town), the employee is paid for the full shift. There is an expectation that the employee will complete training assignments or take work with them to complete during free time.
Procedures
1. Employees record their attendance at work in PeopleSoft Self Service.
About this section

Authority: Effective Date:
1. 2. 3. 4. 5.
Public Service Regulations, Section 7, 8, 9, Hours of Work November 4, 2011
http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/EXCLUDED/HOURS%20OF%20WORK/default.htm http://www.hr.gov.nt.ca/Agreements/NWTTA/article11/default.htm
- 216 -
Human Resources Manual History: Responsible Unit: June 2006, Standard Hours of Work Labour Relations
Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/601/default.htm
- 217 -
601a - College Educators
601a - College Educators

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Appendix A9 College Educators1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/601a/default.htm
1. http://www.hr.gov.nt.ca/Agreements/UNW/appendixa9/
- 218 -
601b - Court Reporters
601b - Court Reporters

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Appendix A3 Court Reporters1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/601b/default.htm
- 220 -
601c - School Year Employees
601c - School Year Employees

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Article 22.12, School Year Employees1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/601c/default.htm
1. http://www.hr.gov.nt.ca/Agreements/UNW/article22/
- 222 -
601d - Midwives
601d - Midwives
Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Article 22.19, Midwives1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/601d/default.htm
1. http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm
- 224 -
601e - Renewable Resources Officer
601e - Renewable Resources Officer

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Article 22.18, Renewable Resource Officers1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/601e/default.htm
1. http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm
- 226 -
602 - Non-Standard Work Schedules
602 - Non-Standard Work Schedules

Reference
Entitlements for bargaining unit and excluded employees are contained in collective agreements and employee handbooks including: Main Collective Agreement with UNW - Article 22, Hours of Work 1 Article 22.07, Flexible Hours 2 Article 22.08, Compressed Work Week3 Article 22.09, Employee Scheduled Work4 Excluded Employees' Handbook - 5Hours of Work
6
Application
These guidelines and procedures apply to all employees except those of the NWT Power Corporation and members of the Northwest Territories Teachers Association.
Guidelines
1. The Government may agree to alter the standard work schedule if operational requirements permit and there is no cost to the Government. This allows employees to determine their own hours of work, to work flexible hours on regular working days or to compress their work week to fewer than five days. 2. If employees must be at work at certain times or peak periods of the day due to operational requirements, the Employer will establish the core hours which must be covered. 3. Non-standard work schedules are expected to reduce usage of casual leave as employees are required, where practicable, to schedule personal appointments outside of approved work hours. 4. A day of earned leave credits is 7.5 or 8 hours, depending upon the standard work schedule for the position. 5. Employees working under a non-standard work schedule shall submit leave requests (sick, special, vacation or lieu time) for all scheduled hours in the non-standard workday. For example, a 7.5-hour a day employee scheduled to work 8.5 hours due to a non-standard work schedule who calls in sick must request 8.5 hours sick leave. Flex Time 1. Flex time is a change to an employees regularly scheduled work hours. It is not used on an informal basis to bank lieu time or to avoid paying overtime.
1. 2. 3. 4. 5. 6.
http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/EXCLUDED/HOURS%20OF%20WORK/default.htm
- 228 -
Human Resources Manual 2. Employees who are required to work outside their flex time hours will be paid at the applicable overtime rate. Compressed Work Week 1. An employee on a compressed workweek works extra hours each day and in doing so increases days off. On a designated paid holiday the employee receives statutory holiday pay for 7.5 or 8 hours and submits adequate leave for the balance so the statutory holiday is not an adverse factor in scheduling. 2. The employee does not work extra hours. This must be taken into account when scheduling the compressed work week to ensure employees have, on average, worked or received paid leave totaling 37.5 or 40 hours each week, prior to scheduling days off. Employee Scheduled Work 1. An employee may be allowed to determine his/her own work schedule if the nature of the employee's work is better suited to a schedule outside the standard hours of work. For example, a life-skills coach may find offering services between the hours of 11:00 a.m. to 7:30 p.m., rather than the standard hours of 8:30 a.m. to 5:00 p.m., provides better opportunities to see his/her clients.
Procedures
1. An employee requesting a non-standard work schedule provides a written request outlining the proposed hours of work and explaining how programs and services will be maintained at equivalent or improved levels. 2. The supervisor reviews the proposed non-standard work schedule and, if it is acceptable and complies with operational requirements, approves it in writing. 3. The supervisor maintains records on approved non-standard work schedules. These records show the name, position number and title of each employee and the approved schedule of hours of work, including the start and end dates of the non-standard work schedule. Attendance records are also maintained. 4. The supervisor also informs Human Resources, to avoid confusion when processing pay and leave. 5. The supervisor reviews these records as often as required, but at least annually, to ensure that operational requirements are being met and to assess the effectiveness of the non-standard work schedule.
About this section

Authority: Public Service Regulations, Section 7, 8, 9, Hours of Work Effective Date: November 4, 2011 History: July 2006, Non-Standard Work Schedules (Also replaces 602a Compressed Work Week, 602b Employee Scheduled Work, and 602c Flex Time) Responsible Unit: Labour Relations
Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/602/default.htm
- 229 -
602a - Compressed Work Week
602a - Compressed Work Week

Reference
See HRM 602 Non-Standard Work Week Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/602a/default.htm
- 230 -
602b - Employee Scheduled Work
602b - Employee Scheduled Work

Reference
See HRM 602 Non-Standard Work Week Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/602b/default.htm
- 232 -
602c - Flex Time
602c - Flex Time

Reference
See HRM 602 Non-Standard Work Week Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/602c/default.htm
- 234 -
603 - Shift Work
603 - Shift Work

Reference
Entitlements for bargaining unit and excluded employees are contained in collective agreements and employee handbooks including: Main Collective Agreement with UNW - Article 22, Hours of Work1 & Article 27, Shift Premium2. Unique entitlements may apply to some UNW groups including: Appendix A1, Relief Employees 3 Appendix A2, Corrections Officers 4 Appendix A10, Health Care Practitioners 5 Appendix A11, Airport Firefighters 6 Appendix A12, Marine Workers 7 Memorandum of Understanding, Parks, Visitor Centre and Forest Fire Management Employees 8 Excluded Employees' Handbook - 9Hours of Work
10
(Shift Work, Shift Premium)
Application
These guidelines and procedures apply to all employees except those in the Northwest Territories Teachers Association, those employed by the Northwest Territories Power Corporation or those in senior management.
Definitions
1. Shift work is the regular hours of work scheduled by the Employer to fall outside of the standard hours of 08:00 and 17:00, Monday to Friday.
Guidelines
1. The Government sets up a regular schedule of hours of work for employees who must work shifts. 2. A master weekly shift schedule must be posted at least 14 days in advance to cover the work area's shift requirements for at least 28 calendar days unless otherwise agreed. For example, the master shift schedule for health care workers must be posted five days in advance, for corrections one month in advance. 3. Employees may exchange shifts with management's approval. There must be no increase in cost as a result of the shift exchange.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article27/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/appendixa1/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/appendixa2/ http://www.hr.gov.nt.ca/Agreements/UNW/appendixa10/ http://www.hr.gov.nt.ca/Agreements/UNW/appendixa11/ http://www.hr.gov.nt.ca/Agreements/UNW/appendixa12/ http://www.hr.gov.nt.ca/Agreements/UNW/mou4/default.htm http://www.hr.gov.nt.ca/Agreements/EXCLUDED/HOURS%20OF%20WORK/default.htm
- 236 -
Procedures
1. The master work schedule is posted for employees in an operation who work shift hours. 2. Where shift work is required, the following process applies to the Union of Northern Workers (UNW) bargaining unit: a. notice is provided to the UNW indicating the requirement to establish or change shift work schedules; b. the UNW and the Employer will agree before establishing new or revised shifts hours for an operational unit. Such agreement will not be unreasonably withheld; and c. the President of the UNW and the Director of Corporate Human Resources must sign all new or revised shift schedules.
About this section

Authority: Public Service Regulations, Section 7, 8, 9, Hours of Work Effective Date: November 4, 2011 History: August 2006, Shift Work Responsible Unit: Labour Relations Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/603/default.htm
- 237 -
603a - Airport Firefighters
603a - Airport Firefighters

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Appendix A11 Airport Firefighters1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/603a/default.htm
1. http://www.hr.gov.nt.ca/Agreements/UNW/appendixa11/default.htm
- 238 -
603b - Corrections Officers
603b - Corrections Officers

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Appendix A2 Corrections Officers / Corrections Security Shift Workers 1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/603b/default.htm
- 240 -
603c - Marine Workers
603c - Marine Workers

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Appendix A12 Marine Workers1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/603c/default.htm
- 242 -
603d - Health Care Practitioners
603d - Health Care Practitioners

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Appendix A10 - Health Care Practitioners1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/603d/default.htm
- 244 -
603e - Parks, Visitor Centre and Forest Fire
603e - Parks, Visitor Centre and Forest Fire

Reference
Entitlements for bargaining unit employees are contained in the Main Collective Agreement with UNW including Memorandum of Understanding for Parks, Visitor Centre and Forest Fire Management Employees 1. Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/603e/default.htm
1. http://www.hr.gov.nt.ca/Agreements/UNW/mou4/default.htm
- 246 -
604 - Overtime
604 - Overtime
Reference
Entitlements for bargaining unit and excluded employees are contained in collective agreements and employee handbooks including: Main Collective Agreement with UNW - Article 23, Overtime 1 Article 22, Hours of Work 2 Article 24.03, Pay 3 Article 25, Reporting Pay 4 Article 26, Call-Back Pay 5 Article 27, Shift Premium 6 Article 29, Standby 7 Article 31, Pay for Travel on Behalf of the Employer 8 Article 45, Duty Travel 9 Article 48, Short Term Leave for Training Purposes10 Excluded Employees' Handbook 11
Hours of Work
12
(Overtime, Duty Travel)
Application
Definitions
1. Overtime is work performed by an employee, at the request of the Employer, in excess of, or outside of the employee's regularly scheduled hours of work.
Guidelines
1. To deliver programs effectively, the Public Service Regulations provide that the Employer may require employees to work more than their daily or weekly standard hours of work or on a designated paid holiday to meet operational requirements. Authorization for Overtime and Related Expenditures
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.
http://www.hr.gov.nt.ca/Agreements/UNW/article23/ http://www.hr.gov.nt.ca/Agreements/UNW/Article22/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article24/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/article25/ http://www.hr.gov.nt.ca/Agreements/UNW/article26/ http://www.hr.gov.nt.ca/Agreements/UNW/article27/ http://www.hr.gov.nt.ca/Agreements/UNW/article29/ http://www.hr.gov.nt.ca/Agreements/UNW/Article31/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/Article45/default.htm http://www.hr.gov.nt.ca/Agreements/UNW/article48/ http://www.hr.gov.nt.ca/Agreements/EXCLUDED/HOURS%20OF%20WORK/default.htm
- 248 -
Human Resources Manual 1. The requirement for overtime is driven by identified and approved operational needs. The Employer controls the duration of the overtime worked. 2. Overtime expenditures and related expenses must be authorized in advance verbally or in writing by the responsible approving officer. 3. Overtime reimbursements must be recorded in PeopleSoft Self Service as soon as is practical but no longer than one pay period from when the overtime occurred. 4. Compensation for overtime is paid when work is authorized in advance by the Deputy Head or a departmental official delegated to approve overtime. In accordance with Section 44(1) of the Financial Administration Act on expenditure control, a designated accounting officer must certify the expenses incurred. Responsibilities of Overtime Approving Officers and Employees 1. Unless permitted otherwise, the approving officer shall do the following before overtime begins: a. Determine that overtime is necessary. b. Make this section available to everyone responsible to comply. c. Ensure that the overtime or lieu time comply with this section and applicable collective agreement or employee handbook. d. Ensure that procedures specified in this section are completed correctly and that all requirements relating to overtime reviewed. e. Verbally or in writing authorize the overtime. f. Verbally or in writing authorize overtime to be compensated as lieu time. 1. Unless permitted otherwise, the approving officer shall do the following after the overtime ends: a. Ensure the operational requirement that required the overtime has been met. b. Resolve any discrepancies and ensure that unnecessary payments are avoided. c. Ensure the employee has entered the authorized overtime into PeopleSoft Self Service within the appropriate pay period. d. Approve the overtime in PeopleSoft Self Service. 1. Misinterpretation of this information is no basis for reimbursement. The employee shall: a. Obtain authorization before working overtime. b. Obtain authorization for overtime to be compensated as lieu time. c. Enter authorized overtime into PeopleSoft Self Service within the appropriate pay period. d. Not work or enter any unauthorized overtime. 1. An employee may, for cause, refuse to work overtime. The refusal must be in writing. Cause may, for example, involve religious beliefs. Participation in a business or outside employment is not a reasonable ground for refusing to work overtime. 2. Instead of paying for overtime, a department may agree to grant equivalent leave with pay at the appropriate overtime rate (lieu time). It must be taken at a time agreeable to both the Department and the employee. Generally no more than 75 hours lieu time will be approved each fiscal year (see Section 609 Lieu Time).
- 249 -
604 - Overtime 3. An employee who must work overtime shall be compensated for each completed 15 minutes of overtime worked. There is a minimum payment of one hour at the appropriate overtime rate. Example 1: Employee works 25 minutes of overtime. He/she gets paid for one hour (OT1). Example 2: Employee works 10 minutes of overtime. He/she does not get paid for any overtime. 4. After the first hour of overtime, an employee is paid for each completed 15 minutes of time. Example: Employee works two hours and 20 minutes of overtime on a Saturday. The overtime pay is for two hours and 15 minutes (OT1). 5. Casual employees will receive cash payment for overtime due to the nature of their employment (e.g., hired to complete work of a temporary nature). Casual employees cannot bank lieu time. 6. Part-time employees have their regularly scheduled hours set in advance. Compensation is paid for all overtime worked in excess of those hours, whether or not those hours exceed the full-time daily or weekly hours. 7. Overtime will be paid when the employee is on normal duty travel or when the employee is required to take specific training deemed by the Employer to be an absolute requirement for his/her job (e.g., airport emergency fire fighter training). 8. Overtime will not be paid to an employee who has asked for and been granted approval for attending courses, training sessions or conferences not deemed by the Employer to be an absolute requirement for his/her job. This includes travel outside the normal hours of work and on weekends. Normally the GNWT pays for registration, travel, accommodation and training materials. Employees should see this as an opportunity for development that may not otherwise be possible.
Procedures
1. A manager authorizes overtime either verbally or in writing prior to the employee undertaking the overtime. 2. The employees enter hours worked overtime in PeopleSoft Self Service. The employee shall note reasons for the overtime in the comments section.
About this section

Authority: Public Service Regulations, Section 10, Overtime and Holidays Effective Date: November 4, 2011 History: August 2006, Overtime General Responsible Unit: Labour Relations Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/604/default.htm
- 250 -
604a - Standby and Call-back

Reference
Entitlements for bargaining unit and excluded employees are contained in collective agreements and employee handbooks including: Main Collective Agreement with UNW - Article 26, Call-Back Pay1 & Article 29, Standby
2
Excluded Employees' Handbook - 3Hours of Work 4 (Standby, Call-Back)
Application
Guidelines
Authorization for Standby and Call-back and Related Expenditures 1. To deliver programs effectively, the Public Service Regulations provide that the Employer may require employees to work more than their daily or weekly standard hours of work or on a designated paid holiday to meet operational requirements. 2. The requirement for standby or call-back is driven by identified and approved operational needs. The Employer controls the duration of the standby and call-back worked. 3. Standby and call-back expenditures and related expenses must be authorized in advance verbally or in writing by the responsible approving officer. 4. Standby and call-back reimbursements must be recorded in PeopleSoft Self Service as soon as is practical but no longer than one pay period from when the standby and call-back occurred. 5. Compensation for standby and call-back is paid when work is authorized in advance by the Deputy Head or a departmental official delegated to approve standby or call-back. In accordance with Section 44(1) of the Financial Administration Act on expenditure control, a designated accounting officer must certify the expenses incurred. Responsibilities of Overtime Approving Officers and Employees 1. Unless permitted otherwise in this section, the approving officer shall do the following before standby or call-back begins: a. Determine that standby or call-back is necessary. b. Make this section available to everyone responsible to comply.
1. http://www.hr.gov.nt.ca/Agreements/UNW/Article26/default.htm 2. http://www.hr.gov.nt.ca/Agreements/UNW/article29/ 3. 4. http://www.hr.gov.nt.ca/Agreements/EXCLUDED/HOURS%20OF%20WORK/default.htm
- 252 -
Human Resources Manual c. Ensure that the standby and call-back comply with this section and applicable collective agreement or employee handbook. d. Ensure that procedures specified in this section are completed correctly and that all requirements relating to standby and call-back reviewed. e. Verbally or in writing authorize the standby or call-back. 1. Unless permitted otherwise in this section, the approving officer shall do the following after the standby or call-back ends: a. Ensure the operational requirement that required the standby or call-back has been met. b. Resolve any discrepancies and ensure that unnecessary payments are avoided. c. Ensure the employee has entered the authorized standby or call-back into PeopleSoft Self Service within the appropriate pay period. d. Approve the standby or call-back in PeopleSoft Self Service. 1. Misinterpretation of this section is no basis for reimbursement. The employee shall understand and comply with this section. The employee shall: a. Obtain authorization before working standby or call-back. b. Obtain authorization for standby or call-back to be compensated as lieu time. c. Enter authorized standby or call-back into PeopleSoft Self Service within the appropriate pay period. d. Not work or enter any unauthorized standby or call-back. 1. Employees must work at least 15 minutes to receive overtime pay. 2. If an employee is on standby and is called out, for the first call-out she/she will be paid at least four hours at straight time. Example: Employee is on standby from midnight until 8:00 a.m. She/he is called out once at 3:00 a.m. for 30 minutes. She/he gets paid the standby pay and four hours of straight pay for the call-out (CB1). 3. An employee on standby who is called out more than once gets paid at the overtime rate for the time worked; there is a minimum of one hour paid for each call-out. Example: Employee is on standby from 4:30 p.m. to 12:30 a.m. There are three call-outs during the eight hours. 7:00 p.m. to 7:30 p.m. Employee gets the minimum of four hours pay at straight time (CB1) 9:00 p.m. to 9:20 p.m. Employee gets paid the minimum of one hour at the overtime rate (CB2) 11:00 p.m. to 11:55 p.m. Employee gets paid the minimum of one hour at the overtime rate (CB2) 4. Information on how to use the electronic call-back provisions can be found on the HR Self Service page at http://www.hr.gov.nt.ca/hrsystems/5.
5. http://www.hr.gov.nt.ca/hrsystems/
- 253 -
Procedures
1. A manager authorizes standby or call-back either verbally or in writing prior to the employee undertaking the work. 2. The employees enter hours worked standby or call-back in PeopleSoft Self Service. The employee shall note reasons for the standby or call-back in the comments section.
About this section

Authority: Public Service Regulations, Section 10, Overtime and Holidays Effective Date: November 4, 2011 History: June 2006, Standby & Call-back Responsible Unit: Labour Relations Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/604a/default.htm
- 254 -
609 - Lieu Time
609 - Lieu Time

Reference
Entitlements for bargaining unit and excluded employees are contained in collective agreements and employee handbooks including: Main Collective Agreement with UNW - Article 23, Overtime
1
Excluded Employees Handbook - Hours of Work, Overtime2
Application
These guidelines and procedures apply to all employees except senior management, relief workers, Northwest Territories Teachers' Association members and those employed by the Northwest Territories Power Corporation.
Definitions
1. Overtime is work performed by an employee, at the request of the Employer, in excess of, or outside of the employee's regularly scheduled hours of work. 2. Lieu time is leave provided as compensation for overtime worked, instead of a cash payment.
Guidelines
1. To deliver programs effectively, Departments/Agencies may require employees to work outside of their regularly scheduled hours of work. Instead of paying overtime, Departments/Agencies may agree to grant employees equivalent leave with pay at the appropriate overtime rate (lieu time). 2. The granting of lieu time is strictly at the discretion of management in a Department or Agency. 3. Lieu time must be taken at a time agreeable to both the supervisor and the employee. 4. Relief workers are not eligible to accrue lieu time and will only receive cash payment for overtime. 5. Employees may not accumulate more than 75 hours of lieu time per fiscal year (80 hours for employees who work eight hour days). This applies to all Departments/Agencies. This amount does not include LIEUSTATS banks established for some employees for hours worked on Designated Paid Holidays. 6. This maximum is not a rolling refillable bank. 7. If the employee has reached their maximum lieu time for the fiscal year, the employee will automatically be compensated for the overtime as a cash payment on his/her pay cheque. 8. A maximum of 37.5 hours (40 hours for individuals who work eight hour days) lieu time may be carried over from one fiscal year to the next. If lieu hours are carried over, they count as part of the new fiscal years limit. For example, if an employee carries over 37.5 hours, he/she may only earn a maximum of 37.5 lieu hours in that new fiscal year.
1. http://www.hr.gov.nt.ca/Agreements/UNW/Article23/default.htm 2. http://www.hr.gov.nt.ca/Agreements/EXCLUDED/HOURS%20OF%20WORK/default.htm
- 256 -
Human Resources Manual 9. GNWT employees may only carry over 37.5 hours. All hours in excess of this limit shall be paid out. 10. Where employees are in a 40-hour per week position, the lieu time maximums are adjusted to 40 hours for carry-over and an annual maximum of 80 hours. 11. Managers have the option of setting lower maximums for lieu time within their divisions. However, it then becomes the managers responsibility to monitor any accumulation under the 75 hours maximum. 12. Managers will advise both their staff and the Department of Human Resources if they have set lower maximums for lieu time. 13. The following GNWT positions require employees to work unusual schedules involving a high number of overtime hours concentrated within a two or three month period each year and therefore different lieu maximums are allowed: Department of Public Works and Services PPD Operations Officers Water Treatment Plant Operators (Behchoko) Stanton Territorial Health Authority Operating Room Nurses Fort Smith Health and Social Services Authority Fort Smith Health Centre Laboratory and X-ray employees 1. The following GNWT positions are designated as winter work positions and will have lieu time balances in excess of the carry over amount paid out on October 1 each year rather than on April 1: GNWT Wide Financial positions responsible for year-end processing Department of Industry, Tourism and Investment Parks Officers Department of Transportation Airfield Maintenance Specialists
Procedures
1. A manager authorizes overtime either verbally or in writing prior to the employee undertaking the overtime. Eligible employees can ask to have the overtime provided as lieu time. 2. It is the managers responsibility to monitor lieu time accumulations for the 75 hour maximum. A manager reviews the employees Compensatory Time Detail before authorizing overtime as lieu time. 3. If a manager determines that an employee is accumulating too much lieu time, a manager may refuse to grant any more until the employee has used some of the accumulated credits. 4. The employee enters hours worked in PeopleSoft Self Service. The employee shall note reasons for the overtime/lieu time in the comments section.
About this section

Authority: Public Service Regulations, Section 10, Overtime and Holidays Effective Date: November 4, 2011 History: March 2009, Lieu Time Responsible Unit: Labour Relations
- 257 -
609 - Lieu Time Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0600 - Hours of Work and Overtime/609/default.htm
- 258 -
0700 - Discipline
701 - Employee Discipline
701 - Employee Discipline

Introduction
1. Employee performance and behaviour is expected to contribute toward the achievement of the organization's goals and objectives. When an employee's performance or behaviour is unsatisfactory, corrective action must be taken. Corrective action will follow the process of progressive discipline when the situation is a result of inappropriate behaviour or unsatisfactory performance when the employee has the ability to perform at an acceptable level but chooses not to do so.
Application
Definitions
1. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 2. Disciplinary Suspension is the temporary removal without pay of an employee from the place of duty to stress upon the employee the seriousness of the misconduct. 3. Suspension Pending Investigation is the temporary removal with pay of an employee from the place of duty to facilitate an investigation into allegations of misconduct or incompetence. 4. Dismissal is the termination, at the Employers discretion, of an individuals employment in a Public Service position for cause. 5. Labour Relations is a unit in the Corporate Human Resource Services Division of the Department of Human Resources. 6. Standards of General Conduct are accepted forms of performance, activity and behaviour that generally require no set rules to ensure compliance that an individual ought reasonably to have known (e.g., dressing appropriately, treating co-workers and clients with respect). 7. Standards of Particular Conduct are established work rules or orders set out by the Employer (e.g., taking coffee breaks according to a rotational schedule, seeking advance approval for all absences). 8. Written Reprimand is a written warning that performance or conduct is unsatisfactory and must be corrected. A copy of the written reprimand is placed on the employee's personnel file, becoming part of the employee's record. 9. Culpable Misconduct is improper or unprofessional conduct where the employee has control of the behaviour. 10. Verbal Reprimand is a verbal warning that performance or conduct is unsatisfactory and must be corrected.
Guidelines
1. Discipline should not be viewed as punishment, but as a method of correcting a problem. - 262 -
Human Resources Manual 2. The supervisor must inform an employee of the standards of particular conduct that apply in the workplace. 3. An employee may be disciplined for breaching standards of general conduct or standards of particular conduct. 4. Disciplinary action should only be taken after an employee has an opportunity to provide an explanation of his/her behaviour. A meeting should be held with the employee for this purpose. 5. Prior to any disciplinary action taking place, an employee who is a member of the Union of Northern Workers (UNW) must receive 24 hours advance notice of a meeting and of the right to Union representation if: a. it may result in suspension, discharge or dismissal; and b. a letter of suspension or dismissal is delivered and the issue is to be discussed with the employee. 6. If an employee, who is a member of the UNW, is required to attend a meeting that may result in his or her suspension or dismissal, he/she may request to postpone the meeting for a maximum of three working days. 7. It is inappropriate to allow other employees to witness the discipline of a co-worker. Interviews involving discipline must be scheduled in advance and held in private. 8. The supervisor should take notes of all discussions and meetings. 9. Disciplinary action should not be unduly delayed. 10. The progression of disciplinary measures for the Government of the Northwest Territories (GNWT) is as follows: a. Verbal warning; b. Written reprimand; c. One day suspension; d. Five day suspension; e. Ten day suspension; and f. Dismissal. 11. Incidents of serious misconduct (such as assault, theft or serious insubordination) may warrant serious disciplinary measures, and steps of the progressive discipline process may be by-passed on the advice of Management and Recruitment Services. Misconduct that occurs early in the employment, and/or occurs in a short period of employment is viewed as serious misconduct. 12. The progressive discipline process may be accelerated for a casual employee resulting in dismissal without all the steps having been taken. For example, a casual employee has an employment contract for three months. During the first week of employment, the employee misses two days of work without notice or explanation. Given the short-term nature of this casual employment contract and the early emergence of problems, it is reasonable for the supervisor to consider and recommend dismissal. 13. Disciplinary steps may be repeated on the advice of the Department of Human Resources in cases involving significant mitigating factors. 14. Supervisors should review the the authorities for imposing discipline1. If the employee fails to correct the behaviour, the discipline imposed increases with each incident as follows:
1. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/DisciplinaryActionRolesandResponsibilities.pdf
- 263 -
701 - Employee Discipline Step 1 - Verbal Reprimand The employees immediate supervisor gives verbal reprimands. The reprimand must be given in private and must address the area of concern including the possible outcome if the behaviour is not corrected. The supervisor will identify the gap between the desired behaviour and the problematic behaviour. The employee is given an opportunity to provide his or her version of the events. The supervisor should take notes on the discussion that took place, as they may be needed if it is necessary to move on to the next step. These notes are not placed in the employees personnel file, but are used for the purpose of refreshing the supervisors memory. The supervisors notes are kept in a secure and locked location. Step 2 - Written Reprimand The employees immediate supervisor gives written reprimands. The supervisor is encouraged to consult with Client Services before proceeding. The letter should include actions that may be taken if the inappropriate behaviour continues. The supervisor schedules a meeting with the employee to discuss the problem. The supervisor will identify the gap between the desired behaviour and the problematic behaviour. The employee is given an opportunity to provide his or her version of the events. The letter should be given in private and a copy is placed in the employees personnel file. Step 3 - Disciplinary Suspension Only Deputy Heads have authority to suspend employees. The Deputy Head, upon reviewing the recommendation of the supervisor, administers disciplinary suspensions. The supervisor makes the recommendation for suspension after looking into the matter and discussing the problem with the employee. If the employee is a member of the UNW, prior to any meeting to discuss the problem, the employee must be given 24 hours notice of the right to Union representation. Suspensions are applied progressively, but should be appropriate to the seriousness of the misconduct. The first suspension is for one day. If this does not correct the behaviour and repetition occurs, the next incident would result in a five day suspension, and then a ten day suspension. After a ten day suspension, dismissal would be considered. Client Services should be consulted for advice on any matters where a suspension is being considered. Non - Disciplinary Suspension Deputy Heads do not give a disciplinary suspension where they feel an extensive investigation is required. Where the Deputy Head feels an employee must be removed from the work site to properly conduct an investigation, a suspension pending investigation under Section 30 of the Public Service Act is required. Section 55 of the Education Act also applies to teachers. Step 4 - Dismissal Only a Deputy Head has the authority to dismiss an employee from a Public Service position in the Deputy Heads Department, Board or Agency. The supervisor makes a recommendation for dismissal after looking into the matter and hearing the employees explanation. If the employee is a member of the UNW, prior to any meeting to discuss the problem, the employee must be given 24 hours notice of the right to Union representation. The Deputy Head, upon reviewing the recommendation of the supervisor, gives the employee an opportunity to provide a written submission. 1. In determining the appropriate disciplinary step to address an employees misconduct, the supervisor should consider factors including:
- 264 -
Human Resources Manual a. the employee's length of service; b. the employee's past discipline record; c. the seriousness of the misconduct; d. the employees explanation; and e. any other pertinent facts. 2. For a casual employee or an employee on probation, the progressive discipline process indicated above may be accelerated. 3. Written reprimands, letters of suspension, letters of demotion and letters of dismissal are copied to an employee's personnel file. Disciplinary letters for employees who are members of the UNW or excluded employees shall be removed and destroyed after 18 months of employment have elapsed since the disciplinary action was taken, provided that no further disciplinary action has been recorded during that period. Disciplinary letters for employees who are members of the Northwest Territories Teachers Association (NWTTA) or senior management shall be removed and destroyed after four years of employment have elapsed since the disciplinary action was taken, provided that no further disciplinary action has been recorded during that period. 4. The denial of an employee's performance increment is not part of the progressive discipline process. An employee's increment may be denied if an employee's performance is poor (see Section 1000 Salary Administration for more information on pay increments and Section 1400 Planning and Development for information on the performance development system).
Procedures
1. The supervisor informs employees of the standards of particular conduct which apply to the workplace. 2. When standards of conduct are not met, the supervisor initiates disciplinary action. The supervisor documents disciplinary action on the disciplinary action record sheet2. 3. To determine the appropriate course of action, the supervisor may contact Management and Recruitment Services. 4. The supervisor holds a private interview (if the employee is a member of the UNW, the supervisor provides the employee with 24 hours advance notice of the meeting and the right to Union representation if suspension or dismissal may occur) with the employee before disciplinary action is taken to do the following: a. ensure the employee is aware of the problem; b. give the employee an opportunity to explain the circumstances surrounding the unsatisfactory performance or the breach of conduct; c. determine if the employee's actions were merely a result of misunderstanding directions, or if the employee wilfully broke rules of conduct; and d. explain to the employee how management is considering dealing with the misconduct. 5. If the employee waives their right to Union representation, the employee must sign a waiver 3stating such. 6. The employee is encouraged to use the Employee Family Assistance Program (EFAP), particularly if poor work performance is due to a private or work issue. This should include providing the employee
2. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/DisciplinaryActionRecordSheet.doc 3. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/UNWWaiver.doc
- 265 -
701 - Employee Discipline the toll-free number for EFAP (1-800-387-4765). An employee is not required to reveal the nature of personal issues to the supervisor. 7. Depending on the nature of the misconduct, the supervisor may speak to witnesses. 8. The supervisor makes notes of the interviews. These notes are not placed in the employee's personnel file, but are kept by the supervisor in a confidential manner for future reference should the behaviour continue. 9. After taking into account all information, including the employees version of events and the advice of Management and Recruitment Services, the supervisor determines the appropriate level of discipline (if any). 10. All discipline includes: a. an explanation of the behaviour for which the employee is being reprimanded; b. an explanation of how to correct the behaviour; c. an explanation of further action that will be taken if the employee fails to correct the behaviour; and d. an explanation to the employee that all disciplinary letters, including reprimands and suspensions, are placed on the employees personnel file. 11. The supervisor may prepare a written reprimand4. The supervisor hand delivers this letter to the employee. A copy is placed in the employees personnel file. 12. Where a disciplinary suspension is the next step in the progressive discipline procedure, the supervisor must: a. consult with Management and Recruitment Services; and b. if warranted by the investigation, prepare a report for the Deputy Head and recommend disciplinary suspension. The report must include the employee's explanation. The supervisor, with the assistance of Management and Recruitment Services, drafts a letter of suspension5. 13. If the Deputy Head accepts the recommendation for suspension, he/she signs the letter of suspension. The supervisor hand delivers this letter to the employee. A copy is placed on the employees personnel file. 14. If the employee is a member of the UNW, there will be no discussion of the problem when delivering a suspension letter. A further meeting may be scheduled for this purpose allowing for 24 hours notice of the employees right to Union representation. 15. A Deputy Head may consider dismissing an employee as the final step in progressive discipline, or as a result of one act of serious misconduct, on recommendation from the supervisor. As much information as possible should included in the recommendation to ensure the Deputy Head is making an informed decision. Labour Relations, through Management and Recruitment Services, must be consulted in situations where dismissal is being considered. 16. The Deputy Head reviews the request for dismissal. The following points are examined during this process: a. Does the seriousness or persistence of the problem warrant dismissal (i.e., misconduct such as theft, fraud, insubordination, dishonesty or progression of lesser but cumulative issues)?
4. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/SampleLetterofReprimand.doc 5. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/SampleNoticeofSuspension.doc
- 266 -
Human Resources Manual b. What are the Employers rules for dealing with the particular offence? Have these rules been followed? c. Are there precedents for dealing with similar incidents? d. Was it made clear to the employee that this offence may result in dismissal? e. What is the length of the employee's service? f. What is the employee's performance like and are performance appraisals on file? g. Was the employee given a chance to provide an explanation or his/her version of the events? h. Are there any mitigating factors (i.e., remorse, extreme stress, illness)? 17. The Deputy Head advises the employee in writing of the recommendation for dismissal6. The letter must contain the reasons for the recommended dismissal and clearly outline that the employee has five days in which to make a written submission on his/her behalf. Employees are not required to attend work during this five day period and continue to receive pay. 18. After reviewing all of the information, including the written submission (if provided) and the advice of Labour Relations, the Deputy Head determines if dismissal is appropriate. The Deputy Head consults with Labour Relations, through Client Services, and informs the employee in writing of his/her dismissal7 from the Public Service. 19. The letter of dismissal should clearly state the reasons for the dismissal, why further employment cannot continue and that dismissal of the said position is effective immediately. This letter also informs the dismissed employee of his/her three year ineligibility of employment with the Territorial Public Service in order to re-establish a positive work record. 20. The supervisor hand delivers this letter of dismissal to the employee. If the employee is a member of the UNW, there will be no discussion of the problem when delivering a dismissal letter unless the employee has been given 24 hours notice of the employees right to Union representation, prior to the delivery. 21. The letter of dismissal is copied to the employees personnel file and to the Manager, Labour Relations with the Department of Human Resources. 22. A copy of the letter of dismissal is hand delivered or faxed to the appropriate Client Services office for pay action. 23. For dismissal of probationary employees see Section 1601- Termination- Rejection on Probation.

Public Service Act Section 32 Section 33 Education Act Section 53 57, Teachers Contracts, Suspensions and Dismissals Main Collective Agreement with the UNW Article 37, Adjustment of Disputes Collective Agreement with the NWTTA Article 18.07 18.09, Dismissal
6. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/SampleRecommendationforDismissal.doc 7. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/documents/SampleDismissalLetter.doc
- 267 -
701 - Employee Discipline Human Resource Manual Section 109, Screening Applicants Section 702, Casual Employees Section 703, Suspension Pending Investigation Section 705, Employees on Probation Section 1004, Pay Increments Section 1406, Performance Development System Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0700 - Discipline/701/default.htm
- 268 -
702 - Employees on Probation
702 - Employees on Probation

Introduction
1. The purpose of a probationary period is to provide the Employer an opportunity to assess the suitability and competency of the employee and to provide an opportunity for the employee to adapt to the work. Employee performance and behaviour is expected to contribute toward the achievement of the organization's goals and objectives. When an employee's performance or behaviour is unsatisfactory, corrective action must be taken. If an employee is unable meet performance standards, rejection on probation may be considered.
Application
1. These guidelines and procedures apply to employees on probation, except those employed by the NWT Power Corporation.
Definitions
1. Probation means a period of six months for positions at pay level 12 or lower, a period of one year for positions at pay level 13 or higher, and six months when promoted or transferred. 2. Rejection on Probation of a new employee is termination of employment prior to the expiry of the probation period for misconduct, incompetence or unsuitability. 3. Rejection on Probation of a promoted or transferred employee is removal of the employee from the new position, and returning the employee to a position similar to the one from which the employee was transferred or promoted. 4. Transfer means the appointment of an employee to a new position that is evaluated within the same pay range as the employees former position. 5. Promotion means the appointment of an employee to a new position that is evaluated at a higher pay range than the employees former position. 6. Management and Recruitment Services is the Management and Recruitment Services division of the Department of Human Resources. 7. Labour Relations is a unit of the Employee Relations division of the Department of Human Resources. 8. Standards of General Conduct are accepted forms of performance, activity and behaviour that generally require no set rules to ensure compliance that an individual ought reasonably to have known (e.g., dressing appropriately, treating co-workers and clients with respect). 9. Standards of Particular Conduct are established work rules or orders set out by the Employer (e.g., taking coffee breaks according to a rotational schedule, seeking advance approval for all absences).
- 270 -
Guidelines
1. When an employee is first appointed to or promoted within the Public Service, he/she is placed on probation. 2. An employee who is appointed to a position that has the same duties as his/her previous position will not serve an additional probationary period. This does not apply to casuals. 3. An employee may be rejected on probation for misconduct, unsuitability or incompetence. 4. If an employee does not successfully complete his/her probationary period on transfer or promotion, every reasonable effort is taken to appoint him/her to a position comparable to the one from which he/she was transferred or promoted. 5. An employee who does not successfully complete the probationary period on transfer or promotion due to misconduct may be terminated for cause. 6. The manager must inform an employee on probation of the standards of particular conduct that apply in the workplace. 7. Employees on probation may be disciplined for breaching standards of general conduct or standards of particular conduct. 8. It is inappropriate to allow other employees to witness the discipline of a co-worker. Interviews involving discipline must be held in private. 9. Disciplinary action should only be taken after the employee has an opportunity to provide an explanation for the behaviour. A meeting should be held with the employee for this purpose. Prior to any such disciplinary meeting taking place, an employee who is a member of the Union of Northern Workers (UNW) must receive 24 hours advance notice of the right to Union representation if: a. it may result in suspension or discharge; and/ b. a letter of suspension or discharge is given and this issue is to be discussed with the employee. 10. Discipline should be applied progressively. The progressive discipline process may be accelerated for an employee on probation resulting in rejection on probation without all the progressive discipline steps having been taken (see Section 701- Employee Discipline1).
Procedures
1. The manager informs an employee on probation of the standards of particular conduct which apply to the workplace. The manager meets regularly with an employee on probation to review the employees performance and management expectations. 2. When standards of conduct are breached or if any concerns (i.e. performance, attendance, attitude and/or ability) arise during the employee's period of probation, the manager initiates corrective action. The manager meets with the employee in order to: a. explain the areas where the employee's performance is deficient; b. explain how the employee can correct performance; c. set the time limits for the corrective action; and
1. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/default.htm
- 271 -
702 - Employees on Probation d. explain that if the employee's performance does not meet the required standard, the manager may apply discipline for misconduct, and may consider rejection on probation for misconduct, unsuitability or incompetence. 3. To determine the appropriate course of action, the manager contacts Management and Recruitment Services.. 4. If the employee's performance continues to be sub-standard the manager can recommend rejection on probation2. Management and Recruitment Services consults with Labour Relations and prepares the recommendation and all supporting documentation for the Deputy Heads signature. 5. The Deputy Head reviews the recommendation and supporting documentation to determine if dismissal is appropriate. 6. If rejection on probation is deemed to be appropriate, the Deputy Head notifies the employee 3of the recommendation to reject on probation. The Deputy Head gives the employee five days to prepare a written submission as to why the employee should not be dismissed or rejected on probation. 7. The Deputy Head considers all relevant information, including the employees submission and the advice of Management and Recruitment Services, and makes a decision to reject the employee on probation, dismiss for cause, and apply lesser discipline or no discipline. The Deputy Head informs the employee in writing4 of his/her decision and copies the Manager, Labour Relations and the employees personnel file. 8. Management and Recruitment Services requests pay action and places the notice of dismissal on employee's personnel file.

Public Service Act Section 20, Probation Section 21, Rejection Public Service Regulations Section 4, Probation Education Act Section 53 - 54, Notice of Termination, Dismissal Main Collective Agreement with UNW Article 2.01 (z), Probation Collective Agreement with NWTTA Article 18.02 - 18.06, Probation Senior Managers' Handbook Probation Excluded Employees' Handbook Probation
2. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/702/documents/RecommendationofRejectiononProbation.doc 3. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/702/documents/NoticeofRejection.doc 4. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/702/documents/RejectiononProbation.doc
- 272 -
Human Resources Manual Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0700 - Discipline/702/default.htm
- 273 -
703 - Suspension Pending Investigation

Introduction
1. The Government may investigate allegations of incompetence or misconduct of an employee.
Application
Definitions
1. Audit Bureau is a division of the Financial Management Board Secretariat. 2. Dismissal is the termination, at the employers discretion, of an individuals employment in a Public Service position for cause. 3. Management and Recruitment Services is the Management and Recruitment Services division of the Department of Human Resources. 4. Employee Relations Investigator is one or more investigators directed by the Department of Human Resources to assist with an investigation into workplace issues. 5. Labour Relations is a unit of the Corporate Human Resource Services division of the Department of Human Resources. 6. Suspension Pending Investigation is the temporary removal with pay of an employee from the employees place of duty to facilitate an investigation into allegations of misconduct or incompetence.
Guidelines
1. Under Section 30 of the Public Service Act, the Minister of Human Resources can suspend an employee up to 60 days pending investigation. This authority has been delegated to Deputy Heads. A suspension pending investigation is imposed when an employee is alleged to be guilty of misconduct or incompetence and the Deputy Head considers it desirable to remove the employee in order to investigate the allegations. 2. Under Section 55 of the Education Act, a Superintendent of Education has the dual authority to suspend a teacher to investigate an allegation of misconduct or incompetence. 3. Suspension pending investigation is considered when: an employees continued attendance in the workplace may hinder the investigation; the employees continued attendance presents a risk to the employee or others; or when the alleged actions interfere with the mandate of the Department, Board or Agency or Government, either by damage to reputation or otherwise. 4. The Deputy Head may suspend an employee with pay for up to 30 days.
- 274 -
Human Resources Manual 5. The Deputy Head may extend the suspension up to a further 30 days if further investigation is necessary. The total period of suspension pending investigation may not exceed 60 days. 6. An employee on suspension pending investigation must be available for interviews throughout the entire suspension period. The employee is responsible for providing contact information to his/her supervisor and Management and Recruitment Services. 7. Under the Financial Administration Act, the employing Department, Board or Agency must report suspected theft of Government property or funds to the Comptroller General. This reporting is required irrespective of a suspension pending investigation or disciplinary procedures.
Procedures
1. When an employee is accused of misconduct, the employee's supervisor may recommend suspension pending investigation1 to the Deputy Head. Supporting rationale and information must accompany this recommendation. 2. The Deputy Head consults with Management and Recruitment Services to determine if a suspension pending investigation is appropriate. 3. If the Deputy Head decides that a suspension is in order, the Deputy Head informs the employee in writing (notice of suspension2). Management and Recruitment Services places a copy of the letter on the employees personnel file. 4. The employee's Department, Board or Agency investigates the alleged misconduct or incompetence as quickly and thoroughly as possible. Investigator(s) or the Audit Bureau (in cases where fraud is suspected) may help the Department, Board or Agency investigate. 5. The investigator(s) meet with the employee to hear the employee's version of the incident. The investigator(s) may also need to speak to witnesses, visit sites and review documents. 6. Prior to any meeting taking place, an employee who is a member of the UNW must receive 24 hours advance notice of the right to Union representation if: a. it may result in a dismissal or suspension; and b. a letter of suspension or dismissal is delivered and the misconduct is to be discussed with the employee. 7. The investigator(s) must complete the investigation and write a report no later than one week before the suspension expires. The investigation report is usually provided to the Deputy Head. 8. If the Deputy Head believes the employee is guilty of misconduct or incompetence, the Deputy Head will determine, in consultation with Management and Recruitment Services, the appropriate discipline to apply, if any. If the Deputy Head determines that the employee is innocent of misconduct or incompetence, the Deputy Head terminates the suspension and re-instates the employee. 9. In some cases, the Department, Board or Agency may need more time to investigate. The Deputy Head may extend the suspension for a further 30 days. Extensions are only applied in unusual circumstances. 10. If the Deputy Head extends a suspension, the Deputy Head informs the employee in writing.
1. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/703/documents/RecommendationofSuspension.doc 2. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/703/documents/NoticeofSuspensionwithPay.doc
- 275 -

NWT Public Service Act Section 29, Misconduct or Incompetence Section 30, Suspension
Education Act Section 55, Suspension where allegation of misconduct, incompetence Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0700 - Discipline/703/default.htm
- 276 -
704 - Investigations
Introduction
1. The public must have confidence in the integrity of the Public Service. When an employee's conduct is called into question, the Employer has the right and responsibility to investigate alleged incompetence or misconduct that impacts an employees role as a public servant.
Application
Definitions
1. Balance of Probabilities is a measure of proof in civil proceedings that requires establishing a case based on the greater weight of evidence. 2. Bullying is behaviour that attacks a persons dignity, integrity and self-esteem. It is conduct that demeans, belittles, torments or causes personal humiliation to someone and to which the other person ought to have reasonably known would have such an effect. Bullying includes abuses of authority. 3. Burden of Proof means an obligation to prove ones case by establishing the facts in dispute. 4. Complainant is an individual who makes an allegation against another. 5. Confidential Information is shared with individuals who are duly authorized or entitled to the information in the course of their duties or as a fulfillment of due process. Confidential information is not absolutely secret information. 6. Due Process means that individuals are entitled to procedural fairness, including the right to be presented with the allegations made; shown the evidence against him/her; and given a reasonable opportunity to respond to the allegations. 7. Investigation is a process used to determine the facts and deliver findings based on a balance of probabilities. Depending on the complexity of issues and other circumstances, this can range from a single meeting with an employee whose alleged behaviour is under review to a series of formal interviews with a number of individuals. 8. Management Investigation is an investigation into events or behaviours that warrant investigation but do not fit within the mandate of the Workplace Conflict Resolution Policy (WCRP). 9. Misconduct is violation of a standard or law. Misconduct encompasses an inexhaustible list of behaviours. Some examples are insubordination; harassment; illegal activity; breach of the code of conduct; fraudulent behavior; actions damaging the reputation of the Government of the Northwest Territories (GNWT); and actions threatening the safety of employees, clients and/or the public. 10. Parallel Investigation is a separate investigation done by the GNWT at the same time that the Royal Canadian Mounted Police (RCMP) or other investigating body is doing an investigation into the same incident. The fact that the RCMP is carrying out a criminal investigation does not absolve the government of its responsibility to carry out its own parallel investigation to determine facts and make findings. An employers burden of proof differs from that of the criminal justice system.
- 278 -
Human Resources Manual 11. Respondent is an individual whom an allegation of wrongdoing has been made against. 12. Staff Investigator refers to the investigator position within the Department of Human Resources. 13. Workplace Conflict Resolution Policy is a GNWT policy that addresses harassment and abuse of authority, which sets out rights and responsibilities of everyone in the workplace and various processes for resolving these types of workplace conflicts.
Guidelines
0. All allegations or suspicions of theft or misappropriation of government resources must be reported to the Comptroller General who advises the Audit Bureau and, as appropriate, the RCMP. 1. An employee must notify his/her Deputy Head of any on- or off-duty conduct for which he or she is being investigated or charged under the Criminal Code of Canada, or any other federal, territorial or provincial legislation that may require the employee to appear before a Judge or Justice of the Peace. 2. Involvement of the RCMP does not absolve the Employer from its responsibility to investigate complaints or allegations as quickly and thoroughly as possible. The Employer must base its decision on the information gathered by, or on behalf of, the Employer. The outcome of a RCMP investigation and the criminal court process has little effect on the Employers obligation to investigate. 3. All allegations of harassing or bullying behaviour must be dealt with as soon as it comes to the attention of the Employer, whether or not a formal complaint is made. The approach of the Deputy Head in each Department, Board, Authority or Agency depends on the nature of the allegation. The Deputy Head may wish to consult with the Department of Human Resources as to how to proceed. 4. WCRP complaints must be dealt with immediately according to the process set out in the policy. Problem solving or mediation is always the preferred option; however, from time to time, this is not feasible. 5. Employees whose conduct is being investigated have the right to due process including a thorough, fair and timely investigation. 6. If an employee is called to attend as a witness to an allegation, his/her attendance at the interview is mandatory. 7. All individuals interviewed during an investigation must keep their knowledge of events and of the investigation confidential. Confidential information must not be shared with individuals who are not duly authorized to have access to the information. 8. In most investigations, there will be two individuals representing the Employer at all meetings. Persons investigating an incident must take notes during each meeting. Each set of notes must be signed and dated by the note taker. 9. In any investigation the comments of witnesses may ultimately be disclosed to the complainant and respondent. WCRP investigation reports will be keep the names of witnesses confidential, however, ultimate disclosure of the information may be legally required. 10. An employee on suspension pending investigation must be available for interviews throughout the entire suspension period. 11. The Department of Human Resources is responsible for all costs associated with WCRP investigations, unless the Deputy Head specifically asks that it be investigated by contracted services. 12. The Workers Compensation Board is responsible for carrying out and paying for its own investigations.
- 279 -
Procedures
Misconduct or Management Issue Investigated by Department, Board, or Authority 0. When an issue comes to the attention of management, the Department of Human Resources will be consulted to: a. assess if the issue is serious enough to warrant suspension pending investigation; b. identify any steps, if necessary, to ensure safety of employees, clients, co-workers or the public; and c. determine the appropriate fact-finding steps. 1. Management and Recruitment Services may consult with Labour Relations and/or the staff investigator at any time prior to or during the investigation. 2. Generally, the employees supervisor schedules a meeting with the employee. The purpose of the meeting is to make the employee aware of the issue and to get the employees response to the allegations or suspicions. An employee who is a member of the Union of Northern Workers (UNW) must be given 24 hours advance notice of the right to Union representation prior to any meeting if it could lead to a suspension or termination. Depending on the information gathered, subsequent meetings with the employee might be required. 3. The supervisor gathers relevant information. Interviews with other individuals, including other employees, clients and/or members of the public, may be necessary. Detailed notes are taken at all meetings. The employee must be provided an opportunity to respond to all allegations and evidence gathered. 4. The supervisor reaches a conclusion as to what has occurred, based on a balance of probabilities. The evidence, determining factors and conclusions are provided to the Deputy Head in writing. Management and Recruitment Services will provide assistance and advice, if necessary. 5. The Deputy Head must be satisfied that the conclusions are sound before making any decisions. 6. The Deputy Head will consult with Management and Recruitment Services on the appropriate disciplinary action, if any. All terminations require consultation with Labour Relations (see Section 701- Employee Discipline). Misconduct or Management Issue Investigated by Staff Investigator 0. Where a Deputy Head, upon consultation with Management and Recruitment Services, has reason to believe the investigation services of the staff investigator are needed, he/she consults with the Director of HR Strategy and Policy. 1. Where appropriate, the Director will authorize the staff investigator to proceed. In most situations, the staff investigator will require a departmental staff member to assist with the investigation. 2. The staff investigator drafts terms of reference outlining the parameters of the investigation for Deputy Head approval and signature. 3. The Deputy Head notifies the employee that an investigation is being conducted. 4. The staff investigator contacts the employee to arrange an interview. An employee who is a member of the UNW must be given 24 hours advance notice of the right to Union representation prior to any meeting if it could lead to a suspension or termination. 5. Investigators gather relevant information. Interviews with other individuals, including other employees, clients and/or members of the public, may be necessary. Detailed notes are taken at all
- 280 -
Human Resources Manual meetings. The employee must be provided an opportunity to respond to all allegations and evidence gathered. 6. The Deputy Head may require verbal updates of the investigation. This is followed up by a written report that includes allegations, facts, analysis and findings. Investigators do not make recommendations. The Deputy Head must be satisfied that the findings are sound before making any decisions. 7. The Deputy Head will consult with Management ad Recruitment Services on the appropriate disciplinary action, if any. Labour Relations must be consulted when terminations are considered (see Section 701- Employee Discipline). Complaints investigated under the Workplace Conflict Resolution Policy (WCRP) 0. The Deputy Head upon receipt of a written WCRP complaint forwards it to the Director, HR Strategy and Policy, for review to ensure the complaint meets the mandate of the policy and that there is sufficient evidence to proceed. 1. When it is not possible to resolve a valid WCRP complaint through discussion or mediation, a full-scale investigation will be conducted. 2. Once it is determined that an investigation is warranted, the staff investigator will find a second investigator, draft terms of reference, and notify the complainant and respondent, per the provisions of the policy. 3. Investigators will interview the complainant, respondent and witnesses. The complainant and respondent will be provided the opportunity to be accompanied by another person, including a Union representative during their interviews. An employee who is a member of the UNW must be given 24 hours advance notice of the right to Union representation prior to any meeting if it could lead to a suspension or termination. All parties will be provided their rights and responsibilities. 4. Investigators will take notes during all interviews, and generate interviewee statements. All interviewees (complainant, respondent, witnesses) are provided an opportunity to review and sign as to the accuracy of their statement and to make corrections before signing. 5. The allegations, summary of facts, analysis and findings will be submitted to the Deputy Head in a written report. The evidence that is used to form the basis of the report will be limited to facts that are within the direct knowledge of witnesses, complainant, and respondent. Hearsay evidence, un-substantiated by others, or beliefs of the interviewees will not be included in the report or in determining findings. The report will not contain recommendations. 6. The Deputy Head must be satisfied that the findings are sound before making any decisions. 7. The Deputy Head will inform the complainant and respondent separately of the report findings. (see WCRP). 8. The Deputy Head will make a decision based on the report and other relevant considerations. 9. The Deputy Head will consult with Management and Recruitment Services on the appropriate disciplinary action, if any. Labour Relations must be consulted when terminations are considered (see Section 701- Employee Discipline). 10. An investigation may be re-opened if any new and relevant information surfaces that was not considered during the original investigation or if a reprisal is alleged to have occurred. 11. All material gathered during the investigation, including interview notes and signed statements are kept in a secure, separate file with the Investigator. Only documentation relating to disciplinary action will be documented on the personnel file of the complainant or respondent.
- 281 -

NWT Public Service Act Section 29, Misconduct or Incompetence Section 30, Suspension Education Act Section 55, Suspension where allegation of misconduct, incompetence Main Collective Agreement with the UNW Article 37, Adjustment of Disputes Collective Agreement with the NWTTA Article 18.07 18.09, Dismissal Human Resource Manual Section 701, Employee Discipline Section 702, Employees on Probation Section 703, Suspension Pending Investigation Code of Conduct Workplace Conflict Resolution Policy Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0700 - Discipline/704/default.htm
- 282 -
0800 - Leave
801 - Leave - General
801 - Leave - General

Introduction
1. Various types of leave (time off) are granted to Government employees.
Application
1. These guidelines and procedures apply to all employees, except relief employees and those employed by the NWT Power Corporation.
Definitions
1. Management and Recruitment Services is the Management and Recruitment Services division of the Department of Human Resources. 2. Request for Time Off Work is the form to be used to request time off work. 3. HRIS (PeopleSoft) is the Human Resource Information System.
Guidelines
1. An employee is expected to report to duty and work unless on authorized leave. 2. An employee who is unable to report to duty and work is required to call his/her supervisor or designate, personally, at the start of the workday. The employee is required to request leave and to provide an indication of the expected length of the absence. In some instances, leave may be conditionally approved. Conditional approval is based on the information available at the time that leave is requested. Conditional approval of leave is not a guarantee that full approval will be granted when complete facts are known. 3. An employee is responsible for understanding the type of leave set out in the terms and conditions of his/her employment with the Public Service. Terms and conditions of employment include information found in collective agreements, employees handbooks, the Code of Conduct and the Public Service Act and regulations. An employee who is unsure of what leave he/she is entitled to should speak to his/her supervisor or Management and Recruitment Services team member. 4. One type of leave cannot be substituted for another type of leave except in exceptional circumstances. For example, if an employee calls in sick and upon return to work finds he/she does not have enough sick leave credits, he/she cannot request annual leave. The leave will be taken as sick leave without pay (SLWOP). 5. An employee is required to complete an application for leave for all leave or time off other than the following: a. Casual leave of less than two hours to attend an appointment with a doctor, dentist, lawyer, or appointments with school authorities during working hours; b. Time off for special occasions, such as local winter festivals, approved by the Deputy Minister of the Department of Human Resources; c. Time off for voting in a federal, territorial or municipal election; or
- 286 -
Human Resources Manual d. Mandatory leave without pay if the employee is in a non-continuous position. 6. Except where otherwise established in these guidelines and subject to departmental practice, the employee's immediate supervisor is normally the individual who may approve leave. 7. Eligible employees earn annual, sick and special leave credits each fiscal year. An employee is entitled to be paid for authorized leave in the following circumstances: a. Vacation leave (including winter bonus days); b. Sick leave; c. Injury-on-duty leave; d. Court leave; e. Special leave; f. Time off in lieu of overtime payment; g. Medical travel time; h. Work-related training leave; and i. Union leave. 8. The employee and the immediate supervisor are jointly responsible for the completion and authorization of a request for leave for: a. Leave taken without prior (verbal) approval (e.g., emergency leave, special leave for the death of a relative or special leave for illness of a relative, etc.); b. Restoration of leave when recalled from vacation leave; or c. Any change in a previously approved leave after the leave has started. Verbal approval must be sought at the earliest reasonable opportunity. Entry into PeopleSoft self-service must be completed immediately after the employee returns from leave.
Procedures
1. The employee discusses the request for leave with the supervisor. This should be done as far in advance as possible so that the supervisor can plan for operational requirements and service delivery during the employee's absence 2. The employee records the actual hours of leave requested into PeopleSoft self-service as per the instructions found on the Department of Human Resources Intranet1 3. The supervisor as appropriate (i.e., employee has enough leave credits) approves the following types of leave: a. Annual leave; b. Winter bonus days; c. Sick leave (including medical travel leave); d. Special leave; e. Time off in lieu of overtime pay; and
1. http://www.hr.gov.nt.ca/intranet/peoplesoft/
- 287 -
801 - Leave - General f. Court leave 4. The following leave must be submitted to the appropriate Management and Recruitment client service centre for processing a. Injury-on-duty leave; b. Maternity leave; c. Adoption leave; d. Parental leave; e. Civic leave; f. Other leave with pay (i.e., leave to lecture in a field of employment; Union business; sporting events; or firefighting and Civil Air Search and Rescue); g. Leave without pay greater than five days; and h. Deferred salary leave plan. 5. Upon receipt of the verified Request for Time Off Work, the appropriate departmental designate completes the approval. When leave is denied or modified, the departmental designate will contact the employee and explain the reason for the denial or modification. 6. When the form is approved, the leave administrator distributes it as noted on the three-part form. The leave administrator enters the leave taken into the HRIS. 7. During the month of May in each year, the Employer shall inform each employee in writing of the balance of his/her special, sick and vacation leave credits as of the 31st day of March. 8. Employees are required to confirm their agreement of the balance by June 30, or raise specific concerns with the Department of Human Resources

Public Service Regulations Section 22 - 40, Leaves of Absence Main Collective Agreement with UNW Article 17, Leave - General Collective Agreement with NWTTA Article 13, 14, 15 Senior Managers' Handbook Leave Excluded Employees' Handbook Leave Northwest Territories Elections Act Section 123. (1) Canada Elections Act Section 132. (1)
- 288 -
Human Resources Manual Human Resource Manual Section 508 Relief Workers Last Updated: October 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/801/default.htm
- 289 -
802 - Attendance
802 - Attendance
Introduction
1. Employees must attend work regularly and on time. When an employee's attendance is unsatisfactory, corrective action must be taken.
Application
Definitions
1. Unscheduled Absence means an employee's absence from the workplace, which has not been authorized in advance. 2. Absent Without Leave (AWOL) means an employee's unauthorized absence from the workplace during scheduled hours of work. It is a breach of the standard of conduct expected of Public Service employees. 3. HRIS is the Human Resource Information System.
Guidelines
1. Employees must attend work during their regularly scheduled hours of work. 2. The Employer has a right and responsibility to know where employees are during scheduled hours of work. 3. An employee must request authorization of any unscheduled absence as soon as reasonably possible after learning that the absence will occur. The request must include a reason for the absence and an estimate of the duration of the absence. Managers may require employees to submit their requests in writing. 4. Managers must be fair and reasonable in determining whether any unscheduled absence from the workplace will be authorized. To ensure fair treatment of an unscheduled absence, managers must consider the circumstances of each absence: Was the absence longer than "just a few minutes"? Was it within the employee's control? Could it have been anticipated, avoided or reduced? Was it disruptive to operations? Is the employee absent frequently? Is there a pattern to the absences?
- 290 -
Human Resources Manual Is it a repeated absence for the same reason? Is it a repeated absence within a short time? Is the employee's explanation for the absence unreasonable? If the answer to all of these questions is "No", it is reasonable to authorize leave to cover the absence. "Yes" responses may point to attendance/punctuality problems. 1. Authorization of leave to cover the time away from work will be granted only if the Employer deems the absence reasonable and unavoidable. 2. Where the employee is absent without leave or is late, appropriate deductions may be made from the employee's pay. 3. Absence without leave is subject to disciplinary action. Attendance Registers 1. Deputy Heads ensure that attendance registers are maintained for employees in their Department, Board or Agency. The attendance registers will record the attendance and absences of each employee. 2. Employees shall sign the attendance register at the end of each month to verify accuracy. 3. Employee attendance records are kept and disposed of by the Department of Human Resources in accordance with the relevant Records Disposition Authority.
Procedures
1. The employee verbally requests the manager's authorization of any unscheduled absence, including lateness, from the workplace. The manager may ask for the request in writing. 2. The manager will consider the request and determine whether leave will be authorized to cover the absence. 3. If authorized as paid leave, the employee records the actual hours of leave requested into HRIS as per the instructions found on the Department of Human Resources Intranet1 or, if they are a self-service exempt employee, completes the applicable paperwork. 4. If authorized as AWOL and unpaid leave: a. The employee's pay shall be reduced to reflect the time away from work; or b. At the employee's request and the managers discretion, the employee may be permitted to make up the time outside of regularly scheduled hours of work, at straight time. 5. If unauthorized leave is taken, corrective action will be taken for the breach of a standard of conduct in accordance with the guidelines and procedures outlined in Section 701 - Employee Discipline of the Human Resource Manual. The employee's pay will be reduced to reflect the unauthorized time away from work. Attendance Registers 1. The designated attendance register monitor ensures the attendance register is:
1. http://www.hr.gov.nt.ca/intranet/peoplesoft/default.htm
- 291 -
802 - Attendance a. Filled in on a daily basis;
b. Applicable document are attached (i.e., jury summons for court leave, notification of meetings for civic leave, sick notes where required, etc.); c. Provided to employees at the end of each month for review; and d. Signed by the employee to verify accuracy. 2. Completed attendance registers are forwarded to the Department of Human Resources by the first week of the next month.

Public Service Regulations Section 15 Main Collective Agreement with UNW Article 22.01 Hours of Work General Collective Agreement with the NWTTA Article 11 Duties and Responsibilities Excluded Employees Handbook Hours of Work Last Updated: October 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/802/default.htm
- 292 -
802a - Attendance Management
802a - Attendance Management

Introduction
1. An employee is expected to report to duty and work unless on authorized leave. Managing the use of authorized and unauthorized leave is the responsibility of a manager.
Application
Definitions
1. Sick leave is intended to protect an employees income when s/he is incapable of performing their duties due to non-occupational illness or injury. 2. Special leave for the purpose of caring for immediate family protects an employees income when an employee must care for family members, usually children. 3. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 4. Request for Time Off Work is the form to be used to request time off work.. 5. Duty to accommodate means the Employers obligation to modify work or find alternative work for employees who are disabled or have disabling medical conditions. The duty to accommodate stems from Human Rights legislation that bans discrimination on the basis of disability and other prohibited grounds. The Employer must make every reasonable effort to accommodate employees, to the point of undue hardship. 6. Innocent absenteeism is legitimate absence from the workplace for reasons beyond an employees control. 7. Medical prognosis is a statement from a medical practitioner, which outlines the long or short-term impact of the employees medical condition on the employees ability to carry out all or some duties. The medical prognosis does not provide detailed information respecting the condition but provides the employees medically endorsed precautions and capabilities. The prognosis also provides information respecting when and under what circumstances the employee might return to work or continue to remain at work.
Guidelines Employee Responsibilities

1. Employees who are unable to report to duty and work (i.e., late, no babysitter, ill, etc.) are required to call their manager or designate, personally, at the start of the workday. Employees are required to request approval of the leave and to provide an indication of the expected length of the absence. Sleeping in, getting someone else to call, not having a phone, etc. are not valid reasons for not calling the manager.
- 294 -
Human Resources Manual 2. Failing to personally seek approval for lateness or request sick/special leave may result in employees being recorded as absent without approved leave, which may lead to disciplinary action (See Section 701 - Employee Discipline1). 3. Immediately upon returning to work, the employee is required to complete a Request for Time Off Work form indicating the number of hours of leave requested. The failure to submit a leave application in a timely fashion may also result in the time off being recorded as absent without approved leave. 4. Employees who are absent from work due to illness or injury for a lengthy period (20 working days or more) must maintain contact with their manager on a regular basis (at least once a month). Failure to maintain contact may be viewed as insubordinate behaviour and subject to disciplinary measures.
Manager Responsibilities
1. Managers approve the granting of leave subject to the terms and conditions of employment where there is reason to believe that the request for leave is a valid one. 2. Managers monitor the use of leave and act appropriately according to the circumstances when unusual attendance patterns (i.e. late 20 minutes every other morning) or leave usage (i.e. misses every other Monday morning) become evident by an individual employee. 3. Where an employees attendance or leave use is higher than average or patterned or where an employee is not communicating the required information to the manager at the start of the workday, the manager will discuss the attendance issue with the employee. The manager reminds the employee: a. it is the employees responsibility to contact the manager at the start of the work day; b. being late or frequently away from the office causes inconvenience for fellow employees; c. being late or frequently away from the office makes it difficult to plan operational requirements; and d. overuse of a leave benefit might result in future hardship in the event of a family emergency or serious injury. 4. The employee is encouraged to use the Employee Family Assistance Program (EFAP), particularly if the attendance problem is due to a personal or work issue. This should include providing the employee the toll-free number for EFAP (English: 1-800-387-4765; French: 1-800-361-5676). An employee is not required to reveal the nature of personal issues to the manager. 5. Managers are responsible for following up with employees who have been absent to ensure that Request for Time Off Work forms are filled out and submitted within three working days of an employees return to work. For example, managers may send an e-mail reminder to employees, or follow-up personally to ensure that absences are accounted for. 6. Managers reconsider the approval of sick leave where there is evidence that employees have been involved in activities that are inconsistent with their being too ill to work such as participation in recreational activities or working elsewhere while off work due to illness. Prior to denying sick leave or sick leave without pay, the manager is responsible for consulting with Management and Recruitment Services and conducting a review of the facts pertinent to the matter. 7. Managers will interview employees when they return to work from a lengthy absence due to illness or if the length, frequency or pattern of sick leave absences is unusual or inappropriate. Indicators of inappropriate use include: a. Lengthy absence without apparent illness;
1. http://www.hr.gov.nt.ca/policy/hrm/0700%20-%20Discipline/701/default.htm
- 295 -
802a - Attendance Management b. Unusual attendance patterns (such as frequent illness on Fridays or Mondays); c. Use of sick leave that exceeds the average; d. Use of sick leave when other leave is denied; and e. Use of all or most sick leave as it is accumulated. 8. During such interviews the manager reminds employees: a. That sick leave is an Employer funded benefit; b. That the use of sick leave causes inconvenience for fellow employees; c. Of the cumulative amount of sick leave used by the employee; and d. That overuse of the benefit might result in future hardship in the event of a serious illness or injury. 9. Where a manager considers there to be a demonstrated and reasonable basis for doing so, and after consultation with Management and Recruitment Services, he or she may direct in writing that employees provide timely medical certification for future absences due to illness. Where this is the case, the manager outlines specific attendance and reporting expectations and a timeframe in which these expectations are to be addressed. The manager also informs employees that where expectations are not met, further action may be taken. Where expectations are met, the requirement for medical certification will be removed. 10. Where an employees sick and/or special leave use is higher than average or patterned, the manager will notify the employee in writing of the need to bring their sick and/or special leave usage within the average. The manager will also notify the employee that failure to bring sick and/or special leave usage within the norm may result in a recommendation for termination for innocent absenteeism as a result of frustration of the employment contract. A time frame for improvement and monitoring will be outlined. 11. Where a lengthy period of sick leave is requested or where an above average amount of sick leave is used, due to a medical condition, a manager, after consultation with Management and Recruitment Services, may request that the employee provide a medical prognosis to determine if the Employer needs to take action to support the return to work of the employee or to accommodate the employees medical situation upon their return. 12. In requiring a medical prognosis, the manager explains why the medical prognosis is being requested and provides additional information for the employee to relate to their physician that might be pertinent to the situation (such as copy of the employees job description). A time limit is given and the letter specifically asks for information as to when employees can be expected to return to work and what duties they will be able to carry out upon return.

Public Service Regulations Section 25-29, Sick Leave Main Collective Agreement with UNW Article 20, Sick Leave Article 19.06 (2), Special Leave Collective Agreement with NWTTA Article 14, Sick Leave
- 296 -
Human Resources Manual Senior Managers' Handbook Sick Leave Excluded Employees' Handbook Sick Leave Human Resource Manual Section 806, Sick Leave Last Updated: October 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/802a/default.htm
- 297 -
803 - Travel Time for Medical Treatment
803 - Travel Time for Medical Treatment

Introduction
1. Employees proceeding on approved medical travel are granted leave with pay for the actual time taken to travel.
Application
1. These guidelines and procedures do not apply to casual employees with a term of employment less than four months; substitute teachers; employees on leave without pay who do not remain in the Northwest Territories; seasonal employees during the seasonal layoff; and employees of the NWT Power Corporation.
Definitions
1. The Medical Travel Assistance Administrator is the individual designated by the Department of Human Resources to administer the medical travel program for GNWT employees. 2. The Medical Travel Coordinator is an employee of the Stanton Territorial Health Authority who coordinates the medical travel approval process.
Guidelines
1. Medical travel time is not granted for non-medical escort duty. 2. Travel time may be claimed for medical travel as per the following charts: a. Deh Cho1, b. Fort Smith2, c. Beaufort Delta,3 d. Hay River4, e. Sahtu5, f. Tlicho6, g. Yellowknife.7 3. Medical travel leave is recorded separately from other types of leave used by an employee.
1. 2. 3. 4. 5. 6. 7.
http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTable-Dehcho.pdf http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTable-FortSmith.pdf http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTimes-BeaufortDelta.pdf http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTimes-HayRiver.pdf http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTimes-Sahtu.pdf http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTimes-Tlicho.pdf http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/803/documents/MedicalTravelTimes-Yellowknife.pdf
- 298 -
Human Resources Manual 4. Travel time is only provided to allow for travel between the employees place of residence to the nearest treatment centre where appropriate and necessary insured health services are available for the actual time taken to travel, to a maximum of three days. 5. Travel times may require adjusting due to changing flight schedules.
Procedures
1. The Medical Travel Coordinator sends the Medical Travel Assistance (MTA) Administrator authorization for the employee to travel. 2. The MTA Administrator advises the employee and the employees supervisor that travel has been approved and advises as to the appropriate leave. 3. The employee enters the leave into Self Service, or when applicable completes an application for leave, and submits to his/her supervisor for approval. 4. The supervisor authorizes the leave, or when applicable submits to the Department of Human Resources for data entry.

Main Collective Agreement with the UNW Article 20.10, Travel Time Collective Agreement with the NWTTA Article 14.08, Travel Time Senior Managers Handbook Medical Travel Leave Excluded Employees Handbook Medical Travel Leave Last Updated: July 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/803/default.htm
- 299 -
804 - Annual Leave
804 - Annual Leave

Introduction
1. The Employer considers it essential to employees' well being that they take annual leave at regular intervals.
Application
1. These guidelines and procedures apply to all employees, except casual employees hired for less than four months, relief employees, those employed by the NWT Power Corporation, school year employees, education assistants, community adult education instructors, college instructors and members of the NWT Teachers Association.
Definitions
1. Continuous Service and Continuous Employment for the purpose of annual leave mean: a. Uninterrupted employment with the Government of the Northwest Territories; b. Prior service in the Public Service of the Government of Canada, providing an employee was recruited or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the Government of the Northwest Territories; c. Prior service with the municipalities and hamlets of the Northwest Territories if the employee was hired or transferred within three months of terminating previous employment. d. Where an employee is reappointed after being laid-off, employment in the position held at the time of layoff and employment in the position to which the employee is reappointed shall constitute continuous employment if the layoff was after April 1, 1970. e. Where an employee, other than a casual employee, ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation, and is re-employed within a period of three months, his/her periods of employment for purposes of annual leave entitlement shall be considered as continuous service in the public service. f. Leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose of annual leave, except where the period of such leave is less than three months.
Guidelines
1. Annual leave with pay is granted to an employee each year for the purpose of taking a vacation, where the following applies: a. The employee has earned the annual leave; b. The employee will earn the annual leave during the fiscal year, or during their term of employment, whichever is shorter; c. The time is mutually agreeable to the employee and the employees supervisor.
- 300 -
Human Resources Manual 2. Annual leave entitlements are based on continuous service and prior completed years of service and are accumulated on a monthly basis for all employees (except those noted under application) that receive ten days pay in a calendar month. 3. Leave is accrued on the basis of standard daily hours. The standard daily hours are 7.5 for employees with 1950 yearly standard hours. The standard daily hours are 8 for employees with 2080 yearly standard hours. 4. Casual employees begin to earn annual leave credits from the date their term is approved to exceed four months. 5. Employees on retirement (severance) leave or leave without pay (LWOP) do not earn annual leave credits. Employees on LWOP who are receiving an allowance do not earn annual leave credits (including maternity, parental, education, and deferred salary leave). 6. Employees, other than senior managers, accumulate annual leave credits at a progressively higher rate after the completion of two, seven, fifteen, and twenty years of continuous service. The higher rate is applied in the month following the employees anniversary date. UNW and Excluded Employees (7.5 hours/day) Years of Service 0-2 3-7 8-15 16-20 20 + Rate (Hours per month) 10.3125 13.4375 15.625 18.75 21.875 Days earned per month 1.375 1.79 2.08 2.5 2.92 Full Entitlement (Hours per year) 123.75 161.25 187.5 225.0 262.5 Days earned per year 16.5 21.5 25 30 35
UNW and Excluded Employees (8.0 hours/day) 0-2 3-7 8-15 16-20 20 + 11.0 14.3333 16.6666 20.0 23.3333 1.375 1.79 2.08 2.5 2.92 132.0 171.9996 199.9992 240.0 279.9996 16.5 21.5 25 30 35
7. Senior managers accumulate annual leave credits at a progressively higher rate after the completion of one, seven, fifteen, and twenty years of continuous service. The higher rate is applied in the month following the senior managers anniversary date. Management Years of Service 0-1 2-7 8-15 16-20 20+ Rate (Hours per month) 13.4375 16.5625 19.6875 21.875 25.0 Days earned per month 1.70 2.21 2.63 2.92 3.33 Full Entitlement (Hours per year) 161.25 198.75 236.25 262.5 300.0 Days earned per year 21.5 26.5 31.5 35 40
- 301 -
804 - Annual Leave 8. The approval to use annual leave is subject to operational requirements. 9. An employees leave request shall not be denied based solely on the Employer incurring additional overtime costs. 10. An employee may request a cash liquidation of annual leave credits to avoid financial hardship or where leave credits exceed one years entitlement. Leave without pay for less than five days is not considered financial hardship. The Deputy Head must approve a request for cash liquidation of annual leave. 11. An employee may request any annual leave earned but not used before employment is terminated by lay-off to meet the minimum service requirements for severance pay. 12. Where an employee dies or otherwise ceases to be employed, the employee or his/her estate shall be paid out for any earned but unused annual leave. The amount paid will be obtained by multiplying the number of hours of earned but unused annual leave by the hourly rate of pay applicable to the employee immediately prior to the termination of his/her employment. 13. Where an employee dies after the completion of one or more years of continuous employment, any unearned annual leave granted is considered earned and no recovery is made. 14. An employee who is declared to have abandoned their position is still entitled to payment for any earned but unused annual leave. If the Employer has made a reasonable effort and after six months has failed to locate the employee, the entitlement will lapse. 15. Where an employee who has completed at least one year of service is laid off, any unearned annual leave granted is considered earned and no recovery is made. 16. The Employer will make every reasonable effort: a. To grant annual leave during the fiscal year in which it is earned; b. To approve annual leave as requested by the employee; and c. Not to recall an employee to duty while on authorized leave. 17. Where two or more employees in the same section or work unit wish to take annual leave at the same time and it is not possible to approve both, leave shall be authorized on the basis of length of GNWT service. Prior service with other governments is not applicable in this respect. 18. Where the operational requirements of the service are such that an employee is not permitted to take her/her annual leave during the specific period requested in one fiscal year, special consideration will be given to the employee being granted his/her annual leave during the specific period requested by the employee in the next fiscal year. 19. If an employee is on annual leave when there is an illness or death in the immediate family or if the employee becomes sick, the annual leave so displaced can either be added to the annual leave period or be converted to the appropriate special or sick leave and their annual leave reinstated if certification is provided. 20. a. Where an employee is recalled to duty while on annual leave, special leave or time off in lieu of overtime, the employee is reimbursed for reasonable expenses incurred: i. in proceeding to the place of duty;
- 302 -
Human Resources Manual ii. in returning to the place from which the employee was recalled if the employee resumes annual leave, special leave or time off in lieu of overtime upon completing the assignment for which the employee was recalled; and iii. for non-refundable deposits or pre-arranged vacations on the submission of an expense claim supported by receipts. b. The employee shall not be considered as being on annual leave, special leave or time off in lieu of overtime during any period in respect of which he/she is entitled under the above paragraph to be reimbursed for reasonable expenses incurred by him/her. c. For the limited purposes of annual leave, special leave or time off in lieu of overtime shall include: i. any period of mandatory leave without pay; ii. winter bonus; and iii. days granted in lieu of designated paid holidays. d. that is taken concurrent with annual leave, special leave or time off in lieu of overtime.An employee recalled to duty for one hour during annual leave would be entitled to a reversal of annual leave for the hour that they worked. The employee would also be paid his/her regular wage for the actual amount of time worked, which in this situation would be one hour. 21. Normally employees will not be permitted to carry over to the next fiscal year, more annual leave credits than can be earned in one year. Credits in excess of one year's annual leave are paid out in cash in the month of May. However, in situations where an employees annual leave has been denied due to operational requirements, the employee can carry over that period of annual leave in addition to the one year of accrued annual leave credits. 22. Senior managers credits are automatically carried over to the next fiscal year. Managers may request that excess credits be paid out in cash at the end of the fiscal year.
Procedures
1. The employee completes an application for leave form. 2. The employees leave entitlement is verified, either on the HRIS1 or by a leave administrator, and forwarded to the Supervisor. 3. The Supervisor replies to an employee's request for annual leave as soon as possible but no later than two weeks after the request has been received. 4. Where the Supervisor proposes to change, reduce or deny the annual leave request, the Supervisor advises the Employee in writing. 5. In work locations where advance scheduling of vacation occurs, the Supervisor will notify staff and the UNW in writing of the deadline to submit leave requests. All leave requests must be responded to within two weeks of the submission. If denying a request, the Supervisor must respond in writing. 6. Employee annual leave records are verified by the employees at the end of each fiscal year. 7. If, at the end of the fiscal year, an employees entitlement to annual leave with pay includes a factional entitlement the entitlement shall be increased to the next hour.
1. http://www.hr.gov.nt.ca/intranet/peoplesoft/
- 303 -
804 - Annual Leave

Public Service Regulations Sections 22-24, Vacation Leave Main Collective Agreement with UNW Article 17, Leave General Article 18, Vacation Leave Article 21.06, Leave Without Pay for Relocation of Spouse Article 22.13, School Year Employees Appendices A4, A6, A9 Senior Managers' Handbook Vacation Leave Excluded Employees' Handbook Vacation Leave Last Updated: June 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/804/default.htm
- 304 -
804a - Annual Leave Payout
804a - Annual Leave Payout

Introduction
1. Annual leave credits are paid out when an employee ceases to be an employee or when an employees annual leave balance exceeds the fiscal year carry-over amount. Employees may also request payout of annual leave credits.
Application
1. These guidelines and procedures apply to all employees, relief employees, those employed by the NWT Power Corporation, school year employees, education assistants, community adult education instructors, college instructors, and members of the NWT Teachers Association.
Definitions
1. HRIS is the Human Resource Information System.
Guidelines
1. UNW and excluded employees are not permitted to carry-over more than one years worth of earned annual leave credits from one fiscal year to the next fiscal year. 2. The maximum carry-over of annual leave credits to a new fiscal year is the number of days the employee is entitled to earn in a fiscal year at their earning rate in effect March 31st. Employees with: a. less than 2 years of service may carry-over up to 16.5 annual leave day credits; b. more than 2, but less than 7 years of service may carry-over up to 21.5 days; c. more than 7, but less than 15 years service may carry-over up to 25 days; d. more than 15, but less than 20 years service may carry-over up to 30 days; and e. more than 20 years of service may carry-over up to 35 days annual leave. 3. Credits in excess of one year's annual leave are paid out in cash in the month of May. 4. In situations where an employees annual leave has been denied due to operational requirements, the employee can carry-over that period of annual leave in addition to the one year of accrued annual leave credits. 5. Annual leave credits are paid out at the employee's current rate of pay. 6. Senior management group employees may carry over an unlimited number of annual leave credits. 7. Annual leave credits earned but not used at the time an employee ceases to be employed by the Government of the Northwest Territories are included on the employee clearance form and processed for payment on the final pay cheque.
- 306 -
Human Resources Manual 8. Where an employee dies or otherwise ceases to be employed, the employee or his/her estate shall be paid out for any earned but unused annual leave. The amount paid will be obtained by multiplying the number of hours of earned but unused annual leave by the hourly rate of pay applicable to the employee immediately prior to the termination of his/her employment. 9. Where an employee dies after the completion of one or more years of continuous employment, any unearned annual leave granted is considered earned and no recovery is made. 10. An employee who is declared to have abandoned his/her position is still entitled to payment for any earned but unused annual leave. If the Employer has made a reasonable effort and after six months has failed to locate the employee, the entitlement will lapse. 11. An employee may request a cash liquidation of annual leave credits to avoid financial hardship or where leave credits exceed one years entitlement. Leave without pay for less than five days is not considered financial hardship. The Deputy Head must authorize a request for cash liquidation of annual leave.
Procedures
1. The employee balance of leave credits report will be distributed to all employees by May each year by the Department of Human Resources. All copies of correspondence with the employee and the employee balance of leave credit report will be kept in the employees leave file. 2. Employees are to review their report. If the employee disagrees, they must indicate on the report any discrepancies. The employee signs the balance of leave credits report and returns the document to the Department of Human Resources by April 30. If the report is not signed and returned, the employee is deemed to have agreed with the report. 3. The Department of Human Resources will follow up on any discrepancy, make necessary adjustments if applicable, and follow up with the employee in writing. 4. The Department of Human Resources will keep track to ensure that payouts have been entered prior to the last pay date for the month of May. 5. An employee requesting a cash liquidation of annual leave (request must be greater than five days) enters the request into HRIS self-service using the annual leave payout code. The Deputy Head approves or denies the request.

Public Service Regulations Sections 22-24, Vacation Leave Main Collective Agreement with UNW Article 17, Leave - General Article 18, Vacation Leave Article 22.13, School Year Employees Appendices A4, A6, A9
- 307 -
804a - Annual Leave Payout Senior Managers' Handbook Vacation Leave Excluded Employees' Handbook Vacation Leave Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/804a/default.htm
- 308 -
805 - Winter Bonus Days
805 - Winter Bonus Days

Introduction
1. An employee who has requested and is granted annual leave between October 1 and March 31 of any year shall be granted one winter bonus day, to a maximum of four days per fiscal year, for each five consecutive days of annual leave taken.
Application
1. These guidelines and procedures apply to all employees except casuals hired for less than four months, relief employees, education assistants, school year employees, community adult educators, college instructors, those employed by the NWT Power Corporation, and members of the NWT Teachers Association.
Guidelines
1. No more than four winter bonus days can be granted in one fiscal year. 2. Employees will be granted one winter bonus day, to a maximum of four, for each five consecutive days of annual leave taken between October 1 and March 31. Employees may liquidate annual leave plus statutory holidays totalling five (5) days, in order to be eligible to receive a winter bonus day. 3. Employees with a bank of statutory holidays may liquidate statutory holidays plus annual leave to entitle them to a winter bonus day, but only if the employee and Employer agree to schedule the banked holiday on the actual statutory holiday date(s) between October 1 and March 31. 4. Mandatory leave days are not counted when calculating the winter bonus day entitlement, but do not interrupt consecutive annual leave days. 5. Winter bonus days can be taken in the first week of April, if they are preceded by the qualifying annual leave days or annual plus designated paid holidays liquidated in March. 6. Winter bonus days cannot be carried over from year to year. In some instances, where an employees annual leave application is denied, the employee may use winter bonus days after March 31. Specifically, where an employee applies for annual leave and winter bonus days during the period of October 1 and March 31, and a. the leave application was received prior to December 15th; b. the leave was denied; and c. the Employee is prohibited from taking leave during the entire period from the date the leave form was submitted to March 31st. The employee shall be granted the equivalent number of winter bonus days he/she would have received had the original annual leave application been approved in accordance with these guidelines. The carried over winter bonus day must be taken in that fiscal year. The carried over winter day(s) can be taken on their own or in conjunction with annual leave days at any time during the fiscal year. When annual leave is approved but winter bonus days cannot be approved, the unapproved winter bonus day cannot be carried over for use at a later date.
- 310 -
Procedures
1. The Employee submits an application for leave form for annual leave. The winter bonus days must be included on the application for leave form.

Main Collective Agreement with UNW Article 18.08 Excluded Employees Handbook Winter Bonus Days Senior Managers Handbook Winter Bonus Days Last Updated: June 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/805/default.htm
- 311 -
806 - Sick Leave
806 - Sick Leave

Introduction
1. Sick leave is intended to protect an employees income when he/she is incapable of performing his/her duties due to non-occupational illness or injury.
Application
Definitions
1. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 2. Request for Time Off Work is the form to be used to request time off work. 3. Duty to accommodate means the Employers obligation to modify work or find alternative work for employees who are disabled or have disabling medical conditions. The duty to accommodate stems from Human Rights legislation that bans discrimination on the basis of disability and other prohibited grounds. The Employer must make every reasonable effort to accommodate employees, to the point of undue hardship. 4. Medical prognosis is a statement from a medical practitioner, which outlines the long or short-term impact of the employees medical condition on the employees ability to carry out all or some duties. The medical prognosis does not provide detailed information respecting the condition but provides information respecting the employees medically endorsed precautions and capabilities, as well as when and under what circumstances employees might return to work or continue to remain at work.
Guidelines
1. An employee who is recruited from the Public Service of Canada will receive credit for all sick leave credits earned but not taken by him/her prior to joining the Public Service of the Northwest Territories. Municipalities are excluded from this carry over provision. 2. Upon appointment to the Public Service, members of the NWT Teachers Association will be credited with unused sick leave credits earned with previous employers of teachers in the NWT (i.e., Yellowknife District No. 1 Education Authority or the Yellowknife Public Denominational District Education Authority). 3. All employees, except for teachers and relief employees, earn and accumulate sick leave credits at a rate of one and one-quarter days for each month in which they receive at least ten days pay. Deductions are made from the employee's accumulated credits as sick leave is used. 4. Employees do not earn sick leave while on a leave of absence without pay, including maternity leave; parental leave; deferred salary leave; and education leave, with or without allowances. 5. Retiring employees (55 years of age with 30 years of service or 60 years of age with two years of service, and eligible for an immediate annuity from Superannuation) who choose to use their severance as retirement leave to extend their service do not earn sick leave.
- 312 -
Human Resources Manual 6. Each full-time teacher will be advanced 15 days of sick leave at the start of the academic year. The advancement of credits will be prorated for teachers who do not work the full academic year. 7. Part-time teachers will earn one and one-half days sick leave credits on a prorated basis for each month of full-time equivalent employment. 8. A teacher who has the necessary sick leave credits will be granted sick leave with pay for illness or injury on a normal working day. A completed sick leave form must support the request. 9. If an employee has worked one-half day plus at least two hours and leaves work sick, there is no charge against his/her sick leave credits. 10. When an employee has worked at least two hours and is absent due to illness for more than one-half day but less than a full day, only one-half day is charged against credits. 11. UNW members and excluded employees may be granted casual leave with pay to a maximum of one day per occurrence without deduction from leave credits where the employees physician requires them to attend regular or recurring medical treatments and checkups. A physicians certificate indicating the frequency and duration of the appointments must support this type of leave. 12. A fractional entitlement of sick leave at the end of the academic year for NWTTA members will be increased to one-half day or to a full day if the entitlement is more than one-half day. 13. Where employees have insufficient leave credits, leave may be advanced to a maximum of 15 days negative balance upon approval of the Employer and where sick leave would have been approved had sufficient credits been available. These advanced sick leave days shall be charged against future credits as earned. 14. Where an employee ceases to be employed and his/her sick leave balance is negative, the negative hours will be recovered from the employee. The amount to be recovered will be obtained by multiplying the number of hours of unearned but used sick leave by the hourly rate of pay applicable to the employee immediately prior to the termination of his/her employment. The sick leave will be changed to sick leave without pay. 15. If an employee dies and his/her sick leave balance is negative, no recovery shall be made from the employees final pay or estate. 16. Where an employee chooses to have any type of elective procedure done, such as surgery, sick leave will not be applicable for the procedure or for the recovery time following the procedure. In this situation, the employee is not absent from the workplace due to illness. The employee would have to utilize another form of leave for the period of the surgery and associated recovery time. 17. An employee may be entitled to sick leave if there are subsequent related medical complications from an elective procedure, other than the normal recovery period, and the employee cannot perform the duties of his/her position. 18. At the Employers discretion, medical appointments prior to elective surgery and post surgery may be covered under casual leave, provided the absence is less than two hours (see Section 816 Casual Leave1). 19. To be granted sick leave, employees must satisfy the Employer that they are unable to perform the duties of their job because of illness or injury. In the majority of circumstances, this requirement is met by employees signing the statement found on the Request for Time Off Work form indicating that they were ill and as a result unable to perform their duties for the period of time requested. 20. Employees who are unable to report for work due to illness or injury are required to call their manager to request sick leave and to provide an indication of the expected length of the absence. In the event that the manager cannot be reached by phone, employees are responsible for contacting the managers supervisor to request sick leave, or for leaving a message indicating that they are ill and unable to report for work and providing a number at which they can be contacted. In unusual
1. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/816/default.htm
- 313 -
806 - Sick Leave circumstances such as hospitalization, a spouse or family member may call the manager to request sick leave on behalf of an employee. In some instances, sick leave may be conditionally approved. Conditional approval of sick leave is based on the information available at the time that sick leave is requested. Conditional approval of sick leave is not a guarantee that full approval will be granted when complete facts are known. 21. Employees who have insufficient sick leave credits may request sick leave without pay. The Employer may approve such an application where sick leave would have been approved had sufficient credits been available. Annual leave should not be used or approved to cover an employees absence due to sickness. If it is necessary to avoid financial hardship, sick leave without pay is approved and annual leave credits paid out (see Section 804 - Annual Leave Pay Out2). 22. Where a lengthy period of sick leave is requested or where an above average amount of sick leave is used, due to a medical condition, a manager, after consultation with Management and Recruitment Services, may request that the employee provide a medical prognosis to determine if the Employer needs to take action to support the return to work of employees or to accommodate employees medical situation upon their return. 23. In requiring a medical prognosis, the manager explains why the medical prognosis is being requested and provides additional information for the employee to relate to their physician that might be pertinent to the situation (such as a copy of the employees job description). A time limit is given and the letter specifically asks for information as to when employees can be expected to return to work and what duties they will be able to carry out upon return. 24. Where a medical prognosis is provided, it is reviewed by the manager in consultation with Management and Recruitment Services to determine an appropriate course of action, which could include assigning duties or responsibilities that would be within the medically identified and supported physical precautions and capabilities of the employee. 25. Employees who are absent from work due to illness or injury for a lengthy period (20 working days or more) must maintain contact with their manager on a regular basis (at least once a month). 26. In the event that the illness or injury is specific to the duties the employee performs, the Employer has the right to assign new duties that are within the employees skills, abilities and medical restrictions. 27. See also Section 802a Attendance Management3.
Procedures
1. An employee who is unable to report for work due to illness or injury is required to call his/her manager (or some other person authorized to provide conditional approval for sick leave), personally, at the start of the workday. The employee must request sick leave and provide an indication of the expected length of the absence. In some instances, sick leave may be conditionally approved. Conditional approval of sick leave is based on the information available at the time that sick leave is requested. Conditional approval of sick leave is not a guarantee that full approval will be granted when complete facts are known. 2. Immediately upon returning to work, the employee is required to complete a Request for Time Off Work form indicating the number of hours of leave requested. 3. Subject to verification of leave credits, the manager may approve the leave, request additional information in support of the application for leave or, if circumstances warrant, deny the leave.
2. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/804/default.htm 3. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/802a/default.htm
- 314 -

Public Service Regulations Section 25-29, Sick Leave Main Collective Agreement with UNW Article 20, Sick Leave Article 19.06 (2), Special Leave Collective Agreement with NWTTA Article 14, Sick Leave Senior Managers' Handbook Sick Leave Excluded Employees' Handbook Sick Leave Last Updated: October 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/806/default.htm
- 315 -
807 - Injury-on-Duty Leave
807 - Injury-on-Duty Leave

Introduction
1. The Government provides employees with injury-on-duty leave with pay when an employee is unable to work, due to an accident or illness directly related to their job or worksite. Injury-on-duty leave without pay is provided to cover extended periods of absence due to injury.
Application
Definitions
1. WCB means the Workers' Compensation Board. 2. Compensable Injury means an injury that qualifies for compensation under the Workers' Compensation Act. 3. Years Maximum Insurable Remuneration (YMIR) is the maximum earnings that are covered by the WCB.
Guidelines
1. An employee may apply for injury-on-duty leave when the WCB determines that the employee is unable to perform his/her duties because of: a. personal injury accidentally received in the performance of his/her duties and not caused by the employees willful misconduct; or b. sickness resulting from the nature of his/her employment; or c. over-exposure to radioactivity or other hazardous conditions in the course of his/her employment. 2. This leave is provided on a short-term basis to eligible employees up to 30 days. 3. In cases of extended absence, injury-on-duty leave without pay is granted and employees should pursue benefits under either long-term disability or disability insurance as appropriate. 4. Injury-on-duty leave with pay for beyond 30 working days is approved by the Deputy Head of the employing Department.
Procedures
1. Initially, the Employee completes an application for sick leave pending the approval of their WCB claim and the assignment of benefits to the Government.
- 316 -
Human Resources Manual 2. The departmental leave administrator verifies sick leave credits. 3. The supervisor approves the sick leave, making note that it will be converted to injury-on-duty leave when the appropriate documentation is received. 4. The injury-on-duty leave request must be supported by a statement from WCB that the Employee's accident or illness is a compensable injury. 5. If the claim is approved by the WCB, the employee must complete the assignment of benefits form (provided by WCB) to have the period of sick leave changed to injury-on-duty. If the WCB claim is denied, the employee will have to use sick leave credits or another type of leave credits if appropriate. 6. After 30 working days, WCB sends the benefit payments directly to the employee, unless special arrangements are made to continue the injury-on-duty with pay. 7. The employee is advised by his/her supervisor, in consultation with Management and Recruitment Services, if the injury-on-duty leave with pay continues, or if he/she should expect his/her payment directly from WCB. 8. The employee should contact his/her benefits officer as well, to ensure he/she understands his/her eligibility for disability insurances.

Public Service Regulations Section 38, Injury-on-Duty Leave Main Collective Agreement with UNW Article 21.02, Injury-on-Duty Leave Collective Agreement with NWTTA Article 15.02, Injury-on-Duty Leave Senior Managers' Handbook Injury-on-Duty Leave Excluded Employees' Handbook Injury-on-Duty Leave Last Updated: July 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/807/default.htm
- 317 -
808 - Maternity Leave

Attachments
Introduction
1. The Government of the Northwest Territories (GNWT) provides maternity leave to female employees who become pregnant.
Application
1. These guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation and the Northwest Territories Teachers Association.
Definitions
1. Human Resources means the Department of Human Resources, GNWT. 2. Maternity Leave Allowance is a benefit administered by the GNWT.
Guidelines
1. All pregnant employees are eligible for maternity leave without pay. The leave may begin as early as 17 weeks before the due date and end up to 17 weeks after the date of birth. 2. Maternity leave without pay may be granted whether or not the employee is eligible for or elects to apply for the Maternity Leave Allowance. 3. If a pregnant employee becomes ill during the 17 weeks of maternity leave prior to the expected date of birth, the employee has the option of using accrued sick leave credits for the period of illness, or going on maternity leave allowance. If the employee chooses to go on maternity leave allowance, the allowance will not commence until the employee is in receipt of Employment Insurance (EI) benefits (eight weeks prior to the birth of a child). 4. To be eligible for the maternity leave allowance, an employee must: have at least six months of continuous service; have applied for and been granted maternity leave; have applied for and been granted EI benefits; and sign an agreement with the GNWT to return to work on the date of the expiry of the maternity leave, and work for a minimum of six months after the expiry of the maternity leave 5. Maternity leave allowance is available for a maximum of 17 weeks. This includes the two week waiting period required by Human Resources and Skills Development Canada (HRSDC).
- 318 -
Human Resources Manual 6. The allowance will be added to regular EI benefits so the employee receives 93% of regular salary during the maternity leave allowance period. 7. The Employer is not responsible for any consequences of an employment insurance benefit overpayment nor is it responsible for providing any additional payments in respect of maternity leave should the employees benefits be affected by tax, employment insurance, or legislative provisions.
Procedures
1. The employee informs her supervisor in writing of her pregnancy at least four weeks before the expected start date of maternity leave. 2. The employee completes an application for leave form, attaches a certificate from her doctor and submits it to her supervisor for approval. The certificate must include the expected date of birth and state how long she can work before starting her leave. 3. The employee consults with her benefits officer at the nearest Human Resource Service Centre for information about maternity leave1 and how it affects other benefits. 4. If the employee wants to receive the maternity leave allowance, the Deputy Head and the employee sign an agreement2. The employee agrees to return to work on a specific date for a period of at least six continuous months. If an employee does not fulfill this commitment, the amount received as maternity leave allowance will be recovered on a pro-rated basis. Full-time employees must return to work for the equivalent of six months full time. Part-time employees must return to work for the equivalent of six months of their part-time hours prior to the maternity leave. Example: The employee was working full-time hours prior to maternity leave. The employee returns to work at 50%. The employee will have to work a full 1950 hours in order to fulfil the commitment of the agreement. 5. The Deputy Head approves the leave application for up to 17 weeks and forwards the approved leave form and the agreement to Human Resources for processing. 6. Where the employee has an agreement for maternity leave allowance, Human Resources starts pay action reflecting the approved dates and the agreement. The employee receives 93% of her weekly rate of pay for the two-week EI waiting period. For the remaining 15 weeks, payment will be the difference between the employment insurance benefit received and 93% of the weekly rate of pay. 7. Non-continuous employees whose leave crosses over the mandatory leave without pay period will continue to receive maternity leave allowance during the maternity leave period. 8. Maternity leave allowance payments will not be subject to the mandatory leave deduction. 9. The Department of Human Resources will issue a Record of Employment (ROE) to the employee on the last working day before her maternity leave begins. 10. At the employee's request, Human Resources sends the ROE directly to the local HRSDC office. 11. The employee applies to HRSDC for EI benefits. 12. The employee signs a release of information document3 authorizing HRSDC to provide EI information to the Department of Human Resources. 13. No employee shall be laid off, transferred or relocated while on, or within six months of her return from, maternity leave without the consent of the employee and the Employer.
1. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/808/documents/MaternityLeaveQ&A.pdf 2. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/808/documents/MaternityParentalLeaveAgreement.doc 3. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/808/documents/MaternityReleaseofInformation.doc
- 319 -

Main Collective Agreement with the UNW Article 21.04, Maternity Leave Senior Managers' Handbook Maternity Leave Excluded Employees' Handbook Maternity Leave Last Updated: May 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/808/default.htm
- 320 -
808a - Maternity Leave For NWTTA Employees
808a - Maternity Leave For NWTTA Employees

Introduction
1. The Government provides maternity leave to female employees who become pregnant.
Application
1. These guidelines and procedures apply to all Northwest Territorial Teachers Association (NWTTA) employees.
Definitions
1. Human Resources means the Department of Human Resources, GNWT. 2. Maternity Leave Allowance is a benefit administered by the GNWT. 3. Weekly Rate of Pay is the employees annual salary divided by 52.
Guidelines
1. All pregnant employees are eligible for maternity leave without pay. The leave may begin as early as 11 weeks before the due date and end up to 26 weeks after the date of birth. 2. Maternity leave may be granted whether or not the employee is eligible for or elects to apply for the Maternity Leave Allowance. 3. A classroom teacher may request personal leave without pay at the termination of maternity/parental leave to cover off the rest of the school term under certain conditions. See HRM 814 Leave Without Pay. 4. If a pregnant NWTTA employee becomes ill during the 11 weeks of maternity leave prior to the expected date of birth, the employee has the option of using accrued sick leave credits for the period of illness or going on Maternity Leave Allowance. If the employee chooses to go on Maternity Leave Allowance, the Allowance will not commence until the employee is in receipt of Employment Insurance (EI) benefits (eight weeks prior to the birth of a child). 5. To be eligible for the Maternity Leave Allowance, an employee must: a. have at least six months of continuous service; b. have applied for and been granted maternity leave; c. have applied for and been granted EI benefits; and d. sign an agreement with the GNWT to return to work on the date of the expiry of the maternity leave, and work for a minimum of six months after the expiry of the maternity leave. 6. Maternity Leave Allowance is available for a maximum of 17 weeks. This includes the two-week waiting period required by Human Resources and Skills Development Canada (HRSDC).
- 322 -
Human Resources Manual 7. The allowance will be added to regular EI benefits so the employee receives 93% of regular salary during the Maternity Leave Allowance period. 8. The Employer is not responsible for any consequences of an employment insurance benefit overpayment nor is it responsible for providing any additional payments in respect of maternity leave should the employees benefits be affected by tax, employment insurance, or legislative provisions.
Procedures
1. The employee informs her supervisor in writing of her pregnancy at least 15 weeks before the expected start date of maternity leave. 2. The employee completes an application for leave form, attaches a certificate from her doctor and submits it to her supervisor for approval. The certificate must include the expected date of birth and state how long she can work before starting her leave. 3. The employee consults with a benefits officer at the nearest Human Resource Service Centre for information about maternity leave1 and how it affects other benefits. 4. If the employee wants to receive the Maternity Leave Allowance, the Deputy Head and the employee sign an agreement2. The employee agrees to return to work on a specific date for a period of at least six continuous months. If an employee does not fulfill this commitment, the amount received as Maternity Leave Allowance will be recovered on a pro-rated basis. Full-time employees must return to work for the equivalent of six months full time. Part-time employees must return to work for the equivalent of six months of their part-time hours prior to the maternity leave. 5. The Deputy Head approves the leave application for up to 37 weeks and forwards the approved leave form and the Agreement to Human Resources for processing. 6. Where the employee has an agreement for Maternity Leave Allowance, Human Resources starts pay action reflecting the approved dates and the Agreement. The employee receives 93% of her weekly rate of pay for the two week EI waiting period. For the remaining 15 weeks, payment will be the difference between the employment insurance benefit received and 93% of the weekly rate of pay. 7. Human Resources will issue a Record of Employment to the employee on the last working day before her maternity leave. 8. At the employee's request, Human Resources sends the Record of Employment directly to the local HRSDC office. 9. The employee applies to HRSDC for EI benefits. 10. The employee signs a Release of Information document3 authorizing HRSDC to provide EI information to the appropriate pay office.

Collective Agreement with the NWTTA Article 15.04, Maternity Leave??????????? Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/808a/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/808a/documents/MaternityLeaveQ&A.pdf 2. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/808a/documents/MaternityParentalLeaveAgreement.pdf 3. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/808a/documents/MaternityReleaseofInformation.pdf
- 323 -
809 - Parental Leave
809 - Parental Leave

Introduction
1. The Government provides parental leave benefits to an employee who has, or will have, in his/her care and custody, his/her newborn child or who adopts a child.
Application
1. These guidelines and procedures apply to all employees except those employed by the NWT Power Corporation.
Definitions
1. Benefits officer is an employee in the Benefits Section with the Client Services Division of the Department of Human Resources. 2. Client Services means the Client Services Division of the Department of Human Resources. 3. HRSDC is Human Resources and Social Development Canada with the Government of Canada. 4. HRIS is the Human Resource Information System. 5. Employee-couple means a couple that are both employed in the Public Service 6. Parental leave is leave provided to either or both parents to spend time with their newborns or to allow adoptive parents time to care for their adopted child and to give both the family and the child an opportunity to adapt to each other. 7. Payroll Office means the Payroll Section of the Client Services Division of the Department of Human Resources. 8. ROE means a record of employment. The Government of the Northwest Territories (GNWT) must complete a ROE whenever there is an interruption of employee earnings. A ROE must be issued even if the employee has no intention of filing a claim for EI benefits. 9. ROE Web is a web application that enables the GNWT to create and print a ROE using Internet technology and submit it to HRSDC electronically. 10. EI is the Employment Insurance benefits received from the Government of Canada.
Guidelines
1. Parental leave without pay is available to male and female employees who: a. have or will have the actual care and custody of his/her newborn child; b. have commenced proceedings to adopt a child and have actual care and custody of that child; or c. obtain an order for the adoption of a child. 2. To be eligible for parental leave with a parental leave allowance an employee must:
- 324 -
Human Resources Manual a. have at least six months of continuous service with the GNWT; b. have applied for and been granted parental leave; c. provide proof that he/she has applied for and is receiving EI benefits; and d. sign an agreement with the GNWT, to return to work on the date of the expiry of the parental leave, and work for a minimum of six months after the parental leave. 3. Parental leave without pay can be taken for a single period up to 37 consecutive weeks. The leave must be taken during the 52-week period immediately following the day the child is born or, in the case of adoption within the 52-week period from the date the employee has care and custody of the child. 4. For members of the NWTTA parental leave without pay can be taken for a single period up to 26 consecutive weeks. The leave must be taken during the 52-week period immediately following the day the child is born or, in the case of adoption, within the 52-week period from the date the employee has care and custody of the child. 5. An employee who takes maternity leave may also take parental leave, in which case, the parental leave must be taken immediately following the maternity leave. The total amount of maternity and parental leave combined cannot exceed 52 weeks. 6. Where an employee on maternity leave has applied for and been granted parental leave, she may, at her request, receive the parental leave allowance immediately after termination of the maternity allowance. 7. Parental leave may be shared by an employee-couple. 8. When an employee-couple takes parental leave, payment of the parental leave allowance shall not exceed a total of 17 weeks for both employees combined, and parental leave with or without allowance taken by an employee-couple shall not exceed a total of 37 weeks for both employees combined. The requirement to return to work is six months for each employee. 9. For members of the NWTTA when parental leave is taken by an employee-couple, payment of the parental leave allowance shall not exceed a total of 17 weeks for both employees combined and parental leave with or without allowances taken by an employee-couple shall not exceed a total of 26 weeks for both employees combined. The requirement to return to work is six months for each employee. 10. Parental leave utilized by an employee-couple, in conjunction with maternity leave, shall not exceed a total of fifty-two (52) weeks for both employees combined. 11. The time for which an employee is entitled to parental leave does not increase if the employee is adopting more than one child or is the natural parent of more than one newborn child (i.e., twins, triplets, etc.). 12. Parental leave can be taken with or without allowances. 13. Parental leave allowance is available for up to 17 weeks. This includes the two-week waiting period required by HRSDC. 14. Parental leave allowance "tops up" regular EI benefits so the employee receives 93% of regular salary during the period. 15. The Employer is not responsible for any consequences of an employment insurance benefit overpayment, nor is it responsible for providing any additional payments in respect of parental leave should the employee's benefits be affected by tax, employment insurance, or legislative provisions. 16. Aboriginal custom adoptions are outline in the Aboriginal Custom Adoptions Recognition Act and regulations.
- 325 -
809 - Parental Leave 17. An employees increment date will be moved if the employee takes more than six months parental leave or a combination of parental leave and other leave without pay for more than six months. 18. Parental leave is counted for the calculation of continuous employment and continuous service.
Procedures
1. An employee requesting parental leave shall make every effort to provide reasonable notice. A UNW employee who intends to request parental leave shall notify his/her supervisor in writing at least four weeks prior to the expected date of the commencement of parental leave. In the case of an adoption, the employee shall notify their supervisor as soon as the application for adoption has been approved by the adoption agency or legal guardianship and custody papers have been drawn. HRSDC approval for parental leave is also required. 2. The employee completes a request for time off work form, provides proof of the birth of the child or the adoption order or other authorizing document, and submits it to their supervisor for approval. Authorizing documents for Aboriginal custom adoptions can be a signed copy of the Aboriginal Custom Adoption Recognition Act Certificate, statutory declaration from the birth mother or a signed and dated letter from an authority within the community (i.e., police officer, social service worker, nurse). 3. The employee consults with a benefits officer about parental leave and how it affects his/her other benefits. Answers to some commonly asked questions1. 4. If the employee wants to receive the parental leave allowance, the Deputy Head and the employee sign a Parental Leave Agreement2. The employee agrees to return to work on a specific date for a period of at least six months. If the employee does not fulfil his/her commitment, his/her allowance will be recovered on a pro-rated basis proportionate to the period of time the employee returned to work. 5. The Deputy Head approves the leave application for up to 37 weeks, or for NWTTA members 26 weeks. The Department forwards the leave application to Client Services. The benefits officer enters the leave into the HRIS. 6. Client Services starts the pay action reflecting the approved dates and parental leave agreement. Employees receive 93% of their weekly rate of pay for the two-week EI waiting period. For the remaining 15 weeks, payment will be for the difference between the EI benefit received and 93% of the weekly rate of pay. 7. Where an employee takes parental leave in conjunction with maternity leave, payment will be for the difference between the employment insurance benefit received and 93% of the weekly rate of pay for 17 weeks. 8. The Payroll Office issues a record of employment (ROE) to the employee on the last working day before his/her parental leave, or maternity leave in instances where an employee takes both maternity leave and parental leave. 9. The Payroll Office uses ROE Web to complete the ROE. The employees copy is mailed to the employees home address. The employee may request to pickup the ROE instead of having it mailed. HRSDC can access the ROE online. 10. The employee applies to the local HRSDC office for EI benefits. 11. The employee signs a release of information document3, authorizing HRSDC to provide EI information to the Government of the Northwest Territories.
1. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/809/documents/ParentalLeaveQ&A.pdf 2. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/809/documents/ParentalLeaveAgreement.pdf 3. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/809/documents/ParentalLeaveReleaseofInformation.pdf
- 326 -
Human Resources Manual 12. Client Services places the approved parental leave form, the parental leave agreement and all other documentation relating to the parental leave in the employees personnel file. 13. The employee notifies Client Services to add dependent(s) to his/her extended health and dental plan after the birth or adoption of a child.

UNW Collective Agreement Article 21.05, Parental Leave Collective Agreement with the NWTTA Article 15.05, Parental Leave Senior Managers' Handbook Parental Leave Excluded Employees' Handbook Parental Leave Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/809/default.htm
- 327 -
810 - Civic Leave
810 - Civic Leave

Introduction
1. The Government allows employees to take time off from work to serve as members of community councils, public boards and committees. 2. The Government allows eligible employees to attend treaty day celebrations.
Application
1. These guidelines and procedures apply to all employees, except casuals, and those employed by the NWT Power Corporation.
Definitions
1. Official functions, meetings or hearings mean minuted meetings, in-camera sessions or public hearings that have been organized and are directly related to the functioning of the organization and its core business. Training sessions, seminars, general assemblies, or attendance at various functions as a representative of an organization are not official functions. 2. Public service organizations, boards or aboriginal organizations mean those specifically identified in the guidelines section. This is an exhaustive list.
Guidelines
1. Employees are expected to make every reasonable effort to schedule civic duties outside of working hours. 2. Civic leave is limited to 15 days per fiscal year per employee. Employees do not earn civic leave credits. 3. Civic leave will be granted only where operational requirements permit the employee's absence. 4. Civic leave can only be granted in situations where the employee has requested and received prior approval from the Deputy Head to be a member of the approved organization as required by the GNWT Code of Conduct. 5. An employee who is elected or appointed to the identified public service organizations may be permitted civic leave to participate in the official functions of these organizations. Deputy Head approval for involvement in civic activities does not guarantee approval of civic leave. 6. Civic leave is NOT provided to attend official meetings, conferences or training on behalf of an identified organization. For example, attending a meeting with a local business as a representative of the town council or as a representative of a band at a Water Board hearing or attending an annual conference is not appropriate use of civic leave. 7. Civic leave may be approved under the following circumstances: a. an employee requests leave to attend official functions or meetings of the following public service organizations:
- 328 -
Human Resources Manual i. Settlement councils, hamlet councils, band councils, town councils, city councils, community councils and community justice committees. (These organizations are encouraged to continue conducting meetings on weekends or after normal working hours); ii. Local education authorities and school boards (including the NWT School Trustees Association); iii. Social assistance appeal committees; iv. NWT Association of Municipalities; v. St. John Ambulance. b. an employee has been appointed to one of the following Public Service Boards and requests leave to attend hearings or official meetings: i. Apprentice and Tradesman Qualification Board; ii. Caribou Management Board (Federal and Territorial Governments); iii. Dehcho Health and Social Services Board; iv. Tlicho Community Services Agency; v. Forest Fire Management Board; vi. Fort Smith Health and Social Services Board; vii. Hay River Community Health Board; viii. Inuvik Regional Health and Social Services Board; ix. NWT Status of Women Council; x. NWT Arts Advisory Council; xi. NWT Legal Services Board; xii. NWT Liquor Licensing Board; xiii. NWT Public Utilities Board; xiv. NWT Social Assistance Appeal Board; xv. NWT Water Board; xvi. Science Institute; xvii. Stanton Territorial Health Board; xviii. Workers' Compensation Board; xix. NWT Literacy Council Board. c. an employee is an executive member or a board member of a native organization and requests leave to attend official meetings of the following organizations or their affiliates: i. Dene Nation; ii. Metis Nation; iii. Native Womens' Association of the NWT; iv. Native Communications Society of the Western NWT; v. NWT Friendship Centres; - 329 -
810 - Civic Leave vi. NWT Native Arts & Crafts Society. d. Dene employees with treaty status who request one-half day leave per year to attend treaty day celebrations in their community. Distribution of treaty cheques is considered a celebration. e. On the anniversary date their particular land claim was signed, employees who are land claim beneficiaries may request one day of leave per year to attend land claim celebrations in their community of residence. A beneficiary is defined as a person enrolled as a participant in a land claim pursuant to the terms and conditions of eligibility stated in the claim's final agreement. 8. Travel time required to participate in a function approved for civic leave is included in the civic leave entitlement. This applies when an employee must travel between the normal place of work and the destination. Duty travel does not, under any circumstances, apply to activities related to civic leave. 9. Civic leave may be granted with or without pay depending upon the circumstances: a. Where the employee will receive an honorarium equal to or greater than the daily rate of pay, civic leave is granted without pay; b. Where the employee is entitled to an honorarium which is less than the daily rate of pay, civic leave will be granted with pay and the employee must relinquish the entitlement to any honorarium; c. Where an honorarium is not received, leave is granted with full pay; d. For appointments under 12(b) that may be considered an extension of the employee's duties, the employee is deemed to be "on-duty" when attending hearings.
Procedures
1. An employee submits an application for civic leave with attached supporting documentation (i.e., letter from organization about board meeting). 2. The Deputy Head approves or denies the request. 3. Where civic leave is granted without pay, a copy of the Deputy Head's approval is sent to the appropriate pay office to ensure that the appropriate pay action is initiated.

Executive Council Record of Recommendation 82-29-11, Civic Leave Directive Ministerial Direction Minister's Statement, June 25, 1991 Minister's Letter, March 29, 1995 GNWT Code of Conduct, 2005 Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/810/default.htm
- 330 -
811 - Special Leave
811 - Special Leave

Introduction
1. The Government realizes that employees may require time off during celebratory occasions or unfortunate circumstances. Special leave may apply in some of these situations.
Application
1. These guidelines apply to all employees, except employees of the NWT Power Corporation.
Definitions
1. Immediate family is defined as an employees father, mother, brother, sister, spouse, child, father-in-law, mother-in-law, son-in-law, daughter-in-law, grandparent, and all relatives permanently residing with the employee. For employees in the UNW bargaining unit, excluded and management employees, this definition also includes common law spouse, grandchild, sister-in-law, brother-in-law, stepchild and foster child. For employees in the NWTTA bargaining unit this definition also includes a relative who acted as the employees guardian for at least 10 years prior to the employee reaching the age of majority. 2. Spouse means a person, regardless of gender, who is married to an employee, or has lived together in a conjugal relationship outside of marriage and the employee represents that person as his or her spouse.
Guidelines
1. Employees earn one-half day of special leave credits for each calendar month in which they receive ten days of pay. An employee may have a maximum credit of 30 special leave days at any one time. As credits are used, they continue to be earned up to the maximum. 2. Special leave shall be approved in the following cases for: a. UNW, excluded and senior management employees: i. Up to five consecutive days when there is a death in the employees immediate family. The employee may be granted up to three additional days special leave for the purpose of travel; ii. Up to five consecutive days on the occasion of an employee's marriage; iii. Up to three days for the birth of their child or the adoption of a child. The leave may be divided into two parts and taken on separate days; iv. Up to three days to allow an employee to attend the funeral of the employees aunt, uncle, niece or nephew; and v. Special leave will be granted for time lost through quarantine. A medical certificate is required.
- 332 -
Human Resources Manual b. NWTTA employees: i. Up to five consecutive working days where there is a death in the employees immediate family; ii. Three days to attend the funeral of the employees brother-in-law or sister-in-law; iii. Three days on the birth of an employees child or the subsequent return of the employees family to their place of residence if the child is born during the academic year; the days may be divided into parts and taken on separate days; iv. Three days on the adoption of a child if the child is adopted during the academic year, the days may be divided into parts and taken on separate days; v. Two days for a teachers wedding or graduation, the wedding of the teachers child, or the graduation of the teachers spouse or child; and vi. Up to five consecutive working days if the employee is unable to report to work as a result of an illness in the immediate family where a medical certificate supporting the illness is provide. 3. Special leave may be approved for up to five consecutive working days when: a. UNW, excluded and senior management employees: i. Where a member of the immediate family requires surgery or becomes ill (not including childbirth) and the employee is required to care for or be a non medical escort for his/her dependents or the sick person. ii. Where a member of the immediate family becomes seriously ill; and iii. Special circumstances not directly attributable to the employee, prevent the employee from reporting to duty, including: a. Serious household domestic emergencies (i.e., pipes freeze, furnace goes out, or babysitter cancels with less than 48 hours notice). For example, an employee wakes-up in the morning to find his/her hot water tank leaking. The employee needs to immediately deal with the matter (likely by calling in a plumber for assistance). Once the plumber arrives to begin work on the problem, the emergent nature of the situation is deemed to have past. The employee is required to report for work or utilize another form of leave such as annual or lieu; b. A transportation problem caused by weather if the employee makes every reasonable effort to report for duty. Weather turning bad when an employee is on a boating or snowmobile trip is not considered a transportation problem caused by weather. Transportation in and out of the north either by air or ground can be difficult due to a number of factors including weather conditions, road conditions, ferry operations, mechanical problems, etc. When traveling employees need to be aware of the risks involved with their travel plans and schedule sufficient travel time to ensure their return for duty as scheduled; and c. Serious community emergency if the employee is required to provide assistance. The Deputy Head may grant leave with or without pay in emergency or unusual situations that affect the entire community such as threat by fire or flood and impending evacuation. The approval of this leave is very rare. iv. There is a general value to the Public Service such as where an employee:
- 333 -
811 - Special Leave a. Takes an examination, which will improve his/her position or qualifications in the Public Service; b. Attends his/her university convocation, if he/she have been continuously employed for at least one year; c. Attends a course in civil defence training (Northern Rangers or reserve training); and/or d. Requires a medical examination for enlistment in the Armed Forces or for a veterans treatment program. Such leave will not be unreasonably withheld. b. NWTTA: If sufficient credits are available, the Employer may grant special leave to employees in the following circumstances: i. if circumstances not directly attributable to the employee, including illness in the immediate family, prevent reporting for duty. The Superintendent of Education will grant the leave if the request is reasonable under the circumstances; ii. serious household or domestic emergencies; iii. a general transportation tie up caused by weather if the employee makes every reasonable effort to report for duty; iv. serious community emergencies if the employee is required to help; v. to attend divorce, separation, custody or adoption proceedings before a court of law as a party to such action; vi. under specific circumstances, to extend the leave for a death in the immediate family; vii. up to one day of special leave at the employees discretion upon adequate notice to the supervisor subject to: a. operational requirements; b. the leave not being taken in conjunction with any holidays except with the approval of the Board Director/Superintendent; and c. a deduction from pay equivalent to article A1.08(2) 4. Special leave does not apply in the following circumstances: a. taking care of damaged property outside the community of employment; b. being stranded due to mechanical problems with a ferry, plane, car, snowmobile, boat, etc; c. death of anyone other than immediate family as described in the definition section of this document for each employee type; d. reaffirmation of marriage vows; e. moving residences; f. attendance at drug/alcohol rehabilitation programs; g. babysitting problems where there has been at least 48 hours advance notice; h. babysitting for friends or family who are ill or out of town; - 334 -
Human Resources Manual i. taking relatives, friends or coworkers to the airport; j. presenting or attending courses that are not job related or of general value to the public service; and k. caring for or taking family pets to the veterinarian or other appointments. 5. Where circumstances warrant, Deputy Heads may approve additional days of special leave. The Deputy Head may approve a doubling of the special leave for the situation, to a maximum of ten days special leave. 6. In catastrophic circumstances, Deputy Heads may approve up to the maximum of the employees banked special leave (maximum of 30 days). Catastrophic circumstances are events that cannot necessarily be predicted, but are often characterized by the following: a. An event covered by the special leave provisions that requires the employee to spend significant periods of time away from work with family members; Example: A car accident involving several family members where those family members are seriously injured. or b. An event covered by the special leave provisions that requires the employee to leave the home community to be with their family member for a significant period of time. 7. Special leave credits up to six days can be advanced to employees who have insufficient credits. This is at the discretion of management and should only be considered in situations where special leave would normally be granted. 8. Employees on retirement (severance) leave, under suspension or on leave without pay (LWOP) do not earn special leave credits. Employees on LWOP who are receiving an allowance do not earn special leave credits (including maternity, parental, education, and deferred salary leave). 9. Where an employee ceases to be employed and his/her special leave balance is negative, the negative hours will be recovered from the employee. The special leave will be changed to leave without pay. 10. If an employee dies and his/her special leave balance is negative, no recovery shall be made from the employees final pay or estate.
Procedures
1. An employee emails a request for leave to their supervisor with an explanation of the reason for the special leave as outlined by the Department, Board or Agencies use of self service or leave form. Verification of the employees special leave entitlement is completed prior to submission for supervisor approval through self service. 2. If requested by the supervisor, an employee will provide supporting documentation (i.e., medical certificate for sick child, letter requesting employees presence at civil defence courses, etc.) for special leave requests. Death certificates are only required in unusual circumstances. 3. If an employee is taking a high amount of special leave to care for sick children, managers should suggest that this responsibility be shared with the spouse and require medical certificates for sick children (see Section 802a Attendance Management1). 4. The supervisor may seek advice from the Human Resource Client Service Manager on the appropriate application of special leave.
1. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/802a/default.htm
- 335 -
811 - Special Leave 5. If special leave is applicable, the supervisor will recommend approval by the person with approval authority (Director or Deputy Head). 6. The Department of Human Resources will provide a quarterly report on special leave usage to Deputy Heads to monitor consistency of special leave approved in catastrophic circumstances.

Public Service Regulations Sections 30-32, Special Leave Collective Agreement with the UNW Article 2, Interpretations and Definitions Article 19, Special Leave Collective Agreement with the NWTTA Article 2, Interpretation and Definitions Article 13, Special Leave Senior Managers' Handbook Special Leave Excluded Employees' Handbook Special Leave Human Resource Manual Section 702a, Attendance Management Last Updated: September 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/811/default.htm
- 336 -
812 - Other Leave With Pay
812 - Other Leave With Pay

Introduction
1. A Deputy Head may grant an employee leave with pay for other types of leave.
Application
Definitions
1. Place of Work means any place where an employee is engaged in work for the Employer. 2. Other Leave With Pay is a leave of absence with pay without charge against leave credits.
Guidelines
1. Requests for leave with pay may be approved for the following: a. Court leave; b. Leave to lecture in a field of employment; c. Examination leave; d. Union business; e. Sporting events; or f. Firefighting and Civil Air Search and Rescue Training (CASAR). 2. Other than court leave, leave with pay will be granted only where operational requirements permit the employees absence. Court Leave 0. Leave of absence with pay without any charge against leave credits is given to every employee who is required for the following reasons: a. to serve on a jury; or b. to attend, on subpoena or summons, as a witness in any proceeding held authorized by law to compel the attendance of witnesses, including: i. a court, judge, justice, magistrate or coroner; ii. the Senate or House of Commons of Canada, or a committee of the Senate or House of Commons, other than in the performance of duties of the employees position; iii. before the Executive Council or Legislative Assembly or any committee that is authorized by law to compel the attendance of witnesses before it; and - 338 -
Human Resources Manual iv. before an arbitrator, umpire or a person or body of persons authorized by law to make an inquiry and to compel the attendance of witnesses before it. 1. An application for court leave must be supported by submission of the appropriate subpoena or summons. 2. Court leave does not apply to proceedings in which an employee, except teachers, is a party, be it plaintiff, dependant, petitioner or respondent, (i.e. divorce, suing a landlord, adoption proceedings, etc.). 3. Employees on leave without pay or under suspension are not eligible for court leave. Leave to Lecture in a Field of Employment 0. A Deputy Head may grant leave with pay with no charge against leave credits to an employee who is invited to give courses or lectures on matters related to the employees field of employment or to take part in seminars or conventions pertaining and related to employment where operational requirements permit the employees absence. Examination Leave 0. Employees with the NWTTA who wish to write examinations that a university required be written during school hours are entitled to leave with pay for the time required to write the examination at their place of employment. 1. UNW, excluded and senior management employees may use special leave for this purpose. NWTTA/UNW Business 0. Where operational requirements permit, employees who are representatives of the UNW or NWTTA may be granted reasonable time off with pay to attend to association or union business. 1. Time off with pay may be provided to UNW or NWTTA representatives for the following purposes: a. to attend arbitration hearings or mediations dealing with disputes or grievances on behalf of the association; b. to be a member of an association or union bargaining team during contract negotiations and for preparation for contract negotiations; and c. to attend meetings between an association or union members and a management representative. 2. In all other circumstances, time off for UNW or NWTTA business is leave without pay and requires the Deputy Heads prior approval. Sporting Events 0. The Government actively supports and encourages participation in the following sporting events: a. Arctic Winter Games; b. Canada Summer Games; c. Canada Winter Games; and d. North American Indigenous Games.
- 339 -
812 - Other Leave With Pay 1. Employees who compete as athletes or are officially designated as coaches, managers or head officials may be granted leave with pay with no charge against credits up to a maximum of eight working days per year to attend preliminary trials and any one session of the games where operational requirements permit the employees absence. 2. The Government also actively supports and encourages participation in national youth competitions. 3. An employee who is officially designated as a coaches, managers or the head officials at national youth competitions may be granted leave with pay with no charge against credits up to a maximum of five working days per year where operational requirements permit the employees absence. 4. Employees needing additional leave to take part in such games must either use annual leave or lieu time. 5. Due to the nature of casual employment, operational requirements may not permit casuals to take this leave. Firefighting and Civil Air Search and Rescue (CASAR) 0. Up to five days with pay per fiscal year may be granted to employees who are taking firefighting training and/or CASAR training where operational requirements permit the employees absence. 1. Employees of the NWTTA may be granted leave with pay for purposes other than those specified in NWTTA Collective Agreement including military or civil defense training, firefighting service and emergencies affecting the community or place of work. 2. UNW, excluded and senior managers may be granted special leave with or without pay for emergencies affecting the community or place of work including firefighting.
Procedures
1. An employee requests in writing leave with pay with attached supporting documentation (i.e. subpoena, summons, sports team registration documents). 2. The documentation is attached to the attendance register. 3. The Deputy Head approves or denies the request.

Public Service Regulations Section 35, Court Leave Main Collective Agreement with UNW Article 21.01, Court Leave Article 12, Time off for Union Business Collective Agreement with the NWTTA Article 15.01, Court Leave Article 15.07, Pedagogic Leave Article 15.09, Examination Leave Article 15.10, Leave for Other Purposes Senior Managers Handbook Court Leave
- 340 -
Human Resources Manual Excluded Employees Handbook Court Leave Last Updated: November 2009 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/812/default.htm
- 341 -
813 - Time Off With Pay

Introduction
1. Under certain circumstances employees are entitled to time off with pay without having to complete an application for leave and there is no charge against leave credits.
Application
Definitions
1. Part-time employment is employment on a continuing basis for hours less than the standard work day, week or month.
Guidelines
1. Time off is administered in accordance with the provisions set out in the specific authorities in the following situations: a. statutory holidays; b. voting in elections; c. employment interviews in the NWT Public Service; d. rest periods; e. wash-up time; and f. special occasions.
Statutory Holidays
1. The days to be observed as paid holidays for employees, except those in the NWTTA are: a. New Year's Day; b. Good Friday; c. Easter Monday; d. Victoria Day; e. National Aboriginal Day, or for those employees working and normally residing in Nunavut, Nunavut Day; f. Canada Day; g. The first Monday in August; h. Labour Day; - 342 -
Human Resources Manual i. Thanksgiving Day; j. Remembrance Day; k. Christmas Day; and l. Boxing Day. These days are not scheduled as part of the school year for employees in the NWTTA. 2. When a designated paid holiday falls on a day of rest, it will be moved to the employees, except shift workers, first working day following the day of rest. 3. Employees, except teachers, will not be paid on a statutory holiday if they were absent without pay on both the working day prior and after the holiday. 4. Part-time employees are entitled to statutory holidays on a pro-rated basis based on the standard yearly hours worked. For example: a. An employee works Tuesday to Friday for 7.5 hours per day. The employee works 1560 hours yearly vs. the standard yearly hours of 1950 (80%). b. The Labour Day holiday is on Monday, a day of rest for the part-time employee. c. The statutory holiday is moved to the employees first working day following the holiday. The employees next working day is Tuesday. d. The employee is entitled to 80% or six hours of the statutory holiday not the entire 7.5 hours. When the employee takes his/her statutory holiday on Tuesday, he/she is only entitled to six hours for the statutory holiday and would be required to work the remaining 1.5 hours. Alternatively, the employee could take another form of leave for the 1.5 hours such as annual or lieu. e. If the supervisor requires the employee to work on Tuesday, the six hours would be at overtime rates.
Voting in Elections
1. Time off for voting is provided to employees eligible to vote in a federal, territorial or municipal election. a. Federal Elections and Referenda: Under the provisions of the Canada Elections Act, employers shall provide employees eligible to vote in a federal election with time off so as to allow for three consecutive hours to vote during the hours the polls are open. b. Territorial/Provincial Elections: Under the provisions of the Northwest Territories Elections Act, employees eligible to vote in a territorial election shall be granted time off so as to allow for three consecutive hours to vote during the hours the polls are open. Employees eligible to vote in a provincial election, by virtue of their work location, shall be governed by the provisions of the applicable provincial statute. c. Municipal Elections: The Deputy Minister of Human Resources may provide eligible employees time off to vote in municipal elections.
Personnel Selection Process

1. An employee who is a candidate for a position in the Public Service, or an employee on lay-off notice who is being interviewed by a prospective employer, shall be granted leave of absence with pay. The leave will be for the period during which the employee's presence is required for such purposes and includes reasonable travel time.
- 343 -
Rest Periods
1. Employees are entitled to a 15-minute paid rest period in every four or three and one-half consecutive hours worked as appropriate. Scheduling of the rest period is subject to the supervisor's approval.
Wash-Up Time
1. Employees in labour and trades occupations are allowed ten minutes to wash-up at the end of their shift. This may be extended in unusual circumstances to 15 minutes by the supervisor.
Special Occasions
1. Time off on special occasions, such as Royal Visits, is at the discretion of the Deputy Minister of Human Resources. The conditions under which time off is granted are specified on each occasion. 2. The Deputy Minister of Human Resources grants employees an annual one half-day holiday in communities that hold a winter carnival. The community should make requests for the one half-day holiday at least 72 hours before the event.
Procedures
1. Employees notify their supervisor when participating in the selection process. 2. The Department of Human Resources notifies employees of dates and times for voting and of special occasions.

Public Service Act Section 35, Holidays Main Collective Agreement with UNW Article 16, Designated Paid Holidays Senior Managers' Handbook Statutory Holidays Excluded Employees' Handbook Holidays Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/813/default.htm
- 344 -
813a - Mandatory Leave with Pay
813a - Mandatory Leave with Pay

Introduction
1. Employees are entitled to take up to five days mandatory leave with pay (MLWP) each fiscal year.
Application
1. These guidelines and procedures apply to all employees except relief employees, members of the Northwest Territories Teachers Association and those employed by the Northwest Territories Power Corporation.
Definitions
1. Non-continuous positions are positions in government that are not required to provide service between December 19 and January 5 (Government of the Northwest Territories (GNWT) operations shut-down period). 2. Continuous positions are those positions that are required to provide service during the period December 19 to January 5, due to legal or operational requirements.
Guidelines
1. Part time employees will have their entitlement pro-rated. 2. The five days MLWP cannot be carried over from one fiscal year to the next fiscal year. Non-Continuous Positions The following apply to employees in non-continuous positions or assigned non-continuous work: 0. Non-continuous employees will take the five days MLWP on days set by the Employer as the GNWT operations shut-down period. 1. Employees on leave without pay immediately before and after the GNWT operations shut-down period are not entitled to and do not receive the five days MLWP. Employees must work, or be on paid leave, the day immediately preceding or following the days set by the Employer to be eligible for the MLWP days. Exceptions are made for employees whose leave without pay has been granted under Article 12 (time off for union business) of the Union of Northern Worker (UNW) Collective Agreement. 2. Employees in non-continuous positions will be provided with the five days MLWP no matter what their start date in that fiscal year. However, employees in non-continuous positions are only entitled to receive the five days MLWP during the GNWT operations shut-down period between December 19 and January 5. 3. Casual and term employees assigned non-continuous work are only entitled to receive the five days MLWP during the GNWT operations shut-down period between December 19 and January 5. Casual and term employees assigned non-continuous work who are not employed during the GNWT operations shut down period between December 19 and January 5 are not entitled to MLWP.
- 346 -
Human Resources Manual 4. The five days MLWP will not be paid out if an employee in a non-continuous position or assigned non-continuous work terminates his/her employment prior to the days set by the Employer for the GNWT operations shut-down period. 5. The five days MLWP are considered days of rest for overtime purposes. Employees who are non-continuous should not be required to work during the five days MLWP. If employees are required to work, they will be entitled to overtime as per article 23.05 of the UNW Collective Agreement or overtime section of the Excluded Employees Handbook for the first and second days of rest. 6. The five days MLWP are considered days of rest and do not count for the purposes of calculating winter bonus days. 7. Employees with acting responsibilities during time periods that span the five days MLWP will receive responsibility allowance during the MLWP days. Continuous Positions The following apply to employees in continuous operations: 0. MLWP is calculated by month for all continuous employees except casuals required to work on an as and when required basis. An employee is entitled to .4167 of a MLWP day for every month that the employee is in receipt of pay or on paid leave (12 months x . 4167 days = 5 days). Monthly MLWP for part-time employees is to be pro-rated based on their full-time equivalent. 1. MLWP is calculated hourly for casual employees required to work on an as and when required basis, assigned continuous work. A casual required to work on an as and when required basis is entitled to hourly pro-rated MLWP for each straight-time hour that the employee is in receipt of regular pay or on paid leave and dependent on the employment contract, to a maximum of 37.5 or 40 hours. The employment contract will not be extended to allow for utilization of the MLWP days. Any earned but unused MLWP days will be paid out. 2. Paid leave includes paid vacation leave, sick leave, special leave hours taken, union leave with or without pay except for leave under Article 12.09. Leave will also accrue on lieu time taken, designated paid holidays taken, MLWP taken and any hours in which an employee is on leave without pay for less than three months in a fiscal year. 3. The MLWP days will be scheduled in advance to be taken at a time that is mutually acceptable to the Employer and employee. 4. Where the Employer and the employee are unable to schedule some or all of the MLWP days, the employee will be paid out the remaining value of the MLWP days at the end of the fiscal year. 5. Where an employee in a continuous position is on leave without pay for more than three months in a fiscal year, the employee will be entitled to a pro-rated amount of MLWP. This means if an employee in a continuous position is on leave without pay for less than three months in a fiscal year he/she will be entitled to five days MLWP. Exceptions are made for employees whose leave has been granted under Article 12 (time off for union business) of the UNW Collective Agreement. 6. An employee in a continuous position who terminates his/her employment prior to the end of the fiscal year, and has not used some or all of the five days MLWP, will be paid out the remaining pro-rated value of the MLWP days. Promotions & Transfers 0. All employees who are transferred or promoted from a continuous to non-continuous position are subject to the following provisions:
- 347 -
813a - Mandatory Leave with Pay a. If the transfer or promotion is prior to the GNWT operations shut down period and the employee took some or all of the five days MLWP; in a non-continuous position the employee must take five days of leave during the shut-down period. Therefore, the previously taken MLWP days must be converted to vacation leave, lieu time taken, or leave without pay. b. If the transfer or promotion is after the GNWT operations shut down period and the employee took some or all of the five days MLWP, the days are not adjusted. If the employee did not take the five days MLWP prior to accepting a non-continuous position, the employee is not entitled to the remaining days. 1. All employees who are transferred or promoted from a non-continuous to continuous position are subject to the following provisions: a. If the transfer or promotion is prior to the GNWT operations shut-down period, the employee can take the five days MLWP at a time mutually agreeable to the Employer and employee prior to the end of the fiscal year. b. If the transfer or promotion is after the GNWT operations shut-down period, the employee took the five days MLWP during the GNWT operations shut-down period as a non-continuous employee and has used the MLWP entitlement for the fiscal year. Transfer Assignments 0. All employees who are on a transfer assignment from a continuous to non-continuous position are subject to the following provisions: a. Use of the five days MLWP will be dependent on when the employee transfers from a continuous to a non-continuous position and when the transfer ends to return the employee to a continuous position. b. If the transfer assignment is prior to the GNWT operations shut down period and the employee took some or all of the five days MLWP; in a non-continuous position the employee must take five days of leave during the shut-down period. Therefore, the previously taken MLWP days must be converted to vacation leave, lieu time taken, or leave without pay. c. f the transfer assignment is after the GNWT operations shut-down period and the employee took some or all of the five days MLWP, the MLWP days are not adjusted. If the employee did not take the five days MLWP prior to accepting a non-continuous position, the employee is not entitled to the remaining days. 1. All employees who are on a transfer assignment from a non-continuous to continuous position are subject to the following provisions: a. Use of the MLWP days will be dependent on when the employee transfers from a non-continuous to continuous position and when the transfer ends to return the employee to a non-continuous position. b. If the transfer assignment is prior to the GNWT operations shut-down period, the employee will schedule the five days MLWP at a time mutually agreeable to the Employer and employee in the respective fiscal year. c. Where a transfer assignment is scheduled to end before the GNWT shut-down period, the employee should not schedule any days in the fiscal year as the employee will take the five days MLWP during the GNWT shut-down period when the employee returns to his/her non-continuous position.
- 348 -
Human Resources Manual d. If the transfer assignment is after the GNWT operations shut-down period, the employee took the five days MLWP during the GNWT operations shut-down period as a non-continuous employee and has used the MLWP entitlement for the fiscal year.
Procedures
0. The supervisor will advise an employee on whether he/she is in a continuous or non-continuous operation position. 1. The Department of Human Resources will notify employees regarding the dates of the GNWT operations shut-down period. 2. All employees must enter the MLWP days in self-service. Self-service exempt employees must enter the MLWP days on a time sheet.

Main Collective Agreement with the UNW Appendix B, Pay Schedule Senior Managers Handbook Leave Excluded Employees Handbook Leave Last Updated: December 2009 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/813a/default.htm
- 349 -
814 - Leave Without Pay
814 - Leave Without Pay

Introduction
1. The Government recognizes that employees may require leave without pay. Granting leave without pay may be beneficial to the employee and to the Government.
Application
Definitions
1. Immediate family is defined as an employees father, mother, brother, sister, spouse, child, father-in-law, mother-in-law, son-in-law, daughter-in-law, grandparent, and all relatives permanently residing with the employee. For employees in the UNW bargaining unit, excluded and management employees, this definition also includes grandchild, sister-in-law, brother-in-law, stepchild and foster child. For employees in the NWTTA bargaining unit this definition also includes a relative who acted as the employees guardian for at least 10 years prior to the employee reaching the age of majority. 0. Spouse means a person, regardless of gender, who is married to an employee, or has lived together with the employee in a conjugal relationship outside of marriage and the employee represents that person as his or her spouse. 1. Client Services means the Client Services unit of the Management and Recruitment Services Division of the Department of Human Resources. 2. LWOP means leave without pay. 3. Benefits Officer is an employee in the Benefits unit of the Employee Services Division of the Department of Human Resources. 4. Payroll Office means the Payroll Office of the Employee Services Division of the Department of Human Resources. 5. ROE means a record of employment. The GNWT must complete a ROE whenever there is an interruption of employee earnings. A ROE must be issued even if the employee has no intention of filing a claim for Employment Insurance benefits.
Guidelines
1. LWOP may be approved in the following circumstances: a. an employee does not have enough leave credits; b. an employee's spouse's position is permanently relocated outside of the employee's headquarters area;
- 350 -
Human Resources Manual c. an employee requests and is accepted to work on a special project on behalf of the union for a minimum of three weeks, or is elected President or Vice-President of the Union; d. an employee wants leave for educational purposes and is unable to obtain education leave; e. an employee wishes to provide compassionate care to immediate family; f. an employee wants to take time off to work for another employer other than the Territorial public service; g. a classroom teacher on maternity or parental leave requests leave to cover off the rest of the school term; and h. other circumstances, which may be of benefit to the Territorial public service. 2. The Deputy Head may approve leave without pay for employees with good performance appraisals and taking in to consideration the operational requirements of the Department, Board or Agency. Types and Lengths of Leave Without Pay Insufficient Leave Credits 0. Leave without pay may be approved for up to eight weeks per fiscal year in exceptional circumstances if an employee does not have enough leave credits. Employees are expected to have used up their annual leave entitlement before requesting LWOP. However, there may be circumstances when the employee has already committed to using their annual leave and requires some additional LWOP. This leave would generally be supported by positive performance reviews. 1. When an employee does not have sufficient sick or special leave credits and no more can be advanced, sick leave without pay or special leave without pay will be approved, if leave would have been approved were it not for insufficient leave credits. For periods of sick leave without pay or special leave without pay greater than five days, employees may cash in annual leave credits to avoid financial hardship. Spousal Relocation 0. Leave without pay due to the permanent relocation of a spouse shall be granted to a maximum of one year. Employees must request this leave in writing. The leave allows the employee to maintain their employee status and to seek a new GNWT position when the spouse is relocated within the NWT. This LWOP is not applicable to the NWTTA or when the spouse is relocating outside the NWT. 1. An employee on LWOP for relocation of spouse will receive priority hire consideration on GNWT competitions during his/her period of LWOP. The employee must apply on competitions and include the phrase, Please note that I have job offer priority status as a result of my status as an employee on leave without pay for relocation of spouse, on their application. The employee must still be found qualified and suitable for the positions they apply for in order to be hired. Normal staffing processes, such as screening, interviewing, reference and criminal record checking are followed. 2. Any period of employment, including casual employment, relief work or transfer assignments, with the GNWT during the one year LWOP is included in the calculation of the one year of leave for spousal relocation. No extensions of LWOP beyond the one year will be granted. 3. If an employee on LWOP for relocation of spouse does not receive a job offer by the end of the one-year of LWOP, he/she has no further staffing priority and is terminated from the GNWT. 4. Leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose of calculating severance pay and vacation leave for the employee involved, except where the period of such leave is less than three months. Time spent on such leave greater than three months is not counted for pay increment purposes. - 351 -
814 - Leave Without Pay Union Business 0. Leave without pay may be granted to a UNW employee to: a. attend preparatory contract negotiation meetings; b. attend executive council meetings and conventions of the Union, the Public Service Alliance, the Canadian Labour Congress and the NWT Federation of Labour; c. attend training related to Union representative duties, if the employee is a Union representative; and d. who requests and is accepted to work on a special project on behalf of the Union for a minimum of three weeks. 1. Leave without pay may be granted to an employee who is elected as President or Vice President of the Union for the duration of the term in office. Education Purposes 0. Leave without pay for education purposes may be granted to an employee who applies to and is accepted by an educational institution if the education is relevant to GNWT recruitment and retention needs. This may be considered if education leave is not approved. Agreement is given in principle for the leave for one academic year at a time. The employee must apply each year for personal leave without pay. The employee must guarantee an equal return of service for each year of personal leave without pay granted. This leave would generally be supported by positive performance reviews. Compassionate Care 0. Leave without pay for compassionate care may be granted to a maximum of eight weeks to an employee who has to be absent from work to provide care or support to a gravely ill immediate family member at risk of dying within 26 weeks. Care or support to a family member means: a. providing psychological or emotional support; b. arranging for care by a third party; or c. directly providing or participating in the care. If one or more family members apply for compassionate care, Deputy Heads will review GNWT operational requirements. 1. When requesting compassionate care, an employee must provide a medical certificate indicating the ill family member needs care or support and is at risk of dying within 26 weeks. 2. If the family member dies while an employee is on LWOP for compassionate care, the compassionate care ceases. The employee must contact their supervisor and may request special leave for a death of a family member. 3. The employee requesting LWOP for compassionate care does not need to be in receipt of compassionate care Employment Insurance benefits to apply for compassionate care. Work for Another Employer 0. Leave without pay may be approved for up to three years when an employee wants to take time off to work for another employer. The work being completed when working for another employer must - 352 -
Human Resources Manual be relevant to the employees Department, Board or Agency and the Territorial public service. This leave would generally be supported by positive performance reviews. An agreement must be signed for return of service of equal duration of the leave approved. 1. NWTTA employees with five or more years of continuous teaching experience with the GNWT may be granted LWOP to work for another employer. The teacher must apply by March 15 of the year the leave starts. If LWOP is granted, the NWTTA employee will: a. be granted travel and removal expenses to their point of departure. They will be granted return travel and removal expenses to their place of employment after the end of the leave; and b. return to work for the Employer for one year following the end of the leave. 2. Leave without pay to work for another employer can only be granted in situations where the employee has requested and received prior approval from the Deputy Head for outside employment as required by the GNWT Code of Conduct. Classroom Teacher Maternity/Parental Leave and School Year 0. A classroom teacher may request personal leave without pay at the termination of maternity/parental leave to the nearest semester or other division of the academic year (e.g., school calendar break for Christmas) where the maternity/parental leave terminates before December 31 or to cover off the rest of the school term where maternity/parental leave terminates after December 31 if: a. the employees maternity/parental leave ends part way through a school term; b. a replacement employee has been hired to fill the position during the school term; and c. the employee requests the PLWOP prior to the start of the school term. 1. An agreement must be signed for return of service of equal duration of the leave approved. 2. Classroom teachers who request PLWOP will increase their return of service requirement equivalent to the PLWOP requested. Employees will not be required to start re-paying the sub plan until they return to service. Benefit to the Public Service 0. Leave without pay may be approved in other circumstances that may be of benefit to the Territorial public service. This leave would not exceed one year in length and would generally be supported by positive performance reviews. An agreement must be signed for return of service of equal duration of the leave approved. 1. The employing Department, Board or Agency is not required to keep the employees position available for an employee during a period of LWOP that is greater than two months. The employing Department, Board or Agency will provide a position for which the employee is qualified upon return from LWOP. If a reasonable job offer cannot be made to the employee upon return from leave without pay, the Staff Retention Policy will apply. This does not apply to LWOP for relocation of a spouse.
- 353 -
814 - Leave Without Pay 2. An employee who requests LWOP should contact his/her benefits officer. Depending on the reasons for the leave and the duration, employees may have to pay both the employees and the Employer's share of the insurance premiums and Superannuation contributions. For example: Superannuation - the amount of Superannuation contributions owing for the period of LWOP is deducted from the employees pay cheque when the employee returns to work. Recoveries are deducted in equal amounts and extended, over twice the length of time, as the period of leave taken without pay. It is mandatory that an employee pay back (buy back) three months of this period. For the rest of the time an employee is on LWOP, an employee can make an option not to count the time as pensionable service. There are time limits to opt out of the pension. Public Service Management Insurance Plan (PSMIP)- employees under the Excluded Employees Handbook and Senior Managers Handbook must prepay their PSMIP premiums. If an employee does not prepay the PSMIP premiums, his/her coverage will lapse. The employee will have to reapply when upon return to work. Public Service Health Care Plan (PSHCP)- coverage will continue while an employee is on LWOP. An employee may opt out of this plan by giving written notice to the benefits officer. Coverage will be terminated effective the month following the month in which the employee provided notice to the benefits officer. An employee cannot reinstate his/her coverage until he/she returns to work, at which time there will be a three-month waiting period. Employees must re-apply for reinstatement. Supplementary Death Benefit (SDB)- coverage will continue automatically during an employees LWOP. Contributions will be recovered once an employee returns to work. An employee can make a lump sum payment within 30 days of his/her return to duty or recoveries will be made over a period that is double the amount of time the employee was on LWOP. Disability Insurance (DI) / Long Term Disability (LTD)- coverage continues automatically during an employees LWOP. Contributions will be recovered once an employee returns to work. Recoveries will be made over a period that is equal to the amount of time the employee was on LWOP or an employee can make a lump sum payment within 30 days of his/her return to duty. Elective Service- payments for elective service must be made on an ongoing basis during the period of an employees LWOP.
Procedures
1. The employee submits a request for leave without pay to his/her supervisor. 2. A classroom teacher requests personal leave without pay by submitting a request at the start of the school term to the Superintendent. 3. The supervisor reviews the request, operational needs and objectives and the employees performance appraisal where applicable to determine if LWOP is appropriate. The supervisor will make a recommendation to the Deputy Head to approve or deny the request. The Deputy Head approves or denies the request. 4. Employees seeking personal leave without pay for education purposes, to work for another employer, other benefit to the Territorial public service or to cover off time for the remainder of the school term must complete a personal leave without pay return of service agreement. 5. The employee consults with his/her benefits officer about how the LWOP will affect his/her benefits.
- 354 -
Human Resources Manual 6. Client Services starts pay action reflecting the approved dates for the LWOP period. 7. Client Services notifies Corporate Human Resources when an employee is approved for LWOP for relocation of spouse. Corporate Human Resources will maintain a list of employees eligible for priority hiring consideration as a result of LWOP for relocation of spouse. 8. Client Services will advise employees who are on LWOP for relocation of spouse of their priority hiring status during their period of LWOP, instructing them of the requirement to: a. apply on competitions; and b. include the statement, Please note that I have job offer priority status as a result of my status as an employee on leave without pay for relocation of spouse, on their application. 9. Where an employee on LWOP for relocation of spouse is identified during the screening stage, the formal competition is suspended while the employee on LWOP for relocation of spouse proceeds through the process of screening, interviewing, reference and criminal record checking. If the employee is successful at each stage and is deemed suitable, they are transferred into the position and the competition is cancelled. There are no appeal rights as this is a transfer of a priority candidate and not an appointment to a position. 10. The Payroll Office issues a record of employment to the employee on the last working day before his/her LWOP. 11. Payroll Office electronically submits the ROE directly to the local HRSDC office. The employees copy is mailed to the employees home address. The employee may request to pickup the ROE instead of having it mailed.

Public Service Regulations Section 39, Leave Without Pay Superannuation Administration Manual Chapter 2, Section 2.6 Main Collective Agreement with UNW Article 12.12, Leave for Elected Officers Article 12.13, Time Off for Special Projects Article 21.06, Leave Without Pay for Relocation of Spouse Collective Agreement with the NWTTA Article 15.08, Leave to Work for Another Employer Senior Managers Handbook Short Term Leave for Training Purposes Excluded Employees Handbook
- 355 -
814 - Leave Without Pay Short Term Leave for Training Purposes Insurance Administration Manual Chapter 3, Section 9, Disability Insurance Chapter 2, Section 13, Public Service Health Care Plan Chapter 4, Section 17&18, Public Service Management Insurance Plan Chapter 4, Section 18, Long Term Disability Insurance Code of Conduct Outside Employment, Service and Volunteer Activities Political Activity Last Updated: January 2009 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/814/default.htm
- 356 -
815 - Deferred Salary Leave Plan
815 - Deferred Salary Leave Plan

Introduction
1. The Deferred Salary Leave Plan (DSLP) provides eligible employees the opportunity to take leave from the Territorial public service and to finance this leave through a deferral of a portion of their bi-weekly salary in the years immediately prior to the leave period. When the leave period commences, the deferred portion of salary monies are repaid to the employee as an allowance on a bi-weekly basis. The monies are non-taxable when being deferred but become taxable when paid to the employee.
Application
1. These guidelines and procedures apply to all indeterminate employees, except those employed by the NWT Power Corporation and Relief Workers.
Definitions
0. Deferral Period is the period of time during which participating employees defer a portion of their salary. 1. DSLP means the deferred salary leave plan. 2. Leave Period is the period of time, immediately following the deferral period, during which participating employees are on a leave of absence from work. 3. Leave Without Pay (LWOP) means leave without pay. 4. Allowance means the sum of the contributions made to the DSLP during the deferral period.
Guidelines
1. Participation in the DSLP is subject to operational requirements. Deputy Heads must ensure that approved leave does not impair the future operation of their Department, Board, or Agency. There is no maximum number of Union of Northern Workers (UNW), excluded and senior management employees allowed to enter the plan. Divisional Education Councils determine the number of teachers entering the plan each year with consideration given to operational requirements. 2. During the leave period, employees may engage in whatever activities they wish, subject to Deputy Head approval under the Code of Conduct, with the exception that during the leave period the employee is ineligible for employment with the Territorial public service. Employment with the Territorial public service effectively terminates the leave, voids the self-funded leave plan and has income tax implications. Deferred salary leave plan participants on LWOP must adhere to the Code of Conduct.
- 358 -
Human Resources Manual 3. Excluded, UNW and senior management employees are eligible to apply at any time and participation (deferral and leave periods) can begin at any time during the year. 4. Teachers must have a minimum of four years continuous service with the Government of the Northwest Territories (GNWT) before being eligible to apply, and participation (deferral and leave periods) begins only at the start of a school year. 5. Participating employees agree to defer a portion of their salary for four consecutive years. The GNWT agrees to grant the employee leave without pay in the fifth year and use the amounts deferred in the previous four years to pay the employee an allowance during the leave period. The individual plan for each participating employee is a period of six consecutive years consisting of the following: a. The first four consecutive years during which the employee draws 80% of salary earned and defers the remaining 20%; b. The fifth consecutive year in which the employee takes the LWOP, and is paid an allowance from the amounts deferred above; c. The sixth consecutive year in which the employee returns to employment with the GNWT for a minimum of one year. Teachers return to the Divisional Education Council with which they are employed and teach for a minimum of one year. 6. Excluded, UNW and senior management employees may choose to have a portion of their salary deferred over a period of four and one half years, followed by six months leave. This plan is a period of five and one half consecutive years consisting of the following: a. The first four and one half consecutive years during which the employee draws 90% of salary earned and defers the remaining 10%; b. The remaining six months of the fifth consecutive year in which the employee takes the LWOP, and is paid an allowance from the amounts deferred above; c. The first six months of the sixth consecutive year in which the employee returns to employment with the GNWT for a minimum of six months. 7. Depending upon the plan selected, either a 10% or 20% deferral deduction is made from the employees gross earnings each pay. This includes all regular time, overtime, retroactive payments and any payouts. Income tax is based on the net amount after the deferral deduction has been made. 8. The GNWT will place the deferred deduction portion of an employee's salary into a trust fund as per the following: a. The money held in trust will be pooled with other Government funds and the employee will be credited with the average rate of return on those funds. b. Investments will be restricted to those eligible under section 57(1) of the Financial Administration Act. 9. Annual statements of the individuals account will be provided to each participant in the DSLP for the end of each calendar year. Statements will be sent out in December. 10. Any investment income earned on the deferred portion of salary must be paid out each year as taxable income to the participant. This interest is considered to be income from employment, and is subject to income tax for the year in which it was earned and will be included as employment income on the participants T4. Interest will be paid out on the last cheque of December. - 359 -
815 - Deferred Salary Leave Plan 11. During the deferral period the Employer shall provide employee benefits at a level equivalent to 100% of salary. 12. During the leave period, a participants employment status will be that of LWOP. An employee's deferred salary leave allowance (gross annual salary) will consist of the sum of the contributions made to the DSLP during the deferral period. The allowance will be provided through the normal GNWT payroll process. During the leave period no loans, subsidiaries, allowances or salary will be made to the employee, except the money that was deferred on behalf of the participant. 13. Benefits and premium recoveries for the leave year will be governed by the rules for LWOP. Superannuation (pension), Public Service Health Care Plan (PSHCP), Supplementary Death Benefits (SDB), Public Service Management Insurance Plan (PSMIP), Disability Insurance/Long Term Disability (DI/LTD) and dental coverage are still in effect during the leave period. 0. PSHCP, SDB, DI/LTD, and PSMIP employee share premiums are automatically deducted from the allowance. 1. Arrangements can be made to have deductions from the allowance for pension (employee and/or employer share), and the employer share of PSHCP and DI/LTD. Employees should discuss these plans with a Benefits Leave Officer at the Department of Human Resources. 2. Employees can review the Deferred Salary Leave Plan - General Information and Effects of Leave Without Pay On Employee Benefits and Contributions for more detail. 3. During the leave period income tax will be deducted in accordance with the provisions of the Income Tax Act and its regulations. 4. No annual leave, sick leave or special leave will be credited while employees are on the leave period. The leave period will not be counted toward the requirements for service to achieve additional annual leave and will not be recognized for severance pay purposes. The leave period, however, will not be considered a break in service. 5. The salary review date of a UNW or excluded employee who has been on a leave of absence without pay in excess of six continuous months shall be moved to a date which provides for a total of twelve months of paid employment between anniversary dates. 6. In the case of returning senior managers, they will not be entitled to a merit increase based on the period of leave. 7. In the case of teachers, any absence greater than 25 days, with or without pay, will change their experience increment. Sessional days will be counted from the last increment (excluding leave period) and must total 195 days to receive the next increment. 8. A one-time deferral of the planned leave is permitted and may be requested by the employee or by the GNWT in writing six months prior to the leave period commencing and will not be unreasonably refused by the other party where: a. operational requirements would not be met if the employee proceeded on leave; b. exceptional changes in personal circumstances make the leave unfeasible; or c. totally unforeseen or unanticipated circumstances or events have occurred which warrant postponement. 9. The Employer will give the employee the choice of:
- 360 -
Human Resources Manual a. withdrawing from the plan and taking a refund of the total in the deferred salary account; or b. postponing the leave period into the sixth consecutive year. 10. Any postponement will not move the commencement of the leave beyond six years from the date of enrolment in the plan. Income Tax Regulations state that a leave period must be of a minimum six months and maximum twelve months duration and must be completed by December 31 of the seventh year of enrolment in the Plan. Otherwise, the balance of the investment will be paid out on that date and will require to be accounted for as income by the employee. 11. The Employer will cancel participation in the DSLP and will refund, within 60 days, the total of the deferred salary plus interest from the plan, if: a. the employee dies; b. the employee has been dismissed; or c. the employee has resigned from the public service of the Northwest Territories. 12. Upon withdrawal from the deferred salary leave plan, whether by resignation, death, dismissal or request, all monies deferred and the applicable accrued interest in the account will be refunded to the employee (or employees estate) within 60 days of the notification of withdrawal. Withdrawal from the program may substantially affect an employee's personal tax status in the year in which the deferred salary leave funds are receive and entail a considerable tax burden for the employee. 13. The GNWT shall be in no way responsible for any liability including any charges, costs or unforeseen expenses that an employee may incur as a result of participation in the deferred salary leave plan. 14. An employee who withdraws from the deferred salary leave plan is required to wait a minimum of 12 months before applying again. 15. An employee who completed participation in the deferred salary leave plan is eligible to reapply for deferred salary leave upon return to work. When operational circumstances permit, such leave may be approved on more than one occasion. 16. Income Tax Regulations require that at the end of the leave period employees return to the Employer under whom they participated in the DSLP for at least the same amount of time as the leave period. As such, the DSLP cannot serve as an early retirement program.
Procedures
0. Employees must make written application to their Deputy Head at least 10 weeks prior to the start date of the deferral period or in the case of teachers the application must be made by January 15th to enter the plan in the upcoming school year. Employees complete one of the following: a. Deferred salary leave agreement1 one year (UNW, excluded and senior management employees); b. Deferred salary leave agreement2 teachers; or
1. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/815/documents/815DSLPoneyearagreementDec07.doc 2. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/815/documents/815DSLPteacheragreementDec07.doc
- 361 -
815 - Deferred Salary Leave Plan c. Deferred salary leave agreement3 six months (UNW, excluded and senior management employees). 1. The Deputy Head will review the application and the requirements of the Department, Board, Council or Agency and notify the employees manager/principal and the Department of Human Resources at least six weeks prior to the start of salary deferral period. 2. The Department of Human Resources initiates the salary deduction pay action, updates the employee's record and processes the information for payment. 3. Upon return from leave, the Deputy Head will, wherever possible, place the employee in either their former position or an agreed upon equivalent position. If an employees position is deleted while the employee is on deferred salary leave, the Staff Retention Policy will apply. 4. After completion of the leave period, employees are required to return to their regular work with the Department, Board, Council or Agency for a period equivalent to the period of leave. If the employee fails to complete the return to service commitment, they will repay all Employer contributions made on their behalf during their leave period.

Main Collective Agreement with the UNW Article 24.10, Application of Salary Review Date Article 49, Deferred Salary Leave Plan Excluded Employees Handbook Leave Self-Funded Leave Plan Senior Managers' Handbook Leave Self-Funded Leave Plan Memorandum Of Understanding Between the GNWT and the NWTTA Last Updated: March 2009 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/815/default.htm
3. http://www.hr.gov.nt.ca/policy/hrm/0800%20-%20Leave/815/documents/815DSLPsixmonthagreementDec07.doc
- 362 -
816 - Casual Leave
816 - Casual Leave

Introduction
1. Casual leave with pay without deduction from an employee's special leave credits for a maximum of two hours may be granted to Government employees in certain circumstances.
Application
1. These guidelines and procedures apply to all employees, except relief employees, those employed by the NWT Power Corporation and members of the NWT Teachers Association.
Guidelines
1. An employee is expected to report to duty and work unless on authorized leave. 2. An employee may be granted casual leave with pay without deduction from an employee's special leave credits for a maximum of two hours for the following purposes: a. when it is necessary for an employee to attend an appointment with his/her doctor, dentist, lawyer, or appointments with school authorities during working hours; or b. for other purposes of a special or unusual nature, where the Deputy Head is satisfied that casual leave is warranted. 3. Employees may be granted leave with pay to a maximum of one day per occurrence without deduction from special leave credits where the employee's physician requires them to attend regular or recurring medical treatments and checkups. 4. Employees should request casual leave as far in advance as possible so that the supervisor can plan for operational requirements and service delivery during the employee's absence. 5. The Employer may grant an employee casual leave with pay for the remainder of a shift or workday hours, in circumstances where the employee feels unable to effectively continue to work, due to an extremely adverse work-related situation (i.e., threats requiring police investigation) occurring during regularly scheduled shift or work hours.
Procedures
1. The employee verbally requests approval for casual leave from the supervisor at the earliest reasonable opportunity. 2. The employee returns to work as soon as the appointment is complete. 3. If an employee is requesting casual leave for the remainder of a shift or workday because of an adverse work situation, verbal approval is required from the supervisor. The adverse condition must be reported to and discussed with the supervisor.

Public Service Regulations Section 22 - 40, Leaves of Absence - 364 -
Human Resources Manual Main Collective Agreement with UNW Article 17, Leave - General Senior Managers' Handbook Leave Excluded Employees' Handbook Leave Human Resource Manual Section 508 Relief Workers Last Updated: August 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0800 - Leave/816/default.htm
- 365 -
0900 - Job Evaluation
901 - Job Evaluation - General
901 - Job Evaluation - General

Introduction
1. In order for the Government of the Northwest Territories (GNWT) to deliver effective and efficient programs and services, employees appointed to positions in the Territorial public service are provided with job descriptions that outline work assigned to the position that have been evaluated in order to establish their relative value within the GNWT.
Application
1. This section applies to all positions except casual jobs, Northwest Territories Teachers Association (NWTTA) bargaining unit positions, and those employed by the Northwest Power Corporation (NWTPC).
Definitions
1. Job evaluation is the analysis and evaluation of the required know-how, problem solving, accountability and working conditions of a job. The result establishes the relative value of a job within the GNWT.
Guidelines
1. Deputy Heads are responsible for determining the organizational design and positions required for the operation of the Department, Board or Agency. Deputy Heads are also responsible (by signing the job description) for determining the work assigned to positions. 2. The responsibility for effective implementation of the job evaluation function rests with the Department of Human Resources on behalf of the Territorial public service. 3. The GNWT uses the Hay Method of Job Evaluation. The Hay Method of Job Evaluation is a ranking system that compares jobs based on criteria comprised of four factors - know how, problem solving, accountability, and working conditions - to determine their relative ranking in the organization. 4. Copies of all job evaluation documentation are kept in the position file maintained by the Department of Human Resources and are disposed of in accordance with the relevant Records Disposition Authority. 5. The job evaluation process does not evaluate the following aspects of jobs as they are not valid indicators of a position: a. confidential material handling or viewing of confidential or sensitive material or subject matter is expected of every position within the GNWT and is covered by the Oath of Office and Secrecy (see section 001a Oath of Office and Secrecy); b. exclusion exclusion from a bargaining unit is covered by the Public Service Act (see section 306 - Exclusions); c. volume of work does not affect complexity or responsibility level and is dealt with through payment of overtime;
- 368 -
Human Resources Manual d. duties assigned/assumed the Employer determines and assigns the work to be completed by the employee; e. incumbent qualifications qualifications above those required for the position are not considered; and f. recruitment, long service, or other compensation issues these are pay issues and are not part of the evaluation criteria. 6. The job evaluation process is not used to provide an employee with a raise or a reward for superior performance.
Procedures
1. Interdepartmental Job Evaluation Committees or the Senior Management Job Evaluation Committee, using the Hay Guide Charts, GNWT job family information, and comparisons to similar jobs referencing all other jobs within the GNWT, evaluate GNWT positions as required.

Main Collective Agreement with UNW Article 36, Job Evaluation Excluded Employees Handbook Job Evaluation Senior Managers Handbook Position Review Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0900 - Job Evaluation/901/default.htm
- 369 -
903 - Organization Charts
903 - Organization Charts

Introduction
1. An organization chart is a visual representation of the structure of an organization. It provides a basis for determining a positions role within an organization and confirms the reporting relationship stated in the job description. It also provides information about the other jobs that may influence work in conjunction with the job that is being described.
Application
1. These guidelines and procedures apply to all positions except casual jobs, Northwest Territories Teachers Association (NWTTA) bargaining unit positions, and those employed by the Northwest Territories Power Corporation (NWTPC).
Definitions
1. Job Description means a written statement of the duties and responsibilities of a position. It also contains a description of the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job as well as the working conditions that may exist when the duties of the position are performed. 2. Job is either a unique position or a number of positions that are similar and are adequately described by one job description. 3. Position is one specific job. An employee fills a position and is referred to as an incumbent.
Guidelines
1. The Department of Human Resources creates and maintains organization charts for the Government of the Northwest Territories. Management and Recruitment Services with the Department of Human Resources is responsible to liaise with Departments, Boards and Agencies to ensure organization charts are kept current. 2. Standardized organization charts provide each Department, Board or Agency with an accurate record of its organization. This also assists the evaluation process by providing required information in a common format. 3. Organization charts are normally broken into different sections: senior management, division and the section or unit level. 4. Charts must be updated to reflect organizational changes (i.e. transfer of positions, addition of new positions, deletion of existing positions, changes in reporting relationships). 5. Organization charts do not include casual jobs. 6. The reporting relationship indicated on the charts must match that on the related job descriptions. When reporting relationships change, the organization chart and job descriptions must be updated to reflect the change.
- 370 -
Human Resources Manual 7. The position title used in the organization chart is the same as the title on the job description. It also matches the position title on the job evaluation form and in the Human Resource Information System. 8. The following guidelines apply to organization chart format: a. term employees - rounded boxes; b. unfunded positions - dotted box outline; c. vote 4/5 funded positions - dashed box outline; d. seasonal positions - 8 sided boxes with squared corners; e. direct reporting relationships - solid lines; f. subsidiary reporting relationships - dotted lines; g. employees on transfer assignment - marked (TA); and h. employees on acting assignments - marked (act). 9. Each chart identifies the following: a. department, board or agency; b. division, section or unit; c. headquarters or region; d. location (community); e. chart number; f. positions; g. title of the authorizing officer, and h. effective date approved 10. Each box contains: a. position title; b. position number; and c. Hay points. 11. Positions that have not yet been assigned a position number should appear on the organization chart as 00-New. Working Org charts can be provided to managers that include incumbent names.
Procedures
1. The Department, Board or Agency confers with the Department of Human Resources to develop or update an organization chart. 2. The Department of Human Resources makes the requested changes to the organization charts. 3. The Deputy Head reviews and signs the organization chart, indicating approval of the reporting relationships. The official organization charts signed by the Deputy Head will not include incumbent names.
- 371 -
903 - Organization Charts 4. A signed and dated copy of the organization chart is attached to the job description. 5. Upon request, the manager provides an organization chart to the incumbent. Managers may obtain these documents by contacting the Department of Human Resources.

Main Collective Agreement with UNW Article 34, Statement of Duties Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0900 - Job Evaluation/903/default.htm
- 372 -
904a - UNW and Excluded Job Evaluation
904a - UNW and Excluded Job Evaluation

Introduction
1. The Interdepartmental Job Evaluation Committee using the Hay Method of Job Evaluation completes evaluation of Union of Northern Workers (UNW) and excluded positions.
Application
1. This section applies to all positions except casual jobs, senior management positions, Northwest Territories Teachers Association (NWTTA) bargaining unit positions, and those employed by the NWT Power Corporation.
Definitions
1. Job evaluation is the analysis and evaluation of the required know-how, problem solving, accountability and working conditions of a job. The result establishes the relative value of a job within the Government of the Northwest Territories (GNWT). 2. HRIS is the GNWT Human Resources Information System. 3. Interdepartmental Job Evaluation Committees (IJEC) are committees consisting of employees from a number of GNWT Departments, Boards or Agencies who have been trained in the use of and have experience in using the Hay Method of Job Evaluation. These committees evaluate all jobs within the GNWT on a rotational basis.
Guidelines
1. Interdepartmental Job Evaluation Committee (IJEC) meetings are held once a week. 2. Managers are responsible for ensuring that the evaluation process is initiated as soon as material changes occur to positions within their organizations. 3. The effective date of an evaluation action is generally the date that the Deputy Head signs and formally approves the job description. 4. Employees who disagree with the results of the position evaluation may appeal the decision as per the appeal processes outlined in HRM 905a UNW Bargaining Unit Job Evaluation Appeals 1 or 905b Excluded Employee Job Evaluation Appeals2.
Procedures
1. The requesting Deputy Head submits a job evaluation request to the Department of Human Resources which consists of: a. an approved job description; b. an approved organization chart showing the positions; and
1. http://www.hr.gov.nt.ca/policy/hrm/0900%20-%20Job%20Evaluation/905a/default.htm 2. http://www.hr.gov.nt.ca/policy/hrm/0900%20-%20Job%20Evaluation/905b/default.htm
- 374 -
Human Resources Manual c. an approved job evaluation request form outlining additions or deletions of responsibilities. 2. The Department of Human Resources: a. ensures that changes have been approved in keeping with the Government Organization Policy; b. conducts a comparative analysis and listing of similar positions within the Government; c. coordinates a meeting and agenda for the IJEC to deal with the request(s). 3. Managers may request that they speak to the evaluation of a job that reports to them at an IJEC meeting. The IJEC may ask the supervisor or manager of the position to make a presentation on the position to ensure the committee members have a full and clear understanding of the job. 4. The evaluation of the position is entered into the Human Resource Information System. The Total Rewards Unit notifies the Deputy Head and Client Services Manager by e-mail when entry is complete. 5. Job Evaluation staff prepares and forwards two letters, one for the supervisor and one for the employee (if the position has an incumbent). These letters are sent as Portable Document Files (PDFs) via e-mail to the supervisor notifying him/her of the outcome of the evaluation. The supervisor is responsible for providing the employee their letter. 6. Job Evaluation staff sends a copy of both letters to Management and Recruitment Services and Employee Services.

Main Collective Agreement with UNW Article 36, Job Evaluation Excluded Employees Handbook Job Evaluation Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0900 - Job Evaluation/904a/default.htm
- 375 -
904b - Senior Management Job Evaluation
904b - Senior Management Job Evaluation

Introduction
1. The Senior Management Evaluation Committee, using the Hay Method of Job Evaluation, determines the value of each senior management position relative to all other senior management positions in the Government of the Northwest Territories (GNWT).
Application
1. These guidelines and procedures apply to all positions in the Senior Management Group, except those at the Northwest Territories Power Corporation.
Definitions
1. Job evaluation is the analysis and evaluation of the required know-how, problem solving, accountability and working conditions of a job. The result establishes the relative value of a job within the GNWT. 2. Present Incumbent Only (PIO) refers to the salary that is paid exclusively to the present incumbent in a specific position that does not match the current job evaluation and pay range of that job. 3. Senior Management Job Evaluation Committee (SMJEC) means a committee comprised of the Deputy Minister of Human Resources and a minimum of two other Deputy Heads who have been trained in the use of and have experience in using the Hay Job Evaluation methodology responsible for evaluating GNWT positions designated as senior management.
Guidelines
1. Only Deputy Heads are authorized to recommend positions for inclusion in the senior management group. 2. Senior management jobs normally report to an Assistant Deputy Minister, Deputy Head or equivalent. They carry out functions related to planning, integrating, harmonizing, organizing, coordinating, directing, controlling, monitoring and evaluating activities and resources, both human and financial. 3. Senior management jobs must meet Inclusion Criteria 1 and either Criteria 2 or 3 as per the following sections. Criteria 1 - Minimum Inclusion Hay Evaluation Senior management jobs are required to meet a minimum evaluation of:
FII3 350 E4(43%) 152 E1P 152 E2S 152 E3C 152 E4A 152 654, or 654, or 654, or 654
- 376 -
Jobs at this level require extensive knowledge and skill gained through broad or deep experience in a field (or fields), which requires a command of EITHER (1) involved, diverse practices and precedents or (2) scientific theory and principles or (3) both. They require the practice of managerial skills either directly or consultatively, at a level involving the direction or control of an important unit or guidance and direction of important sub functions across various units. Where such skills are practiced consultatively, it is typical that the resulting advice or output is provided to very senior levels of government in respect of strategic planning or comprehensive initiatives affecting the entire GNWT and perhaps the NWT as a whole. These jobs are all motivators either in respect of the direction of a large number of staff or the need to integrate significant matters on behalf of the organization or the need to achieve results by influencing others over whom the incumbent of the position has no direct control. Jobs at this level work within environments that require strategic thinking. The problems faced are often clearly understood or recognized but the solutions will require in depth analysis and constructive thinking. Solutions may be complex and involve implementing a number of steps as opposed to the straightforward application of a process or action. Limitations on the freedom to act of jobs at this level are generally related to having to work within broad parameters defined by policies, legislation, regulations and general managerial direction. The use of resources, processes and the order of work are left to the jobholder to determine, manage and implement. These jobs may have a significant, controlling impact directly on divisions or larger work units or may have a general and less direct effect on an entire department or a number of departments. Criteria 2 - Program/Regional Leadership Senior management jobs are accountable for: a. program planning, design, organization and coordination, staffing, delivery, assessment of results and control of a large work unit responsible for the delivery of a program within a department, board or agency; or, b. the planning, design, organization, coordination, staffing, delivery, assessment of results and control of more than one of the major service systems (e.g. finance, policy and planning, human resources, information technology) in support of programs in a department, board or agency. They have more than one subordinate managerial position reporting to them (as opposed to supervisory jobs) or, a significant number of subordinate senior professional staff reporting directly to them. Examples of such positions include: a. Assistant Deputy Ministers; b. Director, Legal Division, Justice; c. Director, Corporate Services, PWS (with IT, Finance, Policy & Planning); d. Director, Corporate Affairs, MACA (IT, Policy, Finance); e. Regional Superintendent, Inuvik, ITI; f. Regional Superintendent, Yellowknife, PWS; g. Regional Superintendent, South Slave, DOT; h. Director, Operations, Stanton Regional Health Authority. - 377 -
904b - Senior Management Job Evaluation Criteria 3 - Strategic Leadership Senior management jobs are accountable for the direction, control and completion of work, which may be carried out by others, either on a project or on-going basis, which supports critical and strategic initiatives of the GNWT. These jobs are required to carry out planning, design, organization and coordination functions on a conceptual basis to ensure that the best advice and counsel is provided at the appropriate senior levels. Planning in these jobs focuses on longer-range objectives and goals. These jobs must meet all of the following criteria: a. they provide strategic planning that is specialized in scope, which has Territorial wide impact. Examples of such positions are the Territorial Emergency Management Coordinator and the Special Advisor to the Minister Responsible for the Status of Women; b. the incumbent has freedom to act without the Deputy Heads approval. These positions have the authority to act independently (i.e., providing advice at the senior level and/or acting on issues without having to check with the Deputy Head); c. the positions has primary influence on the direction of a policy and/or implementation of a program or are one of a kind jobs that are responsible for a special initiative; d. the work that the position does impacts/influences multiple departments; and e. the positions report to Deputy Heads. Examples of such positions include: a. Deputy Secretary to Cabinet, Executive; b. Executive Director, Devolution, Executive; c. Territorial Emergency Management Coordinator; d. Territorial Statistician, Executive. 4. The Deputy Minister of Human Resources is the chair of the SMJEC. The Manager of Total Rewards Planning with the Department of Human Resources attends committee meetings to act as the committee secretary and the Director, Corporate Human Resources also attends to act as an advisor. 5. SMJEC meets monthly. 6. Members of SMJEC may not have alternates carry out Committee activities on their behalf. 7. Decisions of SMJEC are final and binding with no right of appeal by the incumbent. 8. Salary and benefits issues exist when a position is removed from the Senior Management Group. Where a position is removed from the Senior Management Group as a result of a change to job duties and the employee is not in agreement with the Present Incumbent Only (PIO) provisions, the Staff Retention Policy shall apply to the affected incumbent. See Section 1003, Salary Administration Management Group.
Procedures
1. The requesting Deputy Head submits a job evaluation request to the Department of Human Resources which consists of: a. an approved job description; b. an approved organization chart showing the positions; and
- 378 -
Human Resources Manual c. an approved job evaluation request form outlining additions or deletions of responsibilities. 2. The Manager of Total Rewards Planning: a. ensures that changes have been approved in keeping with the Government Organization Policy; b. conducts a comparative analysis and listing of similar senior management positions within the Government; c. completes a pre-assessment evaluation rating and rationale form; d. meets with the Deputy Minister of Human Resources to review all pre-assessments; e. sends the pre-assessment to the requesting Deputy Head; f. coordinates a meeting and agenda for the Committee to deal with the request(s). 3. The requesting Deputy Head is notified that the position evaluation is on the meeting agenda and is invited to the meeting to provide additional information about the job. 4. SMJEC evaluates the position. The requesting Deputy Head is not present during the evaluation of the position. 5. SMJEC assesses the job description against the four evaluation factors. 6. Once the decision of SMJEC is reached, the Manager of Total Rewards Planning advises the Deputy Head and the Client Service Manger of the approved rating. 7. The requesting Deputy Head informs the senior manager directly or requests the Department of Human Resources to inform the senior manager of the outcome of the evaluation. 8. The requesting Deputy Head will determine the effective date, including any matters of retroactivity. Retroactivity, from the date of the Committees decision, is not to exceed 60 days without approval of the Deputy Minister of Human Resources. 9. The Department of Human Resources updates the position record in HRIS and processes the information for payment.

Senior Managers Handbook Position Review Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0900 - Job Evaluation/904b/default.htm
- 379 -
905a - UNW Bargaining Unit Job Evaluation Appeals
905a - UNW Bargaining Unit Job Evaluation Appeals

Introduction
1. An employee who is a member of the Union of Northern Workers (UNW) may appeal the evaluation of their position.
Application
1. These guidelines and procedures apply to all Government of the Northwest Territories (GNWT) employees in UNW bargaining unit positions, except positions in the NWT Power Corporation and casual employees.
Definitions
1. Interdepartmental Job Evaluation Committees (IJEC) are committees consisting of employees from a number of GNWT departments, boards or agencies who have been trained in the use of and have experience in using the Hay Method of Job Evaluation. These committees evaluate all jobs within the GNWT on a rotational basis. 2. Job Description is a written statement of the duties and responsibilities of a position. It also contains a description of the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job. It lists the working conditions that may exist when the duties of each position are performed. 3. Hay Guide Charts are the Guide Charts produced by HayGroup for use by clients in using the Hay Method of Job Evaluation. 4. Job Evaluation Appeal Board is a committee consisting of the delegate of the Deputy Minister of Human Resources, the delegate of the Deputy Head of the employing department, the delegate of the President of the Union and a delegate for the UNW convened to hear the first level of appeal. All members are trained in the use of the Hay Method of Job Evaluation. 5. Job Evaluation Review Board is a committee consisting of a representative of the Employer, a representative of the Union and an independent chairperson convened to hear the second level of appeal. All members must be trained in the use of the Hay Method of Job Evaluation and the composition of the Review Board should remain the same throughout a particular appeal. 6. Independent Chairperson is the individual chosen by the GNWT and the UNW to chair the Job Evaluation Review Board. Where the GNWT and UNW fail to agree on the appointment of a Chairperson, the appointment shall be made by the Supreme Court of the Northwest Territories upon the request of either party.
Guidelines
1. Deputy Heads are the final authority respecting the assignment of work and job description content within their Departments, Boards or Agencies. 2. Only the incumbent of a position may appeal the evaluation of his/her position.
- 380 -
Human Resources Manual 3. The personal qualifications and/or performance of the incumbent are not relevant to the review of the position evaluation. Reviews are based on the statement of duties and other content included in the current job description. 4. Employees cannot appeal the evaluation of a position in which they are acting. Employees may appeal the evaluation of a position that they occupy by virtue of a transfer assignment or a secondment. 5. Employees may not sit on the Job Evaluation Appeal Board or Job Evaluation Review Board where the position they occupy may be affected by the outcome of the appeal. 6. The Hay Guide Charts, Job Evaluation Manual and reference to all other GNWT jobs will be used in evaluating positions during the appeal process. 7. The employee (or a representative) is required to make a presentation on the position under appeal to the Job Evaluation Appeal Board and where required the Job Evaluation Review Board. 8. The manager is required to make a presentation respecting the position under appeal to the Job Evaluation Appeal Board and where required the Job Evaluation Review Board. 9. Other than the position presentation, the manager and the employee (or representative) are not present during the evaluation review process nor do they have any authority in the final decision of the committee. 10. Employees may withdraw their appeal request at any time during the appeal process. Job Evaluation Appeal Board - First Level of Appeal 1. The Job Evaluation Appeal Board must work co-operatively to review the factual information about the jobs and arrive at a decision as to their proper evaluation. 2. The Job Evaluation Appeal Board must review the same disputed evaluation result that was previously reviewed by the Interdepartmental Job Evaluation Committees. 3. The evaluation of a position by the Job Evaluation Appeal Board shall be final and binding if the decision is unanimous. 4. Where the decision of the Job Evaluation Appeal Board is not unanimous, no change will be made to the current evaluation. 5. The employee may further appeal to the Job Evaluation Review Board, which will make a final and binding decision. Job Evaluation Review Board - Second Level of Appeal 1. The employee may request that the Deputy Head refer the appeal to the Job Evaluation Review Board when the Job Evaluation Appeal Board decision is not unanimous. The employee request must be made within a 14 calendar day period after the employee is mailed a written decision. 2. The Job Evaluation Review Board must work co-operatively to review the factual information about the jobs and arrive at a decision as to their proper evaluation. 3. The Job Evaluation Review Board must review the same disputed evaluation result that was previously reviewed by the IJEC and the Job Evaluation Appeal Board. 4. Decisions of the Job Evaluation Review Board are final and binding. 5. Where, as a result of the appeal or appeal review, a position is found to be over-evaluated and the maximum salary payable in the new range is less than the maximum salary of the incumbent of that position, he/she shall be paid as the present incumbent of that position (PIO) as outlined under Section 1001, Salary Administration of the Human Resource Manual and Article 24.11(a) of the Collective Agreement. - 381 -
905a - UNW Bargaining Unit Job Evaluation Appeals 6. The effective date of a re-evaluation that results in an increase in pay shall be in accordance with Article 24.11(c) of the Collective Agreement.
Procedures
Job Evaluation Appeal Board 1. Before submitting a written request for a review by the Job Evaluation Appeal Board to the Deputy Head, employees are encouraged to discuss any concerns with the evaluation of their positions or the content of their job description with their respective managers. 2. The Deputy Head refers the appeal to the Job Evaluation Appeal Board through the Manager, Total Rewards Planning. 3. The Total Rewards Planning Unit coordinates the convening of the Job Evaluation Appeal Board. 4. At least two working days prior to the actual appeal hearing the following materials must be distributed to all Job Evaluation Appeal Board members: a. employees appeal letter; b. an accurate job description and organizational chart; and c. a current job evaluation and rationale. 5. The Deputy Minister of Human Resources and the President of the Union of Northern Workers or their designates shall jointly chair the Board. 6. The Board shall call upon the employee(s) and their representative and manager(s) to attend the hearing. 7. The Chairs shall introduce the members of the Job Evaluation Appeal Board and bring the meeting to order. 8. The Chairs shall confirm that the appeals have been properly registered, the Board has been properly constituted, and that each Board member has the same information. This information shall include the position descriptions and relevant organization charts of the positions to be reviewed, a copy of the Job Evaluation Manual (inclusive of the benchmarks), and the Hay Guide Charts and reference material such as sore thumb lists of evaluations across the GNWT. 9. The Board shall review and discuss the job descriptions to ensure all members have an understanding of the jobs. 10. The Chairs shall introduce the employee and his/her representative and provide sufficient time for the employee or his/her representative to give relevant information on the position, and the rationale for requesting a review of the evaluation of his/her position. The Board will ask the employee or his/her representative to clarify any points that the Board is unclear on. 11. The Chairs shall introduce the manager(s) responsible for the position under appeal and provide sufficient time for the manager(s) to provide relevant information on the position. Board members may ask questions of the manager/director to address matters requiring clarification. 12. The Chairs shall explain the decision making process to the employee and manager and provide an indication as to when a response may be anticipated. Unless there are unusual circumstances, the decisions shall be rendered within 15 working days of the date of the hearing. 13. The Board shall proceed with the evaluation of each position utilizing the Job Evaluation Manual, benchmarks and Hay guide charts. 14. The Board shall arrive at a decision as to the evaluation of each of the positions in question. In the event that consensus cannot be reached, the dissenting member shall file a minority opinion.
- 382 -
Human Resources Manual 15. The Chairs shall record the decision of the Board, its rationale, whether the decision is unanimous or not, prepare a draft of the decision, including any minority opinions and circulate the draft decision to the other Board members for their review and authorization. When finalized, all members of the Board are to sign the decision. 16. The Chairs will provide the employees, Client Service Managers, the union and the other Board members with a signed copy of the decisions. The original copy will be forwarded to the employees. 17. The Board will conclude with a review of the process (what worked, what requires improvement), and with a commitment regarding completion of the report, release of the decision, and timelines. Job Evaluation Review Board 1. The employee requests that the Deputy Head refer the appeal to the Job Evaluation Review Board via the Manager, Total Rewards Planning when the Appeal Board decision is not unanimous. 2. At least two working days prior to the actual appeal hearing the following materials must be distributed to all Job Evaluation Review Board members: a. the Job Evaluation Appeal Board decision and any minority reports; b. the employees appeal letter; c. an accurate job description and organizational chart; and d. a current job evaluation and rationale. 3. The Board shall call upon the employee(s) and their representative and the manager to attend the hearing. 4. The Chair shall introduce the members of the Review Board and bring the meeting to order. 5. The Chair shall confirm that the Appeals have been properly registered, the Board has been properly constituted, and that each Board member has the same information. This information shall include the position descriptions and relevant organization charts of the positions to be reviewed, reference material such as sore thumb listing of all evaluations across the GNWT, a copy of the Job Evaluation Manual, and the Hay Guide Charts. 6. The Board shall review and discuss the job descriptions to ensure all members have an understanding of the jobs. 7. The Chair shall introduce the employee and his/her representative and provide sufficient time for the employee or his/her representative to give relevant information on the position, and the rationale for requesting a review of the evaluation of his/her position. The Board will ask the employee or his/her representative to clarify any points that the Board is unclear on. 8. The Chair shall introduce the manager(s) responsible for the position under appeal review and provide sufficient time for the manager(s) to provide relevant information on the position. Board members may ask questions of the manager to address matters requiring clarification. 9. The Chair shall explain the decision making process to the employee and manager and provide an indication as to when a response may be anticipated. Unless there are unusual circumstances, the decisions shall be rendered within 15 working days of the date of the hearing. 10. The Board shall proceed with the evaluation of each position utilizing the Job Evaluation Manual and Hay guide charts together with all available reference evaluations. 11. The Board shall arrive at a decision as to the evaluation of each of the positions in question. In the event that consensus cannot be reached, the dissenting member may file a minority opinion. 12. The Chair shall record the decision of the Board, its rationale, whether the decision is unanimous or not, prepare a draft of the decision, including any minority opinion and circulate the draft decision to
- 383 -
905a - UNW Bargaining Unit Job Evaluation Appeals the other Board members for their review and authorization. When finalized, all members of the Board are to sign the decision. 13. The Total Rewards Planning unit sends out the decision of the Job Evaluation Appeal Board to the Employee, Client Service Manager responsible for the department in which the job is located, the Deputy Minister of Human Resources and the employees Deputy Head.

Main Collective Agreement with UNW Article 24, Pay Article 36, Job Evaluation Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0900 - Job Evaluation/905a/default.htm
- 384 -
905b - Excluded Employee Job Evaluation Appeals
905b - Excluded Employee Job Evaluation Appeals

Introduction
1. An employee in an excluded position may appeal the evaluation of his/her position. The Special Review Committee conducts an independent review and evaluation of the position.
Application
1. These guidelines and procedures apply to all Government of the Northwest Territories (GNWT) employees in excluded positions except casual employees.
Definitions
1. Excluded Employee is an employee who is employed in a position that is excluded from membership in a bargaining unit under Section 41. (1) (1.7) of the Public Service Act. 2. Interdepartmental Job Evaluation Committees (IJEC) are committees consisting of employees from a number of GNWT Departments, Boards or Agencies who have been trained in the use of, and have experience using, the Hay Method of Job Evaluation. These committees evaluate all jobs within the GNWT on a rotational basis. 3. Job Description is a written statement of the purpose and responsibilities of a position. It also contains information respecting the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job and lists the working conditions that exist when the duties are performed. 4. Hay Guide Charts are the Guide Charts produced by Hay Group for use by clients in evaluating jobs using the Hay Method of Job Evaluation. 5. Special Review Committee is a committee consisting of an Independent Chairperson, a representative of the Deputy Minister of Human Resources, and a public service employee designate. All members must be trained in the use of the Hay Method of Job Evaluation and have reviewed the Special Review Committees terms of reference1. 6. Employee Designate is a public service employee who has been trained in the use of Hay Method of Job Evaluation and who has agreed to be a member of the Special Review Committee at the request of the employee forwarding a submission to the committee. 7. Employee Representative refers to an individual that is chosen by the employee to make a presentation on the employees behalf.
Guidelines
1. Deputy Heads are the final authority respecting the assignment of work and job description content within their Departments, Boards or Agencies. 2. Only the incumbent of a position may appeal the evaluation of that position. The incumbent must submit an appeal within 30 days of being notified of the evaluation of the position.
1. http://www.hr.gov.nt.ca/policy/hrm/0900%20-%20Job%20Evaluation/905b/documents/905bTermsofReference.pdf
- 386 -
Human Resources Manual 3. Appeals are only held when an incumbent believes that, while the job description is correct, the resulting evaluation is not accurate. 4. Appeals should contain detailed information providing a rationale for why the employee believes that their position is improperly evaluated. 5. Employees cannot appeal the evaluation for a position in which they are acting. However, they may appeal the evaluation for a position they occupy by virtue of a transfer assignment. 6. Employees may not sit on the Special Review Committee themselves, as it is inappropriate for the incumbent of a position to be involved in the positions evaluation. 7. The Department of Human Resources maintains an up to date list of individuals trained in the Hay Method of Job Evaluation. 8. The Special Review Committee will evaluate positions utilizing all factors in the Hay Guide Charts in conjunction with GNWT benchmarks; job families, model jobs and other materials contained in the GNWT Job Evaluation Manual; materials contained in the Hay Job Family and Model Job Binder; and in respect of the evaluations of all other GNWT jobs. 9. The evaluation of the position by the Special Review Committee shall be final and binding, based on the majority decision of the committee. 10. The employee (or an employee representative) has the right to make a presentation respecting their concerns. 11. The employee (or representative) is not present during the Special Review Committee evaluation process nor do they have any authority in the final decision of the committee. 12. Where, as a result of the review, a position is found to be over-evaluated and the maximum salary payable in the new range is less than the maximum salary of the incumbent of that position, he/she shall be paid as the present incumbent of that position (PIO) (see HRM 1001 Salary Administration2). 13. The effective date of a re-evaluation that results in an increase in pay shall be the date upon which the employee began to perform the described responsibilities as certified by the Deputy Head. No retroactive pay shall be made for any re-evaluation adjustment that extends beyond 60 days prior to the submission of the request for a review to the Deputy Head. 14. An employee may withdraw an appeal at any time during the appeal process. This withdrawal must be in writing addressed to the Manager, Total Rewards Planning.
Procedures
1. Before submitting a written request for a review by the Special Review Committee to the Deputy Head, an employee shall discuss any concerns with the evaluation of their position with their manager. 2. The Deputy Head refers the appeal to the Special Review Committee to the Manager, Total rewards Planning. 3. The Total Rewards Planning unit coordinates the convening of the Special Review Committee and informs the employee of the expected time frames. 4. The employee contacts the Manager of Total Rewards Planning to obtain the list of trained employees who are willing to sit on the Special Review Committee as an employee designate. 5. The employee selects any person on this list or another employee who meets the training and experience requirements of an employee designate and requests their membership at the Special
2. http://www.hr.gov.nt.ca/policy/hrm/1000%20-%20Salary%20Administration/1001/default.htm
- 387 -
905b - Excluded Employee Job Evaluation Appeals Review Committee. It is up to the employee to ensure they are comfortable with their choice of employee designate. 6. If the employee designate feels there may be a conflict of interest in sitting on the Special Review Committee, they may decline to do so. The employee must then select and contact another representative. 7. Where the employee chooses not to request an employee designate, the Manager, Total Rewards Planning, appoints an appropriately trained individual from the list maintained by the Department of Human Resources. The individual may or may not be from the employees department. 8. The employee must be present for the Special Review Committee hearing. 9. The Total Rewards Planning unit sends out the decision of the Special Review Committee to the employee, Client Service Manager responsible for the department in which the job is located, the Deputy Minister of Human Resources and the employees Deputy Head.

Excluded Employees Handbook Job Evaluation Last Updated: August 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/0900 - Job Evaluation/905b/default.htm
- 388 -
1000 - Salary Administration
1001 - UNW Bargaining Unit and Excluded Group

Introduction
1. The rates of pay for employees in the Union of Northern Workers (UNW) bargaining unit are determined through negotiation between the UNW and the Government. The rates of pay for employees in the excluded group are determined by the Executive Council.
Application
1. These guidelines and procedures apply to all employees in the UNW bargaining unit and employees in the excluded group of the Government except those employed by the NWT Power Corporation.
Definitions
1. Appointment means the offer and acceptance of a public service position that is not a transfer or promotion. 2. Transfer means appointment to a new position that is not a promotion. 3. Promotion means appointment to a new position where the position to which the employee is appointed is at a high pay range than the position the employee formerly occupied. 4. Present Incumbent Only (PIO) refers to the salary, that is paid exclusively to the present incumbent in a specific position, that does not match the current job evaluation and pay range of that job. 5. Excluded Employee means an employee who is not represented by the Union of Northern Workers or the NWT Teachers' Association, as per the provisions of Section 41(1.7) of the Public Service Act. 6. Excluded Group refers to all excluded employees.
Guidelines
1. Employees are not accelerated through the pay range for their position. 2. A term employee is paid a salary that is calculated as if for an indeterminate employee. 3. A part-time employee is paid based on an hourly pay rate within the pay range of the position. 4. A seasonal employee is paid a salary within the pay range of the position. The salary, quoted in a yearly amount, is paid biweekly for the duration of the season. (An employee who works for a season of six months receives one-half of the yearly salary over those six months). 5. The rate of pay for a re-appointed layoff is based on whether the re-appointment is a promotion or transfer. 6. On promotion to a position with more than one rate of pay, the pay increase must be at least equal to the lowest increment for the new position. If the new position has only one rate of pay, the employee receives an increase of 4% of the maximum pay for the former position. 7. On transfer, pay does not change unless the employee was paid on a present incumbent only basis before the transfer. If so, the employee's pay upon transfer is set as on initial appointment.
- 392 -
Present Incumbent Only (PIO)

1. The pay for an employee with PIO status is held at the higher range until the employee leaves the position. 2. An employee is not given PIO status when a bargaining unit change results in a decrease in the employee's salary. 3. The employee continues to receive the annual and negotiated increases for the range of the position before it was reevaluated downwards. 4. Employees will cease to be paid in the holding range if they unreasonably refuse a transfer or training that would put them nearer, equal to or higher than the level established for the position before it was reevaluated. The employee will be paid in the range of rates applicable to the reevaluated position nearest to the rate the employee was being paid in the holding range. 5. Employees who accept a transfer or training that puts them in a position nearer to the position before it was reevaluated will continue to be paid at the holding range.
Initial Appointment
1. A newly hired employee receives the minimum pay for the position. However: a. employees in certain nursing and certified nursing assistant positions are given an increment for each two years of related experience, to a maximum of Step 3; b. employees in instructor positions are paid a salary based on education and experience; c. Deputy Heads may authorize other employees to be paid at Steps 2 or 3; d. Ministers may authorize employees in their departments to be paid beyond Step 3.
Re-Appointment
1. An employee, except a casual employee, who is rehired within two (2) years of his/her last date of employment with the Employer to perform the same duties shall be paid at the same step as he/she was being paid at when he/she ceased to be an employee.
Salary Revisions (UNW Bargaining Unit)

1. The pay grids and economic increase for employees represented by the UNW are set by negotiations between the Government and the UNW. 2. Negotiated salary revisions for employees represented by the UNW are reflected on their pay cheques as follows: a. within two months after the month the Collective Agreement is signed; or b. within one month after the month of the effective date of subsequent revisions 3. Retroactive pay revisions are actioned within three months of the signing of the Collective Agreement. 4. Employees who have earned overtime, compensation or any other extra allowances in addition to their regular pay, shall receive such remuneration in the four weeks following the day the employee submits the appropriate form.
- 393 -
Salary Revisions (Excluded Employees)

1. Any salary revisions are reflected on the employees' pay cheques within one month of the effective date of the revision.
Position Evaluation Revisions (Excluded and Union Employees)

1. Where a position is re-evaluated as a result of a change in duties and responsibilities and the maximum rate of pay of the new pay range exceeds the maximum rate of pay of the old pay range, the incumbent of the position will be paid at the step in the new pay range which provides him/her an increase in salary that is nearest to but not less than the difference between step 1 or step 2 of the new pay range. 2. Where a position is assigned a higher pay range as a result of regrading; that is where there have been no substantial changes in the duties and responsibilities of the position evaluated, the incumbent of the position re-evaluated will be paid at the same step in the new pay range as they were in the old pay range.
Procedures
1. Upon initial appointment, the employing department sets the starting pay for the employee in accordance with either the Collective Agreement or the Terms and Conditions of Employment for the excluded group. 2. The employing department advises the employee of the starting salary for the position through the letter of offer. 3. The Department of Human Resources issues all instrumentation for pay action to implement negotiated economic increases.

Public Service Regulations Section 16-21, Pay Main Collective Agreement with UNW Article 24, Pay Appendix A10, Health Care Workers Appendix B, Pay Schedules Appendix A4, Classroom Assistants Appendix A6, Community Adult Education Instructors & Home Management Development Officers Appendix A8, Apprentices Excluded Employees' Handbook Salary Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1001/default.htm
- 394 -
1002 - NWTTA Bargaining Unit
1002 - NWTTA Bargaining Unit

Introduction
1. Pay grids are set by negotiations between the Government and the NWT Teachers' Association (NWTTA). 2. The Government places teachers on the salary grid at time of hire.
Application
1. These guidelines and procedures apply to all employees represented by the NWTTA bargaining unit.
Definitions
1. Teacher is an employee who possesses a valid Northwest Territories Teaching Certificate and includes Classroom Teachers (including Technical Officers holding teaching positions), Language Specialists, Cultural Specialists, Part-Time Teacher, Grade co-ordinators, Subject co-ordinators, Teacher Consultants, Curriculum Specialists, Assistant Principals and Principals. 2. Teacher Education refers to years of training leading to the granting of a recognized teaching certificate. 3. Language Specialist/Cultural Specialist Category (LSCS) is Aboriginal Language or Cultural Specialists certification. 4. Category 1 is one year of teacher education. 5. Category 2 is two years of teacher education. 6. Category 3 is three years of teacher education. 7. Category 4 is four years of teacher education which includes at least one degree. 8. Category 5 is five years of teacher education which includes at least one degree. 9. Category 6 is six years of teacher education which includes two bachelor degrees or at least one graduate degree. 10. A year of teaching experience consists of: a. any combination of teaching experience totalling 195 sessional days; or b. a minimum of 150 teaching days in a single academic years; or c. an accumulation, of pro-rated part-time days which total to the equivalent of 195 full days (subject to experience of at least 15 consecutive teaching days as a teacher, contract teacher or substitute teacher); or d. a year of teaching experience as certified by a previous employer.
- 396 -
Guidelines
1. Teachers are paid an annual salary based on the academic year in accordance with verified qualifications and teaching experience. 2. Placement is based on the number of years of teacher education and the number of years of experience the teacher has. 3. Part-time teachers will be paid in accordance with verified qualifications and teaching experience. The amount will be pro-rated according to time actually spent on duty. 4. A teacher who does not have the minimum qualifications specified for Category 1 of the salary schedule will be paid at the minimum rate of Category 1. 5. A language or cultural specialist substitute teacher is paid the daily rate $176.00. All other substitute teachers are paid the daily rate of $183.00. 6. A person who holds no teaching qualification who is hired to perform the duties of a substitute teacher will be paid the daily rate of $137.00. 7. A substitute teacher who performs the duties of a teacher for more than five days, is paid according to qualifications and experience. Payment is retroactive to the first day of these duties.
Procedures
1. The teacher gives the hiring Board proof of qualifications (either originals or official copies). 2. The Board reviews the documents and determines the teacher's placement. 3. The Board advises the Department of Human Resources and the teacher of the placement. The Department of Human Resources takes appropriate pay action. 4. If a teacher disagrees with the salary placement then the Alberta Teacher Qualification Service (ATQS) is used to determine placement. ATQS is told to assume the teacher has a high school diploma. 5. In subsequent years the teacher's salary is increased one Step for experience, to the maximum Step for the Level.

Collective Agreement with the NWTTA Article A1, Salary Article A2, Qualifications Article A3, Experience Increments Appendix C, Salary Schedules Last Updated: January 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1002/default.htm
- 397 -
1002a - Experience Increments - Teachers
1002a - Experience Increments - Teachers

Introduction
1. Experience increments are granted to teachers in recognition of service.
Application
1. These guidelines and procedures apply to all teachers.
Definitions
1. Experience Increment means a one step increase within a pay level for one year of teaching experience. To the maximum within the pay level.
Guidelines
1. The experience increment date is based on the anniversary date of the employee's appointment as a teacher. That date is normally the start of a school year. 2. The experience increment date is not affected by a demotion. 3. The experience increment date of a teacher who is transferred does not normally change. 4. A teacher on loan to another agency for teaching duties will be given experience credit for the period of the assignment. 5. A teacher is granted no more than one experience increment on the basis of credit granted for educational leave. 6. Increment dates are postponed by: maternity leave; parental leave; or leaves of absence with or without pay greater than 25 working days. 7. An increment postponed by a leave of absence, as mentioned in paragraph #9, is due when the teacher completes a year of teaching experience. This includes the periods of service before and after the absence, starting from the last experience increment date.

NWTTA Collective Agreement Article A3 - Experience Increments Last Updated: December 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1002a/default.htm
- 398 -
1003 - Management Group
1003 - Management Group

Introduction
1. The Management group of employees is identified as Management Unit 52 in Human Resource Information System (HRIS). The unit number is called a bargaining unit although these Managers are not in a union and do not bargain their benefits. The term is used consistently to identify benefits and salary administration for a unique group of employees within the Government. The rates of pay are determined by Cabinet.
Application
1. These guidelines and procedures apply to all Government employees who are in the management unit, except those employed by the NWT Power Corporation.
Definitions
1. Senior Manager refers to Deputy Ministers, Presidents of Corporations, the Comptroller General and the Clerk of the Legislative Assembly. 2. Manager refers to Regional Directors, Heads of Boards and Agencies, Assistant Deputy Ministers or equivalents, Directors, Regional Superintendents, Policy Advisor and a few others who are in the management unit. 3. Economic Adjustment refers to the adjustment to the salary grid which are approved by Cabinet. 4. Merit Pay refers to an annual increase to a Manager's pay, which recognizes the Manager's job performance during the previous year ending March 31st. 5. Bonus refers to the amount of merit pay that is paid as a lump sum payment of money which would not raise the Managers compa ratio percent. 6. Compa ratio refers to the ratio of a Manager's salary compared to the maximum salary for the Manager's position, and it is expressed as a percentage.
Guidelines
1. Positions are evaluated against several criteria and assigned points. Based on the points, a position is placed in the appropriate band on the management unit salary grid. 2. The salary grid for this group of employees is labeled HP which stands for the Hay Plan, the job evaluation system used to evaluate these jobs. The Grid consists of 21 salary bands, the job points attached to each band, and minimum and maximum salaries for each band. The minimum salary is equal to a compa ratio of 70% of the maximum of the range and the maximum salary is equal to 100%. 3. Economic adjustments for managers are determined by the Financial Management Board. 4. Merit pay ranging from 0% to 8% is available for a manager each year. It can be given as a percentage increase to salary, lump sum bonus or combination of both. 5. The maximum merit increase provided for the entire Government is equal to 3.8% of the total Management salaries and the total dollars processed cannot exceed this amount. - 400 -
Human Resources Manual 6. Retroactive pay revisions are actioned within three months of the approval of the economic adjustments. 7. Once every fiscal year, effective April 1st, managers are given extra pay for good performance. Both economic adjustments (salary grid increases) and merit increases are considered pay for performance. There are special programs within the HRIS, which provide the correct administrative processes to action performance pay for managers. These programs are administered by the Department of Human Resources. 8. The Department of Human Resources processes these salary adjustments for managers in all Government departments, boards, agencies and corporations which use HRIS. 9. A Manager's compa ratio increases as competency in the job increases. An employee who reaches 100% of the salary level is considered to be fully competent in all duties assigned to their position. 10. A Manager is never paid less than 70% of the position maximum salary and cannot exceed 100% of the salary range for the position. 11. Managers do not receive economic adjustments automatically. Economic and merit increases are only given when job performance is considered satisfactory, good or excellent. 12. If merit pay or bonus is recommended, then the economic adjustment must also be recommended. 13. If a manager's performance is satisfactory, but has not improved over the previous year, then a merit increase may be denied. However, the economic adjustment should still be granted in order to maintain the employee's current salary percent at the same level of the position maximum. 14. If the employee's performance was unsatisfactory then both the economic adjustment and merit pay are withheld. This will result in the manager's compa ratio going down. 15. If a manager's performance has been unsatisfactory for successive years, and the compa ratio is at or near 70%, both the economic adjustment and merit pay should be withheld in conjunction with other discipline measures. 16. When a manager has reached 100% of the range of the position, all merit pay is paid in the form of a bonus which is pensionable.
Procedures
1. The Department of Human Resources does ongoing research of market salaries for senior managers. It canvasses the departments and other portions of the public service for concerns and suggestions and monitors various economic indicators. 2. Upon initial appointment, the starting pay is set by the Staffing Officer and the Deputy Head within the employing department, board or agency. 3. The Staffing Officer prepares a job offer for the manager advising the manager of the starting salary for the position. 4. On promotion or transfer, salary adjustments are processed through the Department of Human Resources. 5. The Department of Human Resources processes the annual salary grid adjustments for managers as authorized by the Financial Management Board. 6. Within the first few weeks of April each year, the the Department of Human Resources provides each Deputy Head with instructions and forms to calculate the merit pay for each of their managers, and to indicate if an economic adjustment should be paid. 7. The Deputy Heads return the work sheets with their recommendations to the Department of Human Resources. The worksheets on the system are updated with those recommendations, final copies are
- 401 -
1003 - Management Group processed and delivered to the Chairman of the Financial Management Board for review and approval. 8. When the performance pay recommendations are approved, the salary adjustments are made by the Department of Human Resources. The Department of Human Resources then distributes the approved salary adjustments to departments, boards, agencies, corporations, regional offices, and the pay office. 9. Each Deputy Head writes to each manager to advise of the salary adjustments made.

Public Service Act Section 38-39, Pay Public Service Regulations Section 16-21, Pay Managers' Handbook Salary Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1003/default.htm
- 402 -
1004 - Pay Increments
1004 - Pay Increments

Introduction
1. Increments are granted to employees in recognition of service and satisfactory performance.
Application
1. These guidelines and procedures apply to all employees except those in the NWT Teachers' Association bargaining unit, management group or those employed by the NWT Power Corporation.
Definitions
1. Increment means the difference between adjacent steps in a pay range.
Guidelines
1. An employee, except a casual employee, who is rehired within two (2) years of his/her last date of employment with the Employer to perform the same duties shall be paid at the same step as he/she was being paid at when he/she ceased to be an employee. 2. An employee in a position with more than one rate of pay shall be granted pay increments until the maximum rate is reached. 3. An employee's increment may be denied if an employee's performance is poor. 4. Employees may not be accelerated through their steps. 5. The increment date (annual review date) is based on the anniversary date of the employee's appointment or most recent promotion or the date the individual was hired as a casual to perform the same duties as the new appointment if there was no break between the casual and indeterminate service. Pay increments, which are recommended by the Deputy head, shall be granted the first day of the month of the employee's initial appointment. 6. On promotion, if an increment is due within six months, it is granted before the pay for the new position is calculated. The increment date is changed to the first day of the month of the promotion. 7. The increment date is not affected by a demotion. 8. The increment date of an employee who is transferred or whose position is re-evaluated does not change. 9. Increment dates are postponed by all leaves of absence except the following: a. leaves of absence less than six months; b. leaves of absence without pay to work for another government department, board or agency; c. maternity leave; and d. adoption leave.
- 404 -
Human Resources Manual 10. An increment postponed by a leave of absence is due when the employee returns to work and completes a year of paid full-time employment from the effective date of the last increment. This includes the periods of service before and after the absence. 11. Lay-off of six months or less does not postpone the increment date. If lay-off exceeds six months, employment between the last increment and the lay-off date counts towards the next increment on re-appointment. 12. When an increment and a salary revision are due on the same date, the increment is applied first. 13. Part-time employees receive annual increments regardless of the number of hours worked during the year. 14. If an increment is denied the employee will be informed of the date of the next review which may be no later than 12 months from the date the increment is denied. At this time, the employee shall be entitled to the withheld pay increment, in addition to the current pay increment, should performance be deemed to meet the required standard. 15. Seasonal employees are entitled to receive increments on completion of each accumulated one year (12 months) of active employment. As seasons vary from year to year, the actual date varies.
Procedures
1. An increment is automatically processed for employees unless an authorized letter is sent to the Department of Human Resources, advising the administrator to withhold the increment. 2. If a supervisor feels that an employee's increment should be denied, the recommendation is made to the Deputy Head. If the Deputy Head supports the recommendation, written notice denying the increment due is given to the employee and a copy is sent to the Department of Human Resources to authorize the change. 3. The notice is given, not more than six weeks and at least two weeks prior to the increment due date, and include the date of the next review. If notice of denial is not given, the pay increment shall be implemented on the due date.

Collective Agreement with the UNW Article 24, Pay Excluded Employees' Handbook Salary Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1004/default.htm
- 405 -
1005 - Deductions From Pay
1005 - Deductions From Pay

Introduction
1. The Government may make deductions from an employee's pay.
Application
Guidelines
1. An employee is required to pay and the Government is obligated to make mandatory deductions from an eligible employee's pay, at prescribed rates, premiums and amounts for the following: Superannuation (Superann) Supplementary Death Benefits (SDB) Canada Pension Plan (CPP) Employment Insurance (EI) Disability Insurance (DI) Long Term Disability Insurance (LTD) Income Taxes Employee Association Dues Staff Accommodation Rent Court-Ordered Payments 2. The Government may make optional deductions from the employee's pay for the following: Public Service Health Care Plan (PSHCP) Public Service Management Insurance Plan (PSMIP) Parking Charges Canada Payroll Savings
Procedures
1. The Department of Human Resources review the pay and benefits information with each new employee. Mandatory and optional deductions at prescribed rates, premiums and amounts are processed to initiate enrollment and to begin payroll deductions. 2. For optional benefit deductions, Payroll is notified in one of the following ways:
- 406 -
Human Resources Manual a. direct application by the employee to Payroll for Payroll Savings Plan. b. application by the employee, through Human Resource Section staff in the employees' department for: Public Service Health Care Plan (PSHCP) Public Service Management Insurance Plan (PSMIP) Lease-to-Purchase of Government-owned accommodation c. application by the employee, through the proper department, board or agency, to the Department of Human Resources for other deductions authorized from time to time. 3. Upon receipt of such applications, duly authorized, the Department of Human Resources makes deductions at prescribed rates, premiums, or amounts. 4. Deductions from salary to recover overpayments per pay period cannot exceed 10% of gross earnings for UNW, and NWTTA employees.

Superannuation Act Federal Income Tax Act Unemployment Insurance Act Canada Pension Plan Act Financial Administration Act Main Collective Agreement with UNW Article 24 Collective Agreement with NWTTA Article A1.10(1) Last Updated: September 1999 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1005/default.htm
- 407 -
1006 - Recoveries From Pay/Garnishment
1006 - Recoveries From Pay/Garnishment

Introduction
1. The Government may make recoveries from an employee's pay.
Application
Definitions
1. Garnishment is withholding money in compliance with a legal order to pay the employee's debt to a third party.
Guidelines
1. Recoveries may be made from an employee's pay for money owing to the Government for: a. over-payment of salary or wages; b. salary paid for unearned leave and absence without leave; c. loans, advances and allowances, such as: an advance for travel or removal expenses; an allowance to purchase and transport food if residing in an eligible community; or assistance to purchase tools. d. arrears on deductions from pay; e. rent arrears; and f. other debts collectible, including tenant damages to staff accommodations, under the Financial Administration Act or on authorization of the Comptroller General. 2. For continuing employees in the Union of Northern Workers (UNW) or NWTTA bargaining units, no more than 10% of gross earnings per pay period may be deducted for recoveries. 3. For managers and employees in the excluded group, the amount to be deducted per pay cheque will be 10% of the employee's gross earnings per pay period unless the Employer and Employee mutually arrange an alternative repayment schedule for recoveries. If the total amount outstanding is less than 10% of the employee's gross earnings per pay period, the full amount is deducted from one pay period. 4. Recoveries are not subject to the limitations in #5, and #6 above in these cases: recovery for an absence without leave; collection of money owed to the Government upon termination of employment;
- 408 -
Human Resources Manual recovery under garnishment, such as compliance with a court order; superannuation. 5. In addition, recoveries of monies owed as described in #4(c), (e) and (f) from employees in the UNW bargaining unit are not subject to the limitation in #5. These recoveries are made in full or as mutually arranged between the Employer and the employee.
Procedures
1. The Department of Human Resources, upon receipt of notification of money owing, starts recovery action.

Financial Administration Act Main Collective Agreement with the UNW Article 24.02 (5) (c) and (b), Pay Article 44, Food Purchasing and Transportation Assistance Collective Agreement with the NWTTA Article A1.10 (1), Salary Last Updated: June 2001 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1006/default.htm
- 409 -
1007 - Responsibility Allowance
1007 - Responsibility Allowance

Introduction
1. The Employer may require employees with the necessary qualifications to perform duties of a position at a higher pay range temporarily for which the employee will receive responsibility allowance.
Application
1. These guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation and those employed by the NWT Teachers Association.
Definitions
1. Acting is defined as: a. assuming the duties of a position, including all programs, financial and human resource responsibilities, for a specific period of time where the assumed position is at a higher pay level than the home position; or b. being designated in charge of a ward, unit or department on any shift in circumstances which place upon the employee responsibilities greater than those ordinarily assumed; or c. a nurse temporarily replacing another nurse in the position of supervisor; or d. being designated an employee in charge when the head nurse or unit or department manager is not present to cover the daily operations of the ward unit or department. 2. Acting Period is the time an employee temporarily fills a position at a higher pay level. 3. HRIS is the Human Resource Information System.
Guidelines
1. Acting periods are normally for a minimum of five days and not more than six weeks in length. 2. Managers, however, may determine whether or not the payment of a responsibility allowance is appropriate for acting periods of less than 5 days. The individual is required to do the full job to be eligible and managers will need to be able to articulate their decision on whether or not to provide the allowance. 3. Where a supervisor is absent less than five working days, individuals will be designated as acting and receive responsibility allowance in those positions where health and safety considerations make the presence of a supervisor a requirement and where the employee is required to perform the full duties of the position. The following positions fall into the health and safety category: Education, Culture & Employment
- 410 -
Human Resources Manual Residence Life Manager, Thebacha Campus Manager, Student Services, Yellowknife Campus Manager, Student Services, Aurora Campus Environment and Natural Resources Manager, Forests, South Slave Region Manager, Wildlife, South Slave Region Health & Social Services Nursing position on the floor - Fort Smith Nurse in Charge - Health & Social Services Authorities All Registered Nurses - Health & Social Services Authorities Sonographer - Stanton Territorial Health Authority (STHA) Mammography Technologist - STHA Radiology Technologist - STHA Senior Technologist Computerized Tomography - STHA Pharmacy Technician - STHA Environmental Health Officers STHA Laboratory Technologist Core Lab STHA Laboratory Technologist Bacteriology - STHA Licensed Practical Nurses - Health Centres Manager, Social Programs - Health & Social Services Authorities Facility Manager, Joe Greenland Centre, BDHSSA Manager of Mental Health and Addictions, BDHSSA Director of Social Programs, BDHSSA Lab Supervisor, BDHSSA Diagnostic Imagining Supervisor, BDHSSA Industry, Tourism & Investment Manager, Tourism & Parks Justice Corrections Officers Shift Supervisors - River Ridge Corrections Service Worker Supervisor - Fort Smith Senior Youth Officer - Inuvik, Yellowknife Correctional Supervisor - SMCC, NSCC - 411 -
1007 - Responsibility Allowance Municipal & Community Affairs Fire Marshal Assistant Fire Marshals Transportation Airport Managers Supervisors of Surface Officers in Command (firefighters) Supervisor, Surface Structures Regional Highway Managers Highway Maintenance Supervisors Regional Superintendents Public Works & Services Chief Boiler Inspector Chief Gas Inspector Chief Electrical Inspector Settlement Maintainers Water Treatment Plant Operators Regional Superintendent Director, Petroleum Products 0. The Deputy Head of the employing Department, Board or Agency, or officer delegated under the Department, Board or Agency Approval Authorities, approves all acting periods. 1. Where a supervisor is absent for longer than six weeks, replacement of the supervisor should be through a transfer assignment. See HRM section 1408 on transfer assignments. 2. Where a supervisor is absent for longer than six weeks and the Department, Board or Agency prefers to replace the supervisor through the use of acting, rather than a transfer assignment, the acting period greater than six weeks must be jointly approved by the Deputy Head of the employing Department, Board or Agency and the Deputy Minister of Human Resources. 3. When an employee is required to temporarily perform the duties of a position at a higher pay range for five days/shifts or less, the employee will receive a responsibility allowance equal to 10% of the employees base salary. 4. When an employee is required to temporarily perform the duties of a position at a higher pay range for more than five days/shifts, the employee will receive a responsibility allowance equal to 12% of the employees base salary. 5. If an employee is designated as acting in a senior management position, the total amount of salary and responsibility allowance shall not exceed the maximum rate of pay for the position in which he/she is acting.
- 412 -
Human Resources Manual 6. Employees not covered by the Senior Managers Handbook who are required to act in a senior manager position will receive a responsibility allowance. However, their benefits will not change to correspond to the benefits of a senior manager. 7. When an education assistant is required to lead a class and no teacher is present in the classroom, the education assistant will be paid at a rate two ranges above his/her current step.
Procedures
1. The supervisor identifies an employee to temporarily fill a position and clarifies with him/her the expectations of duties that will be covered (i.e., ongoing disciplinary problems, budget or work plan issues, etc.) or, in cases where an employee is asked to act for a position without supervisory responsibilities, ongoing work issues. 2. The employee records the responsibility allowance for the appropriate hours in self-service as per the instructions found on the Department of Human Resources Intranet1. 3. For self-service exempt employees, the supervisor sends an email with the following information to the Department of Human Resources requesting payment of responsibility allowance: a. The name of the employee; b. The title of the position the employee will be acting in; c. The length of the acting period; and d. The salary/index code for the acting position. 4. The Department of Human Resources processes the information for payment and updates the employee's record in HRIS. 5. Where the request is not in accordance with the guidelines, the Department of Human Resources advises the supervisor initiating the request that the request is not in accordance with the guidelines and provides options for consideration. 6. If a supervisor wishes to extend the acting period, he/she must send an email to the Department of Human Resources requesting an extension. The extension must be within the six-week period; otherwise, a transfer assignment should be done.

Main Collective Agreement with the UNW Article 24.04, Responsibility Allowance Appendix A4, Classroom Assistants Excluded Employees Handbook Salary, Responsibility Allowance Senior Managers Handbook Salary, Responsibility Allowance Last Updated: April 2009 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1007/default.htm
1. http://www.hr.gov.nt.ca/intranet/peoplesoft/default.htm
- 413 -
1008 - Pay Periods
1008 - Pay Periods

Reference
Terms and conditions of employment related to pay periods are contained in collective agreements and employee handbooks: Main Collective Agreement with the UNW Article 24, Pay1 NWTTA Collective Agreement Article A1, Salary 2 Excluded Employees Handbook Salary 3 Senior Managers Handbook Salary4
Application
These guidelines and procedures apply to all employees except those employed by the NWT Power Corporation.
Guidelines
1. All employees are paid bi-weekly. Paydays are every second Friday. 2. Casual employees are paid two weeks after the pay period end date. For example, weeks one and two are paid at the end of week four. 3. Non-casual employees are paid one week after the pay period end date. 4. Employees will receive their pay through direct deposit with the Canadian financial institution of the employees choice.
Procedures
1. To ensure accurate and timely pay, employees are responsible for entry of time reporting and leave into PeopleSoft. Exceptions may be made for employees identified as self-service exempt employees (see HRM 2055). 2. Employees view their payroll advice online through the PeopleSoft self-service module. Exceptions may be made where an employee is on leave greater than six months and internet access is unavailable.
About this section

Authority: 14.00 Human Resources Establishment Policy Effective Date: November 25, 2011 History: Previously revised April 2005 Responsible Unit: Employee Services
1. 2. 3. 4. 5.
http://www.hr.gov.nt.ca/Agreements/UNW/Article24/default.htm http://www.hr.gov.nt.ca/Agreements/NWTTA/appendixa1/default.htm http://www.hr.gov.nt.ca/Agreements/EXCLUDED/SALARY/ http://www.hr.gov.nt.ca/agreements/managers/SALARY/ http://www.hr.gov.nt.ca/policy/hrm/0200%20-%20Employee%20Records/205/default.htm
- 414 -
Human Resources Manual Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1008/default.htm
- 415 -
1009 - Pay for Performance
1009 - Pay for Performance

Introduction
1. The Government of the Northwest Territories (GNWT) believes that employees should be compensated for their outstanding achievements and contributions.
Application
1. These guidelines and procedures apply to all excluded GNWT employees, except those employed by the NWT Power Corporation.
Definitions
1. Performance Development System is the system selected by Departments, Boards and Agencies in which: a. At the beginning of the review period, the major individual and group assignments, goals and objectives and the expected levels of individual achievements and contributions to group assignments are identified, and b. At the end of the review period the demonstrated level of achievements and contributions, and if applicable, the degree to which expected levels were exceeded are identified. 2. Outstanding Achievements are achievements that exceed the expected level of achievement and performance required for the position. 3. Outstanding Contributions are contributions that exceed the expected level of contributions of the position. 4. Salary Increments are step increases to the annual rates of pay within the salary range of the position. 5. Bonuses are lump sum amounts that are paid to employees but which are not added to base salary. 6. Fiscal Year/Review Period is a one-year period from April 1st to March 31st.
Guidelines
1. Deputy Heads are responsible for determining which employees should be awarded pay for performance in their Department, Board or Agency. The Deputy Head must approve all pay for performance salary increments and bonuses. 2. Pay for performance salary increments and bonuses are based on the following criteria: a. Completion of an annual employee performance review; b. Demonstration of outstanding achievements and contributions; and c. Recommendations from managers. 3. Pay for performance salary increments and bonuses will be issued once per year.
- 416 -
Human Resources Manual 4. Pay for performance increments are in addition to normal annual pay increments. 5. Employees are not informed of their recommendation for pay for performance until after final Deputy Head approval has been given. 6. The number of pay for performance awards in each Department, Board or Agency is restricted to 20% of excluded employees in that Department, Board or Agency for the review period. 7. Where a Deputy Head feels an exception should be made to the 20% limitation, a rationale should be prepared and attached to the list of recipients provided to the Department of Human Resources. 8. Employees whose overall achievements and contributions exceed the expected level of achievements and contributions for their position may receive, upon the approval of the Deputy Head: a. Two increments for employees who are two or more steps below the maximum step for their salary range; b. One increment plus a bonus of 2.5% of current salary, as applicable to reflect the degree to which expected levels of achievements and contributions are exceeded as provided for in the Performance Development System for employees who are one step below the maximum step for their salary range; or c. A bonus of 5% of current salary, as applicable to reflect the degree to which expected levels of achievements and contributions are exceeded as provided for in the Performance Development System for employees who are at the maximum step for their salary range. 9. Pay for performance salary increments and bonuses are awarded for performance for the previous fiscal year, and are effective April 1st of the year immediately following the year to which the salary increment or bonus applies. Bonuses are calculated on the pay grid for the previous fiscal year. 10. Pay for performance is not referenced in an employees performance evaluation. 11. Deputy Heads will submit to the Deputy Minister of Human Resources a report outlining pay for performance activities during the previous year. Deputy Heads are encouraged to make decisions on pay for performance by June 30 of each year.
Procedures
1. The Department of Human Resources provides each Deputy Head with a list of incumbents in excluded positions within their Department, Board or Agency and a sample call letter1. 2. Deputy Heads initiate a process within their organization to determine candidates for pay for performance. Deputy Heads may choose to use the Criteria for Pay for Performance2 to assist with decisionmaking. 3. The Deputy Head reviews the nominations. Only nominations that have been substantiated will be considered. 4. The Deputy Head informs the Client Service Manager of the approved nominations. The Client Service Manager prepares a departmental Pay for Performance summary report3 and transmittal letter for the Deputy Head to forward to the Deputy Minister of Human Resources by June 30 of each year, along with the rationale for exceptions to the 20% limitation if necessary.
1. http://www.hr.gov.nt.ca/policy/hrm/1000%20-%20Salary%20Administration/1009/documents/1009SampleCallLetter.DOC 2. http://www.hr.gov.nt.ca/policy/hrm/1000%20-%20Salary%20Administration/1009/documents/1009SampleCriteria.DOC 3. http://www.hr.gov.nt.ca/policy/hrm/1000%20-%20Salary%20Administration/1009/documents/1009SampleSummary.DOC
- 417 -
1009 - Pay for Performance 5. At the Deputy Heads request, the Client Service Manager drafts a notification letter4 for the Deputy Heads signature informing the employee that he/she has been selected and approved for pay for performance. 6. The Deputy Minister of Human Resources ensures the pay for performance as outlined in the summary is processed.

Human Resources Manual Section 1004, Pay Increments Section 1406, Performance Development System Excluded Employees' Handbook Pay for Performance Performance Evaluation Last Updated: July 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1009/default.htm
4. http://www.hr.gov.nt.ca/policy/hrm/1000%20-%20Salary%20Administration/1009/documents/1009SampleEmployeeLetter.DOC
- 418 -
1010 - United Way Payroll Deductions
1010 - United Way Payroll Deductions

Introduction
1. The Government of the Northwest Territories (GNWT) provides the opportunity for employees to contribute to the United Way of the Northwest Territories through payroll deduction.
Application
1. These guidelines and procedures apply to all unionized, excluded, Senior Management and the Northwest Territories Teachers Association employees, except those employed by the NWT Power Corporation.
Definitions
1. The United Way of the Northwest Territories is an autonomous charitable organization which provides financial support to over 7,000 agencies and provides funding to an additional 10,000 organizations through donor directed giving. 2. Payroll Deduction is a process where an employee identifies an amount to be deducted off of each pay (i.e. Canada Savings Bonds or the United Way).
Guidelines
1. Employees who wish to donate may enroll only at the beginning of each campaign. Normally, this will be in November of each year with deductions commencing or continuing on the first pay in January of each year. 2. The Departments and Regional offices will be provided with information for distribution to employees. 3. Departments and Regional offices will be required to have all applications returned and entered in time so that the deadlines for the first payroll in January are met. 4. Employees will fill out an application to enrol or change the deduction amount. 5. Employees may specify any number of charitable organizations registered with the Canada Revenue Agency for their donations. Employee donations are forwarded to their chosen charities less a processing fee of $12.50. 6. Any contributions not specifically designated by the employee to a chosen charity are provided by the United Way to Northwest Territories organizations according to the United Ways mandate. A processing fee is not charged in this case. 7. Deductions will be reported on the T4 slip in box 46 each year; therefore, no receipts will be issued. 8. Cancellations of the United Way deduction can take place either on the first pay in July of each year or the fist pay in January of each year. Three weeks written notification is required. 9. Employees may reduce or increase their contribution amount only at the beginning of a campaign (first pay in January) or on the first pay in July. A new application form will need to be filled out indicating the change.
- 420 -
Human Resources Manual 10. When an employee terminates their employment with the GNWT, he or she may make arrangements directly with the United Way to continue with their contributions if they so choose.

Payroll Procedures Manual Section 3.7 Last Updated: November 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1000 - Salary Administration/1010/default.htm
- 421 -
1100 - Insurances
1101 - Public Service Health Care Plan
1101 - Public Service Health Care Plan

Introduction
1. The Government provides an optional supplementary health care plan.
Application
1. These guidelines and procedures apply to all employees, except the following: casual employees with less than six months continuous service; term employees with less than six months continuous service; and employees of the NWT Power Corporation.
Definitions
1. Supplementary Health Care means to supplement other benefits. For the purposes of this section, other benefits will mean the Territorial Health Care Plan or Blue Cross as administered by the Department of Health and Social Services.
Guidelines
1. Participation, including the level of coverage, is optional for all employees except managers who must take benefit level III. 2. All premiums are deducted from pay. 3. Information on PSHCP is available from the Department of Human Resources. 4. Claims must be made no later than six months from the end of the year, in which expenses were incurred.
Procedures Enrollment
1. An employee decides what, if any, coverage is wanted during documentation and completes the necessary forms. 2. The Department of Human Resources enrolls eligible employees.
Making a Claim
1. Employees obtain receipts for all medical services. 2. Employees send claims along with receipts, to: Public Service Health Care Plan Sun Life of Canada
- 424 -
Human Resources Manual Health Claims Office OTTAWA ON K1G 5L1 Telephone 1-888-757-7427 3. The claim is reimbursed and sent to the employee. 4. The employee must make appeals to questionable or denied claims directly to: The Secretary Board of Management of the PSHCP c/o The National Joint Council P.O. Box 1525 OTTAWA ON K1A 5V2

The Public Service Health Care Plan Booklet Insurance Administration Manuals Chapter 2, PSHCP Last Updated: May 1998 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1101/default.htm
- 425 -
1102 - Supplementary Death Benefit (SDB)
1102 - Supplementary Death Benefit (SDB)

Introduction
1. The Government provides a basic life insurance policy to all employees who contribute to the superannuation plan. The supplementary death benefit (SDB) insurance is compulsory.
Application
1. These guidelines and procedures apply to all employees, except for the following: those who opted out in 1954 and have been employed in the public service substantially without interruption since 1956; and employees of the NWT Power Corporation.
Definitions
1. Participant is an employee who contributes to the supplementary death benefit plan. 2. Elective Participant is a person who retains coverage after ceasing to be employed. Employees must have five years of continuous service or five years participation in the plan, to do this. 3. Beneficiary is the person to whom the benefits will be paid. The following are eligible beneficiaries: the estate; any person 18 or older at the time of designation; any charitable or benevolent organization or institution; or any educational or religious organization or institution which is supported by alms.
Guidelines
1. Coverage includes a benefit equal to two years salary, adjusted up to the next multiple of $250. The amount of the benefit automatically goes up as an employee's salary increases. 2. The SDB benefit decreases by 10% for each year beyond the age of 60. The yearly reduction takes effect on April 1 or October 1. Employees who have participated in SDB for five years, are entitled to special provisions when they reach age 65. 3. Contributions are at the rate of $.05 cents a month for every $250 coverage. There is no provision for a return of contributions. 4. Coverage begins on the date of becoming a contributor to the Superannuation Account. Coverage continues until the date the employment ceases, unless the employee becomes an elective participant. 5. Coverage continues while on leave of absence, with or without pay, as long as contributions are made. 6. Contributors may designate a beneficiary to whom the benefit is paid in the event of their death.
- 426 -
Human Resources Manual 7. Participants can cancel a beneficiary and assign a new beneficiary. The request must be in writing, dated and witnessed. 8. Benefits are normally paid directly to the beneficiary named. If a beneficiary is not named, the benefits are paid to the estate. The exception is married males who were participants prior to December 20, 1975. Payment is made to the widow who was married to the participant prior to December 20, 1975. 9. Under certain circumstances, all or a portion of the death benefit can be applied directly against the expenses for the final maintenance, burial or funeral of a participant.
Procedures
1. Enrollment in the SDB plan is automatic upon participation in the superannuation plan. 2. Employees must designate a beneficiary. The Financial Management Board Secretariat provides the necessary forms for designating and changing beneficiaries. 3. Contributions are automatically deducted from the employees pay.

Your Superannuation Plan by the Treasury Board of Canada Insurance Administration Manual Supply and Services Canada Chapter 6, Supplementary Death Benefit Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1102/default.htm
- 427 -
1103 - Public Service Management Insurance Plan
1103 - Public Service Management Insurance Plan

Introduction
1. PSMIP is insurance provided by the Government to eligible employees. Coverage includes group life, accidental death and long term disability.
Application
1. These guidelines and procedures apply to all excluded employees and Managers, except: those who cannot pass PSMIP medical requirements; those appointed to a term of less than three months; and employees of the NWT Power Corporation
Definitions
1. Basic Life Insurance is equal to one year of annual salary; two years for managers. For the purposes of PSMIP annual salaries are adjusted up to the nearest $1,000.00 interval. 2. Annual Salary means annual salary adjusted up to the nearest $1,000.00 interval. 3. Supplementary Life Insurance is optional additional life insurance equal to one year's annual salary. 4. Accidental Death and Dismemberment Insurance is additional insurance that provides benefits for certain injuries and death. 5. Long-Term Disability Insurance (LTD) means an income supplement program providing income to eligible employees. 6. Underwriter means National Life Assurance Company of Canada. 7. Human Resources means the Department of Human Resources responsible for pay and benefits administration.
Guidelines
1. All eligible employees must participate in the LTD program. Other coverage is optional. 2. Applications to join the plan should be submitted within 60 days of becoming eligible. If applied for after the first 60 days, medical evidence must accompany the application. 3. Supplementary life insurance is available only to members who have basic life insurance and submit satisfactory medical evidence. 4. Accidental death and dismemberment is available to members who have basic life insurance and submit satisfactory medical evidence. It is available in blocks of $25,000 to a maximum of ten blocks or $250,000. 5. The life insurance coverage limit is $5,000 for the spouse and $2,500 for dependant child. The amount payable doubles if the death is accidental. - 428 -
Human Resources Manual 6. All benefits continue if the employee is on leave without pay. Premiums are paid by the employee and the employer during the leave. 7. Conversion privileges to a private plan on life and accidental death are available upon termination subject to certain restriction. 8. Employees who were members of the LTD plan before November 1, 1970, may cancel LTD coverage anytime. 9. Employees who were members of the LTD plan after November 1, 1970, may cancel all benefits under PSMIP except the LTD benefit. 10. Any changes to the plan's benefits are automatically provided to the members.
Procedures Supplementary Life Insurance and Accidental Death and Dismemberment

1. Employees contact Human Resources to apply for coverage. The applications are sent to National Life Assurance for approval. 2. The Government deducts the premiums directly from the employee's pay. If the application is not approved, premiums are refunded. 3. All coverage except LTD may be cancelled by written authorization from the employee. 4. Upon death of the employee or insured dependants, Human Resources provides all forms and counselling to the claimants. Once completed, the forms are returned to Human Resources. 5. Upon retirement, the employee is notified by Human Resources of what benefits may be converted to personal plans, and what forms are required

Superannuation Administration Manual Chapter 4, PSMIP/LTD Public Service Management Insurance Plan Booklet Public Service Management Insurance Plan booklet for the Management Category Managers' Handbook Insurance Excluded Employees' Handbook Insurance Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1103/default.htm
- 429 -
1104 - Employee Travel Accident Insurance
1104 - Employee Travel Accident Insurance

Introduction
1. The Government provides accidental death or dismemberment insurance coverage for employees while on duty travel. The policy is coordinated through the Risk Management and Insurance Division of the Department of Finance. The information provided here is only a summary of coverage. Employees should refer to Risk Management for complete details on the policy.
Application
1. These guidelines and procedures apply to all employees, under age 70, except those employed by the Northwest Territories (NWT) Power Corporation.
Definitions
1. Policyholder means the Government of the Northwest Territories (GNWT). 2. Class I is the Commissioner, Ministers, Executive Assistants, Members of the Legislative Assembly, Territorial Judges, all Hay Plan Senior Managers and all Board Members whose named positions are on file with the policyholder. 3. Class II is all other Government employees and contract physicians. 4. Business Travel is travel while on assignment by, or at the direction of, the Policyholder.
Guidelines
0. The maximum coverage for Class I and Class II employees is $200,000 per person per accident. In addition, there is a weekly indemnity the details of which can be obtained from Risk Management. 1. Class I and Class II employees have 24-hour accident protection for business travel only. 2. The policy also covers individuals while traveling in the leased/sub-leased water bombers. 3. The rehabilitation benefit is a maximum of $10,000 per person per accident. 4. The repatriation benefit is a maximum of $10,000 per person per accident. This benefit provides for a deceased to be transported home after a fatal accident. 5. The Family Transportation benefit is a maximum of $10,000 per accident. This benefit provides transportation costs for an immediate family member over the age of 18 to attend at a hospital where the injured person is confined. 6. The Home Alteration and Vehicle Modification benefit is a maximum of $10,000 per person per accident. 7. Coverage for loss or loss of use resulting from injury is determined, according to a table of losses. The loss must occur within 365 days of the accident and only one indemnity (the greater) is paid per accident. The table of losses is available from Risk Management.
- 430 -
Human Resources Manual 8. The policy contains some exclusion and restrictions of coverage. 1
Procedures
0. Employees are automatically covered if a Travel Authorization and Expense Claim form (NWT 1890) is signed by the appropriate signing authority . No enrollment forms are needed. 1. The notice of loss must be given to Risk Management no later than 30 days from the date of the accident or the beginning of the disability due to sickness. 2. Proof of loss must be submitted 90 days from the date of accident or the beginning of the disability due to sickness.

Risk Management and Insurances Division Department of Finance Collective Agreement with the UNW Memorandum of Agreement Employee Travel Accident Insurance Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1104/default.htm
1. http://www.gov.nt.ca/FMBS/documents/HR_Manual/1100/contents/#TopOfPage
- 431 -
1105 - Disability Insurance (DI)
1105 - Disability Insurance (DI)

Introduction
1. The Government provides disability insurance to employees. The insurance gives employees some income protection if they become disabled and are unable to work.
Application
Definitions
1. Commensurate occupation means a job that the employee can reasonably qualify for with training, education or experience. The rate of pay must be at least two thirds of the pay for the employee's regular occupation.
Guidelines
1. Disability insurance provides an employee with up to 70% of salary if the employee becomes disabled. The benefits are reduced by 100% of any other payments the employee receives for a disability. 2. Benefits are payable after a waiting period of 13 consecutive weeks or after all sick leave credits are used, whichever is later. 3. Benefits are normally provided for 24 months. The employee must remain disabled from the position for benefits to continue. 4. Benefits can be extended beyond 24 months if the employee is disabled from any commensurate occupation. 5. Benefits are provided to the employee's 65th birthday if the disability continues. 6. The Government has no control over the granting of disability benefits. The insurance company decides if an application is approved. 7. When an employee is going to be off for a lengthy time due to disability the department, board or agency can fill the employee's position. However, the department, board or agency must have another position available when the employee returns.
Procedures
1. The employee submits a medical certificate and a sick leave application. The certificate must state the employee cannot work. 2. The supervisor reviews the application. If the certificate provides enough information, the leave is approved. Supervisors may ask for specific information on how long the employee will be off work. 3. Upon request the Department of Human Resources provides the employee with information and application forms for disability insurance.
- 432 -
Human Resources Manual 4. The employee completes the applicable forms and returns them to the Department of Human Resources. The Department of Human Resources fills out the applicable forms and sends them to the insurance company. 5. The employee's doctor must complete the applicable forms and send them to the insurance company. 6. The supervisor continues to check the leave status of the employee. If more leave is required, the supervisor makes sure a leave application is submitted. 7. After the employee has been on leave for an extended period the supervisor should ask the employee, in writing, to get a prognosis from the employee's doctor. A copy of the employee's job description should be included to assist the doctor. The prognosis should state if/when the employee can return to work and what duties the employee can/will be able to perform. 8. If the prognosis states that the employee will soon return then the supervisor should be flexible in the granting of leave. 9. If the prognosis indicates that the employee cannot return to the position, steps can be taken to find another position for the employee, terminate the employee for medical reasons, or provide the employee with counselling on resigning for medical reasons

Main Collective Agreement with UNW Article 20, Sick Leave Collective Agreement with NWTTA Article 14, Sick Leave The Disability Insurance (DI) Plan booklet for the Public Service of Canada Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1105/default.htm
- 433 -
1106 - Dental Plan
1106 - Dental Plan

Introduction
1. The Government provides an optional dental benefit to all eligible employees.
Application
1. These guidelines and procedures apply to all employees, except for the following: casual employees with less than six months continuous service; part time employees with less than six months continuous service; and employees of the NWT Power Corporation. 2. All employees must satisfy a six-month waiting period.
Definitions
1. Administrator means Green Shield Prepaid Services Incorporated. 2. Continuous Service for casual employees is any period of employment with the public service that is not broken by more than ten consecutive working days. For full-time and indeterminate employees, any period of employment not broken by more than three months is continuous service. 3. Dependant means a person living with the employee who is: a. a spouse; b. a child, step child, adopted child or foster child who is under 21 (A child over 21 can also be dependent due to mental or physical infirmity); or c. a relative who is wholly dependent for support because of mental or physical infirmity. In the case of employees represented by the NWT Teachers' Association, a child can attend school or another institution outside of the employee's community of residence and remain a dependant. 4. Orthodontics means the treatment of potential or current dental problems that affect appearance, bite and overall health.
Guidelines
1. The Department of Human Resources provides eligible employees with a detailed description of plan benefits. Additional information is available at www.greenshield.ca 1 or toll free at 1-888-711-1119. 2. The employer will provide a Dental Plan for eligible NWTTA employees and their eligible dependant(s) that provides 100% reimbursement of all covered basic dental services subject to a yearly maximum; 50% reimbursement of all covered major dental services subject to a yearly maximum; and 50% of
1. http://www.greenshield.ca/
- 434 -
Human Resources Manual all covered orthodontic services for eligible children under the age of 19 subject to a lifetime maximum. 3. Employees are responsible for claiming for reimbursement of eligible expenses. 4. Claims are accepted for a maximum of 12 months from the treatment date. 5. Reimbursement is limited to $1,000 of eligible expenses for each benefit year for each employee or dependant. Orthodontic claims are limited to a lifetime maximum of $3,000 per dependant. 6. The yearly deductible is $25 for single coverage and $50 for family coverage. 7. Dental benefits are available at no premium to the employee. 8. Dental coverage continues during disability and leave without pay. 9. No benefits are paid for cosmetic treatment, for lost or stolen appliances, or for services that are covered through another dental or health care plan - unless there is co-ordination of benefits. 10. No information regarding the plan's membership is released by the Government to any outside agency, without written authorization from the employee.
Procedures
1. The Department of Human Resources prepares all enrolment documentation and forwards it to the administrator for most employees. WCB and some health and social services authorities deal directly with the Administrator but provide copies of documentation to Department of Human Resources. 2. The administrator issues an identification card to the employee. 3. Employees must advise the Department of Human Resources of any changes in information that may affect their entitlement to benefits. 4. Employees present a valid identification card when they visit a dental office for treatment. 5. The employee is responsible for payment to the dental office. Some dentists bill the administrator directly. 6. If the employee is billed by the dental office, the employee sends the completed dental claim form to the administrator for reimbursement. 7. If the treatment is expected to cost over $500, an estimate should be sent to the administrator to confirm coverage. 8. There is one plan: a. Dental Plan 9D: Applies to all employees.

Main Collective Agreement with UNW Page 160, Dental Plan Collective Agreement with NWTTA Article B6.01, Dental Plan Managers' Handbook Dental Plan Excluded Employees' Handbook Dental Plan
- 435 -
1106 - Dental Plan Dental Handbook Last Updated: January 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1106/default.htm
- 436 -
1107 - Northwest Territories Health Care Plan
1107 - Northwest Territories Health Care Plan

Introduction
1. Residents of the Northwest Territories are entitled to health care under the NWT Health Care Plan. This plan is administered by the Department of Health and Social Services. It is included here for information only.
Application
1. The NWT Health Care Plan is normally available to all residents of the Northwest Territories. Information on exceptions can be obtained from the Department of Health and Social Services.
Definitions
1. Resident means anyone continuously residing in the Northwest Territories for three months or more, intending to stay for at least 12 months.
Guidelines
1. To apply for coverage, residents must contact the Department of Health and Social Services. 2. Applications and information are available from the Department of Health and Social Services. 3. Individuals who move to the Northwest Territories from within Canada must wait three months before becoming eligible for health care benefits.
Procedures
1. All residents must apply to the Department of Health and Social Services for registration with the Health Care Plan.

Your Health Care Benefits Booklet by Department of Health and Social Services Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1107/default.htm
- 438 -
1109 - Indemnification
1109 - Indemnification
Introduction
1. From time to time, employees may be subject to legal actions, proceedings or prosecutions arising out of acts performed or not performed by the employee at any time in the course of and within the scope of his or her employment and duties with the Government of the Northwest Territories (GNWT), or a public agency of the GNWT.
Application
1. This Policy applies to all employees and former employees except those that are employed by the NWT Power Corporation.
Definitions
1. Applicable Indemnification Contract refers to the indemnity contract under which current and former employees are or were working at the time against which a legal action, proceeding or prosecution is served or received: a. For former employees who were bargaining unit members prior to the date on which the Indemnity Agreement was signed, the Collective Agreement between the Government and the appropriate union; b. For employees who were bargaining unit members on or after the date on which the Indemnity Agreement was signed, the Indemnity Agreement; c. For former employees who occupied excluded and management positions prior to the date on which the Indemnity Agreement was signed, the Excluded Employees Handbook or Managers Handbook which was in effect; or d. For employees occupying excluded and management positions on or after the date on which the Indemnify Agreement was signed, the Indemnity Agreement. 2. Indemnification means the Government will protect its employees from liability for damages or legal fees for certain legal actions, proceedings or prosecutions arising out of acts performed or not performed by the employee at any time in the course of and within the scope of his or her employment and duties with the GNWT, or a public agency of the GNWT. 3. Indemnity Agreement means the Agreement to indemnify public service employees effective from the 16th day of December 2002.
Guidelines
1. The GNWT provides legal representation for employees subject to legal actions, proceedings or prosecutions under the following conditions: a. The alleged misconduct was committed in the performance of duties; b. The conduct was not a gross disregard or neglect of duties as an employee; and
- 440 -
Human Resources Manual c. The employee has given immediate notice to the government of the action or proceeding. 2. In the case of actions, proceedings or prosecutions covered under a policy of insurance maintained by the GNWT, the insurer under such policy retains the exclusive right, without consultation with the employee, to appoint legal counsel to act on behalf of the employee. 3. Employees must co-operate fully with the appointed counsel. 4. The Department, Board or Agency for whom the employee works or worked shall pay all legal fees, damages, or other monies payable in connection with the defense or settlement of any action, proceeding or prosecution in respect of which an employee is entitled to Indemnification.
Procedures
1. Employees must immediately notify their Deputy Head upon becoming aware of any act or omission that could result in a claim against the GNWT. 2. Employees who are served with or receive notice of any action, proceeding or prosecution for which they are entitled to indemnification shall notify their Deputy Head or, in the case of a Deputy Head, the Secretary to Cabinet as soon as they are able. 3. Upon receipt of notification from an employee, the Deputy Head or Secretary to Cabinet shall refer the matter to the Deputy Minister of Justice. 4. Upon receipt of notification of legal action, proceeding or prosecution, the Deputy Minister of Justice or his or her designate shall confirm whether the employee is entitled to indemnification and, if so, shall take appropriate steps to appoint counsel.

AUTHORITIES AND REFERENCES Financial Administration Act Section 67.3 UNW Collective Agreement Article 50, Indemnification NWTTA Collective Agreement Article B7, Indemnification Excluded Employees Handbook Indemnification Senior Managers Handbook Indemnification Last Updated: March 2008
- 441 -
1109 - Indemnification Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1109/default.htm
- 442 -
1110 - Unemployment Insurance
1110 - Unemployment Insurance

Introduction
1. Workers of the Norhtwest Territories are entitled to benefits under the Unemployment Insurance Act. This plan is administered by the Canada Employment and Immigration Commission and is included here for information only.
Application
1. Unemployment Insurance (UI) is normally available to all workers who lose their jobs and have had premiums deducted from their pay. Details can be obtained from the Canada Employment and Immigration Commission.
Definitions
1. Workers includes employees of the GNWT
Guidelines
1. The Canada Employment and Immigration Commission is responsible for payment of claims. 2. The Government is responsible for the completion of records of employment.
Procedures
1. Premiums are deducted automatically from all employees' pay. 2. On termination or for periods of extended leave without pay, the Government provides a record of employment. 3. Inquiries should be directed to the local Canada Employment Centre.

Unemployment Insurance Act and Regulations Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1110/default.htm
- 444 -
1111 - Employer Paid Coverage
1111 - Employer Paid Coverage

Introduction
1. The Government of the Northwest Territories has assumed the cost of providing certain insurance benefits under the Public Service Management Insurance Plan and the Public Service Health Care Plan to employees classified in the Senior Management Group. These positions conform to federal sector employees identified as eligible for employer paid benefits by Treasury Board of Canada.
Application
1. Employer-paid coverage applies to: Ministers of the Government of the Northwest Territories; Executive Assistants to Ministers; Positions within the Government of the Northwest Territories, it's boards or agencies which are evaluated under the Senior Management Job Evaluation Plan. This includes but is not limited to: Deputy Ministers and their equivalents; Chief Executive Officers and their equivalents; Assistant Deputy Ministers and their equivalents; Directors and their equivalents; Area and Regional Superintendents; and CEOs and their equivalents.
Guidelines
1. Where an employee entitled to employer-paid PSMIP coverage, does not want the coverage, the personal office should have a waiver form signed by the employee. The employee must be aware that there is a five year waiting period, should the employee later decide to cancel the waiver and have his PSMIP coverage reinstated. 2. Employees temporarily performing the duties of a position to which employer-paid insurance benefits apply are not entitled to the employer-paid insurance benefits. 3. The effective date of the Government-paid coverage is the later of: a. the date of appointment or, b. the date of the instrument of appointment to an eligible position. Last Updated: January 1999 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1100 - Insurances/1111/default.htm
- 446 -
1200 - Allowances and Benefits
1201 - Dependants of Employees

Introduction
1. The Government provides various benefits to dependants of employees.
Application
Definitions
1. Dependant a. For employees in the Union of Northern Workers (UNW) bargaining unit, the excluded group and managers includes the following: an employee's spouse (including common-law) who is residing with the employee; a child, step child, adopted child, or foster child residing with the employee who is: a. under 21 and is dependent on the employee for support; b. over 21 and is dependent because of a physical or mental illness. a relative of the employee who is residing with the employee and is totally dependent because of a physical or mental illness b. For employees in the NWT Teachers' Association (NWTTA) bargaining unit, dependant includes the following: an employee's spouse (including common-law) who is residing with the employee; a child of the employee who is under 21 and is attending school outside the employee's home community or is dependent upon the employee for support; a child who is over 21 and is a dependant because of a physical or mental illness; a relative of the employee who is residing with the employee and is totally dependent on the employee for support because of a physical or mental illness. 2. Reside with is to live in the same dwelling. Normally this will be the place where the person receives mail, keeps personal property, and spends a majority of the time. 3. Common-law spouse is a person who has lived with the employee for a period of at least one continuous year, has been publicly represented as the employee's spouse and intends to continue to live with the employee as their spouse.
Guidelines
1. Proof must be supplied as follows in these cases:
- 450 -
Human Resources Manual a physical or mental illness requires a medical statement; joint custody of a child requires proof of custody; and a spouse's or child's attendance at a post-secondary institution requires a statement from the school's registrar. The proof must be renewed at the start of every fiscal year. For teachers, the renewal must be at the start of every school year. If this renewal is not provided, benefits for the dependant will cease. 1. If dependants do not move with the employee on initial hire or transfer, they are not considered to be residing with the employee until they move to the employee's new dwelling.
Employees in the UNW Bargaining Unit, Excluded Group and Managers

1. A person is considered to be residing with an employee in the following cases: A child under 21 who attends school or university outside the employee's home community, but maintains the employee's home as a permanent residence and returns to the employee's home during school breaks (the child must return and live in the employee's home for at least three months of the year). Proof of departure and return may be required to confirm the student lived in the employee's community for at least three months. A child under 21 who attends high school or elementary school outside the employee's home or community and that level of schooling is not available in the home community. The employee has joint custody of a child under 21, but the child lives for the majority (50% or more) of the time with the employee. If custody is evenly split, the child can be considered to reside with the employee. If both parents are employees of the Government, only one parent can claim the child. A child under 21 or a spouse who is institutionalized for medical reasons but returns to live with the employee during the year and maintains the employee's residence as his or her permanent address. A spouse who attends a post-secondary institution and returns to live with the employee for at least three months of the year.
Employees in the NWTTA Bargaining Unit

1. Normally a spouse must actually live with the employee on a continuous basis to be considered as residing with the employee. However, the NWTTA Collective Agreement contains a Memorandum of Understanding under which exceptions may be made to this on a case by case basis. Exceptions may be made where: the spouse is institutionalized; the spouse is living in another community to care for the employee's child who requires special schooling. This does not apply where the special schooling is available in the employee's home community; the spouse is living in another community to care for the employee's child who requires specialized medical attention; or the spouse is attending a post-secondary institution and returns to live with the employee for at least three months of the year.
- 451 -
Procedures
1. The Department of Human Resources ensures that all requirements of dependency are met before providing benefits to an employee's dependants. This includes determining if the dependant resides with the employee. 2. These guidelines should be used to determine residency. 3. If an unusual circumstance exists and an interpretation is required, Labour Relations should be consulted. 4. If a listed dependant does not meet the residency requirements, the person is not considered a dependant and benefits are not provided.

Main Collective Agreement with the UNW Article 2, Interpretation and Definitions Collective Agreement with the NWTTA Article 2, Interpretation and Definitions Memorandum of Understanding, Dependant Managers' Handbook Definition, Dependant Excluded Employees' Handbook Definition, Dependant Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1201/default.htm
- 452 -
1202 - Commuting Allowance
1202 - Commuting Allowance

Attachments
Attachment A - Commuting Allowance Application/Renewal 1
Introduction
1. The commuting allowance is available, upon application, to employees whose workplace is located outside of an 8 km (5 mile) driving distance of a settlement centre if no public transportation is available to the place of work.
Application
1. These guidelines and procedures apply to all employees who are members of the Union of Northern Workers except those who are employed by the NWT Power Corporation.
Guidelines
1. Employees must apply for this allowance. 2. To be eligible, the employee's workplace must be outside of an 8 km (5 mile) radius of a settlement centre and there must be no public transportation available to the place of work. 3. The employee will be paid the distance rate specified in Article 45.11(a)(i) of the Union of Northern Workers Collective Agreement, if he/she is required to use his/her personal motor vehicle. This is the private car kilometre rate authorized for the Employers convenience outlined in the GNWT duty travel rates2. 4. Commuting allowance travel (kilometres) is based on travel from the community centre to the workplace and the workplace to the community centre one return trip per day. 5. The employee must reapply annually for the allowance. 6. The commuting allowance is not paid retroactively.
Procedures
1. The employee sends a written request for the allowance to his/her supervisor. 2. The supervisor confirms with the Department of Human Resources whether or not the employee qualifies for the allowance and advises the employee in writing. 3. If the employee qualifies, the Department of Human Resources enters the information into the GNWTs Human Resource Information System. 4. When an employee is no longer eligible for the commuting allowance as his/her workplace is within an 8 km driving distance of a settlement centre (i.e., moved residences, transferred/promoted to another position), the employee must advise the Department of Human Resources in writing.
1. http://www.hr.gov.nt.ca/policy/hrm/1200%20-%20Allowances%20and%20Benefits/1202/documents/1202attachA.pdf 2. http://www.hr.gov.nt.ca/library/documents/DutyTravelRates.pdf
- 454 -

Main Collective Agreement with UNW Article 28, Commuting Allowances
Last Updated: March 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1202/default.htm
- 455 -
1203 - Safety Footwear and Gloves Allowance
1203 - Safety Footwear and Gloves Allowance

Introduction
1. The Government provides an annual allowance to employees who are required, by their employer, the Worker's Compensation Board (WCB), or the NWT Safety Act, to wear safety footwear and gloves. This annual allowance will not be paid where an employee is provided with safety footwear by the Employer.
Application
1. These guidelines and procedures apply to all trades employees, except those employed by the NWT Power Corporation.
Guidelines
1. The Government will provide an annual allowance of $200 to eligible employees where the WCB or the NWT Safety Act requires the use of safety footwear or gloves. Employees receive this allowance when they are appointed and every 12 months thereafter.
Procedures
1. Employees apply to their supervisors, in writing, for this allowance. 2. Each department is responsible for payment of this allowance.

Main Collective Agreement with UNW Article A7.07(3), Work Clothing and Protective Equipment Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1203/default.htm
- 456 -
1204 - NWT Teachers' Association (NWTTA) Allowances
1204 - NWT Teachers' Association (NWTTA) Allowances

Introduction
1. The Government of the Northwest Territories (GNWT) provides allowances for teachers in addition to basic salary for administrative and supervisory duties they must perform.
Application
1. These guidelines and procedures apply to members of the Northwest Territories Teachers Association (NWTTA).
Guidelines
1. A teacher may receive an allowance in addition to basic salary for duties he/she must perform. Principal/Assistant Principal 1. A principal is paid an allowance for administrative and supervisory responsibilities at the following rates: a. basic amount + a per student amount = principals allowance (minimum $10,000, maximum $20,000); b. the basic amount is $5,000; and c. the per student amount is $25. 2. The number of fulltime equivalent students registered in the school on September 30th of the previous school year will be the number of students used to calculate this allowance. 3. An assistant principal is paid an allowance for administrative and supervisory responsibilities at an annual rate equal to onehalf of the principal's allowance.
Grade and Subject Coordinators

1. Grade and subject coordinators appointed by the Superintendent receive an annual allowance of $1,658 for supervisory responsibilities.
Direction of Student Teacher

1. Teachers are paid an allowance of $125 per week for each student teacher under their direction.
Teacher Consultants
1. In addition to salary and other allowances, teacher consultants will receive an allowance of $4,008.
- 458 -
Language Allowance
1. A teacher who is proficient in the use of one or more of the aboriginal languages of the Northwest Territories will receive a annual language allowance of $5,000 when using the skill in any or all of the following areas: a. Actual classroom teaching; b. Individual student counselling; c. Parent teacher interviews; d. Extracurricular activities; or e. School/community relations. These points are not all inclusive. See #31 for requesting special consideration.
Mentoring Allowance
1. Upon the recommendation of the principal and the approval of the Superintendent, an annual allowance of $1,000 will be paid to a teacher who is formally mentoring another individual in an approved mentoring program. This allowance is not available to principals or assistant principals.
Professional Allowance
1. An annual professional allowance of $750 is payable to teachers at the end of the school year.
Acting Allowance
1. A teacher assigned temporarily to the duties of a higher paid position will be granted the allowance appropriate to the duties retroactive to the date of assignment. This allowance is not paid to assistant principals who act as principals. 2. If an assistant principal acts as principal for five consecutive working days, the assistant principal shall receive the principals allowance for the remainder of the time that he or she acts as principal. 3. When acting in a principals position for less than five days, an assistant principal is paid an allowance for administrative and supervisory responsibilities at an annual rate equal to onehalf of the principals allowance. 4. When acting in a principals position for five consecutive days or longer, an assistant principal is paid an allowance for administrative and supervisory responsibilities at an annual rate equal to the full principals allowance for the remainder of the time period over four days. For example, an assistant principal with an acting period of 10 days would receive onehalf of the principals allowance for days 14. The assistant principal would receive the full principals allowance for days 510 inclusive. 5. Dividing the principals allowance by 195 and multiplying the number of acting days calculate, the acting allowance for a principals position. 6. Dividing the assistant principals allowance by 195 and multiplying by the number of acting days calculate, the acting allowance for an assistant principals position. 7. The Superintendent of the employing school approves all acting periods of less than six weeks. 8. Where a teacher/principal/assistant principal is absent for longer than six weeks, replacement should be through a transfer assignment (see HRM Section 14081).
1. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1408/default.htm
- 459 -
1204 - NWT Teachers' Association (NWTTA) Allowances 9. Where a teacher, principal or assistant principal is absent for longer than six weeks and the Superintendent prefers to replace the teacher, principal or assistant principal through the use of acting, rather than a transfer assignment, the acting period greater than six weeks must be reviewed by the Deputy Minister of the Department of Human Resources. 10. If an increment falls within the acting period, the increment will be applied in the acting category. 11. If a teacher, principal or assistant principal is designated as acting in a position designated as senior management, the total amount of salary and allowanceshall not exceed the maximum rate of pay for the position in which they are acting. 12. Teachers, principals or assistant principals acting in senior management positions are not eligible for senior management benefits. 13. Teachers, principals or assistant principals in acting positions receive negotiated salary increases at the higher position level. 14. Allowance and regular pay is adjusted for a retroactive salary increase if the acting appointment started on or after the adjustment date. 15. Where an increment is due within six months and falls within the acting period, the increment date is adjusted to the start of the acting period. 16. Casual employees are not eligible for acting appointments. 17. When an employee is simultaneously acting in more than one position, only one of the following allowances is payable at any given time: a. principals allowance A4.01; b. assistant principals allowance A4.02; c. grade and subject coordinators allowance A4.03; or d. teacher consultants allowance A4.05. 18. Teachers who work parttime have their allowances prorated on the basis of time actually spent on duty.
Procedures
1. Teachers apply in writing to the principal to request an allowance for special or additional duties. The request should include: a. the name of the teacher; b. the teachers position; c. the type of allowance being requested; and d. the reason for the allowance request. 2. The principal considers the request and either: a. approves the request and forwards it, along with the allowance code, to the Department of Human Resources; or b. denies the request and notifies the employee in writing stating the reasons for the denial. 3. Human Resources enters the allowance into the Human Resource Information System (HRIS).
- 460 -
Language Allowance
1. A teacher requests the language allowance from the Superintendent of Education. 2. The Education Council, through the use of aboriginal language specialists, community groups or interpreters, administers a proficiency test. 3. The Superintendent of Education approves all applications of language allowances and provides the Department of Human Resources with: a. employee name; b. employee location; and c. language being used. 4. The Department of Human Resources enters the language allowance into HRIS. The language allowance is paid every two weeks.
Acting Allowance
1. The principal identifies an employee to temporarily fill a position and clarifies with him/her the expectations of duties that will be covered (i.e., ongoing disciplinary problems, budget or work plan issues, etc.) or, in cases where an employee is asked to act for a position without supervisory responsibilities, ongoing work issues. 2. The principal sends an email to the Department of Human Resources requesting payment of acting allowance. The email must include the: a. name of the employee; b. title of the position the employee will be acting in; c. length of the acting period; and d. salary/index code for the acting position. 3. If the principal has the authority to approve the acting assignment, the Department of Human Resources completes the acting allowance and enters it into HRIS. 4. If the principal does not have the authority to approve the acting assignment, the Department of Human Resources forwards the email to the Superintendent or delegate for approval. 5. When approval is received, the Department of Human Resources completes the acting allowance form and enters it into HRIS. 6. Where the request is not in accordance with the guidelines, the Department of Human Resources advises the principal initiating the request that the request is not in accordance with the guidelines and provides options for consideration. 7. If a principal wishes to extend the acting period, he/she must send an email to the Department of Human Resources requesting an extension. The extension must be within the six-week period; otherwise a transfer assignment should be done.

Collective Agreement with NWTTA Article A4, Allowances
- 461 -
1204 - NWT Teachers' Association (NWTTA) Allowances Senior Managers Handbook Salary Last Updated: March 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1204/default.htm
- 462 -
1205 - Allowances Based on Occupation
1205 - Allowances Based on Occupation

Introduction
1. The Government provides special allowances for some workers. These help offset job related expenses or compensate for special working conditions.
Application
1. These guidelines and procedures apply to all employees who are in the UNW bargaining unit except those employed by the NWT Power Corporation.
Guidelines
1. Health Care Workers There are three types of allowances available: Responsibility Allowance - Employees taking on more responsibility than normal are eligible for an allowance, for example being placed in charge of a ward. Uniform Allowance - Special wearing apparel required by the Employer to be worn by employees while on duty will be provided and laundered by the Employer free of charge to the employee. It being understood that such special apparel shall remain the property of the Employer. Uniforms and clothing purchased by the employee will not be laundered by the Employer. However, each employee who is required to wear a uniform shall be paid an allowance of twenty-five dollars ($25.00) per month to assist in the purchase of cleaning of the uniforms. Annual Special Allowance - Nurses working at a nursing station get a special allowance. The annual amounts listed below, are paid to each nurse, according to the size of the nursing station. One-nurse nursing station: $9,000.00/annum Two-nurse nursing station: $6,000.00/annum Three-nurse nursing station: $4,500.00/annum 2. Corrections The responsibility of maintaining uniform clothing in clean and good repair rests with employees. Employees who are provided, by the Employer, with uniforms that require dry cleaning shall be paid an allowance of $125. An employee will receive this allowance on initial appointment and after every twelve (12) months of employment. 3. Equipment Operators
- 464 -
Human Resources Manual Living Allowance - An equipment operator, working at a grader shelter on the MacKenzie Highway System, is eligible for an allowance. When the assignment is for two days or longer, a living allowance of $10 dollars per day is paid. 4. Trades Tool Allowance - Journeymen and Apprentices will be provided with a $500 per year tool allowance. 5. College Educators Co-ordinator's Allowance - Instructors who are required to co-ordinate the work of other full-time instructors, in addition to performing instruction duties in their area of specialty, will be paid a co-ordinator's allowance of $2,300 per year.
Procedures
1. Health Care Workers Responsibility Allowance Authorization is submitted to the Human Resource/Personnel Division of the employing Health Board, by the employee's supervisor. the employee's personnel file is updated and the allowance is processed by the Health Board. Uniform Allowance The allowance is paid by cheque requisition to employees once a year. Annual Special Allowance The allowance is automatically paid to nurses assigned to a nursing station. The allowance amount is paid according to how many nurses are assigned to the station. The allowance amount can fluctuate according to the number of nurses available to work. For example, a three-nurse station that has two nurses available, because one is on leave, is paid the rate of a two-nurse station until the third nurse returns. Any changes to an employee's entitlement is submitted to the Department of Human Resources. The employee's personnel record is updated and the information is processed by Department of Human Resources. 2. Corrections Dry Cleaning Allowance The allowance is automatically paid to employees given uniforms that require dry cleaning. The employee is paid by cheque requisition.
- 465 -
1205 - Allowances Based on Occupation 3. Equipment Operators Living Allowance Is automatically paid to employees assigned to grader shelters for two days or longer. The employee's supervisor submits a request for payment to the Department of Human Resources. The Department of Human Resources updates the employee's record and processes the information for payment. 4. Trades Tool Allowance a $500 per year tool allowance will be included in the employee's first pay in September. 5. College Educators Co-ordinator's Allowance The allowance is automatically paid to employees assigned co-ordination duties. The employee's supervisor submits a request for payment to the FMBS. The Department of Human Resources updates the employee's record and processes the information for payment. 6. Equipment Operators Living Allowance Is automatically paid to employees assigned to grader shelters for two days or longer. The employee's supervisor submits a request for payment to the Department of Human Resources. The Department of Human Resources updates the employee's record and processes the information for payment.

Main Collective Agreement with UNW Article A2.08 Article A6.04, Trainer's Fee Article A7.06, Living Allowance Article A7.08, Tool Allowance Article A9.16, Co-ordinators Allowance Article A10, Health Care Workers Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1205/default.htm
- 466 -
1206a - Severance Pay - UNW Bargaining Unit Employees
1206a - Severance Pay - UNW Bargaining Unit Employees

Introduction
1. Severance pay is an entitlement that may be payable to an employee of the Government of the Northwest Territories (GNWT) upon termination of employment if certain requirements are met. The conditions for payment of severance pay for UNW bargaining unit employees are contained in the Collective Agreement.
Application
0. These guidelines and procedures apply to all employees who are in the Union of Northern Workers (UNW) bargaining unit except those employed by the Northwest Territories (NWT) Power Corporation.
Definitions
0. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the GNWT; b. prior service within the public service of the Government of Canada if the employee was hired or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the GNWT; c. prior service with the municipalities and hamlets of the NWT if the employee was hired or transferred within three months; d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off, if the lay-off was after April 1, 1970; e. where an employee other than a casual employee ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation, and is re-employed within a period of three months, his/her periods of employment for purposes of severance pay shall be considered as continuous service in the public service; and f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose of calculating severance pay for the employee involved, except where the period of such leave is less than three months. 1. Retirement is when an employee is eligible for an immediate annuity on their last day of employment. 2. Immediate Annuity is when: a. an employee ceases to be employed for any reason with at least two years of pensionable service and has reached the age of 60 or, b. an employee ceases to be employed for any reason other than disability, with at least 30 years of pensionable service to his/her credit and has reached age 55, or
- 468 -
Human Resources Manual c. an employee who ceases to be employed under age 60 because of disability, and who has two or more years of pensionable service. 3. Benefits Section means the Benefits Section of the Employee Services Division of the Department of Human Resources in Yellowknife and the Benefits Section within the Human Resource Regional Client Service Centre in the regions.
Guidelines
0. Employees commencing employment with the Government of the Northwest Territories before September 2, 1995 shall receive severance pay on resignation, retirement or death in accordance with the severance pay provisions identified in Articles 32.05, 32.06 and 32.07 of the Collective Agreement between the Employer and the Union, which expired March 31, 1994, for the length of their employment. 1. An employee who has one year or more of continuous employment and who is laid off is entitled to be paid severance pay. 2. Depending on the type of termination, the severance pay benefit may be increased if the employee is entitled to an immediate annuity or an annual allowance under the Public Service Superannuation Act (PSSA). 3. On termination of employment, the recovery of superannuation deficiencies from severance pay is on the authority of the employee only and will not be processed automatically by the pay office. The recovery of all other deficiencies, such as disability insurance (DI) and long-term disability (LTD), can be made from the severance payment. 4. An employee who is dismissed for cause from the Territorial public service or who has been declared to abandon his/her position is not entitled to severance pay. 5. An employee who is entitled to severance pay and is on a transfer assignment at the time of termination will receive a severance payment based on their transfer assignment position.
Severance on Lay-Off
1. An employee who has one year or more of continuous employment and who is laid off is entitled to severance pay. An employee may choose from the following options: a. Separation Assistance: two weeks pay per year for the first ten complete years of continuous employment and three weeks pay for each succeeding complete year of continuous employment. The total amount of severance pay which may be paid under this option shall not exceed 65 weeks of pay. b. Severance Priority: two weeks pay per year for the first complete year of continuous employment, two weeks pay for the second complete year of continuous employment and one week of pay for each succeeding complete year of continuous employment. The total amount of severance pay which may be paid under this option shall not exceed 28 weeks of pay. Employees are also provided priority staffing for one year from the last day of the lay-off notice period. c. Retraining: during the three-month notice period, the employee is eligible for this option if: i. the employee has three years of continuous employment; ii. there is a specific vacant position or anticipated vacancy for which no other lay-off qualifies and the employee may become qualified with retraining; and iii. the employee and the Employer agree that the retraining can be completed within 12 consecutive months.
- 469 -
1206a - Severance Pay - UNW Bargaining Unit Employees d. Education Assistance: the employee may be eligible for this option if: i. the employee has three years of continuous employment; ii. the proposed program of study relates to positions within the Government; and iii. proof of acceptance into an education program is provided. e. Education assistance provides an employee with 80% of current salary for a period of up to 12 months. 2. If an employee is laid off for a second or subsequent time, severance pay calculations are discounted by the number of complete years of continuous employment for which severance was previously paid. 3. If the employee being laid off chooses Separation Assistance, he/she can only receive the benefit in either a lump sum or bi-weekly payment. The benefit cannot be received as a combination of both bi-weekly payments and lump sum instalments.
Severance on Resignation
1. An employee on strength with the GNWT before September 2, 1995 who resigns is entitled to be paid severance pay. Severance pay is calculated according to the formula below, to a maximum of 13 weeks pay. FORMULA: SP = (WRP 2) x (NCY - PSP) WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee on resignation NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 2. Employees who resign and are eligible for severance pay cannot extend their service with their severance entitlement. It must be paid directly to the employee or directly to an RRSP at the employees request. 3. Employees hired with the GNWT after September 1, 1995 are not entitled to severance on resignation.
Severance on Retirement
1. An employee on strength with the GNWT before September 2, 1995 who retires from the public service and is entitled to an immediate annuity on their last day of work will be paid severance pay calculated with the formula below. FORMULA: SP = WRP x [(NCY < 30) - PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee on retirement NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid
- 470 -
Human Resources Manual 2. Employees hired with the GNWT after September 1, 1995 are not entitled to severance on retirement, except if retirement is due to termination for health reasons. 3. Employees who are eligible for an immediate annuity on their last day of work may choose to extend their pensionable service with their severance entitlement. Last day of work refers to last day either attending work or on a paid leave such as annual or lieu time and does not include severance leave. 4. Employees who choose to extend their pensionable service with their severance entitlement will receive their severance pay in bi-weekly instalments. Employees are not eligible for the following while they are receiving their severance pay bi-weekly: a. leave accruals; b. northern allowance; and c. allowances such as bilingual, trainers, uniform. 5. Mandatory Leave Without Pay deductions are not taken from bi-weekly severance payments.
Severance on Termination for Health Reasons

1. An employee whose employment is terminated as a result of a recommendation made to the Employer that the employee was incapable of performing his/her duties because of chronically poor health is entitled to be paid severance pay. Severance pay is calculated according to the formula below. FORMULA: SP = WRP x [(NCY < 30) - PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee on termination NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 2. When an employee is terminated for health reasons, the employee has the right to waive his/her entitlement to severance pay and be granted an equivalent period of leave with pay. 3. Employees who choose to extend their pensionable service with their severance entitlement will receive their severance entitlement in bi-weekly instalments. Employees are not eligible for the following while they are receiving their severance pay bi-weekly: a. leave accruals; b. northern allowance; and c. allowances such as bilingual, trainers, uniform. 4. Mandatory Leave Without Pay deductions are not taken from bi-weekly severance payments.
Severance in the Event of Death

1. In the event of the death of an employee on strength with the GNWT before September 2, 1995, the employee's estate shall be paid severance pay earned up to and including the date of that employee's death. Severance pay, calculated by the formula below, is paid to the employee's estate regardless of any other benefits. FORMULA: SP = WRP x [(NCY < 30) - PSP]
- 471 -
1206a - Severance Pay - UNW Bargaining Unit Employees WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee immediately before death NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 2. Employees hired with the GNWT after September 1, 1995 are not entitled to severance in the event of death. 3. Payments of severance to an Estate following the death of an employee should have the first $10,000.00 paid with no federal tax deducted and the remainder of the payment will be subject to the Lump Sum Tax rule. 4. Employees who worked part of their career full time and part as part time will have their severance calculated as follows: a. count up the number of years to determine eligibility. A year of part time counts as a year; b. Use the current full time equivalent salary for the calculation; c. Calculate the benefit for the period of full time service; d. Calculate the benefit for the part time service, prorated by the % of time worked; and e. Add the two together to get severance payable. Example: An employee works 10 years full time and 5 years part time at 50%. The full time salary at termination is $52,000. The employee retires. Total service is 15 years, which entitles the employee to severance Full time calculation: 10 years x $1,000 (weekly salary) = $10,000 Part time calculation: 5 years x $1,000 x 50% = $2,500 Total severance entitlement = $12,500
Procedures
1. Upon notification of employee termination, the Benefits Section assesses the employee's entitlement for severance pay, confirms this with the employee and initiates the appropriate pay action.

Main Collective Agreement with the UNW Article 2.01(e), Continuous Employment and Continuous Service Article 32, Severance Pay UNW Collective Agreement which expired March 31, 1994 Articles 32.05, 32.06 and 32.07 Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1206a/default.htm
- 472 -
1206b - Severance Pay - Senior Managers and Excluded Employees
1206b - Severance Pay - Senior Managers and Excluded Employees

Introduction
1. Severance pay is an entitlement that may be payable to an employee of the Government of the Northwest Territories (GNWT) upon termination of employment if certain requirements are met. The conditions for payment of severance pay are contained in specific terms and conditions of employment.
Application
0. These guidelines and procedures apply to all employees covered under the Senior Managers Handbook and Excluded Employees Handbook.
Definitions
0. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the GNWT; b. prior service within the public service of the Government of Canada if the employee was hired or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the GNWT; c. prior service with the municipalities and hamlets of the Northwest Territories (NWT) if the employee was hired or transferred within three months; d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off, if the lay-off was after April 1, 1970; e. where an employee (other than a casual employee) is re-employed by the Government within three months, employment in the position held at the time of termination will be included. This does not apply to employees who were dismissed, abandoned their position or were rejected on probation. f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose of calculating severance pay for the employee involved, except where the period of such leave is less than three months. 1. Retirement is when an employee is eligible for an immediate annuity on their last day of employment. 2. Immediate Annuity is when: a. an employee ceases to be employed for any reason with at least two years of pensionable service and has reached the age of 60 or, b. an employee ceases to be employed for any reason other than disability, with at least 30 years of pensionable service to his/her credit and has reached age 55, or c. an employee who ceases to be employed under age 60 because of disability, and who has two or more years of pensionable service. - 474 -
Human Resources Manual 3. Benefits Section means the Benefits Section of the Employee Services Division of the Department of Human Resources in Yellowknife and the Human Resource Regional Client Service Centres in the regions.
Guidelines
0. Senior managers and excluded employees receive severance pay on resignation, retirement or death in accordance with the severance pay provisions identified in the applicable handbook. 1. An employee who has one year or more of continuous employment and who is laid off is entitled to be paid severance pay. 2. Depending on the type of termination, the severance pay benefit may be increased if the employee is entitled to an immediate annuity or an annual allowance under the Public Service Superannuation Act (PSSA). 3. On termination of employment, the recovery of superannuation deficiencies from severance pay is on the authority of the employee only and should not be processed automatically by the paying office. The recovery of all other deficiencies, such as long-term disability (LTD), can be made from the severance payment. 4. In employee who is dismissed for cause from the Territorial public service or who has been declared to abandon his/her position is not entitled to severance pay. 5. An employee who is entitled to severance pay and is on a transfer assignment on their termination date will receive a severance payment based on their transfer assignment position. Severance on Lay-Off 0. An employee who has one year or more of continuous employment and who is laid off is entitled to severance pay. An employee may choose from the following options: a. Separation Assistance: two weeks pay per year for the first ten complete years of continuous employment and three weeks pay for each succeeding complete year of continuous employment. The total amount of severance pay, which may be paid under this option, shall not exceed 65 weeks of pay. b. Severance Priority: two weeks pay per year for the first complete year of continuous employment, two weeks pay for the second complete year of continuous employment and one week of pay for each succeeding complete year of continuous employment. The total amount of severance pay, which may be paid under this option, shall not exceed 28 weeks of pay. Employees are also provided priority staffing for eighteen months from the last day of the lay-off notice period. c. Retraining: during the three-month notice period, the employee is eligible for this option if: i. the employee has three years of continuous employment; ii. there is a specific vacant position or anticipated vacancy for which no other lay-off qualifies and the employee may become qualified with retraining; and\ iii. the employee and the Employer agree that the retraining can be completed within 12 consecutive months. d. Education Assistance: the employee may be eligible for this option if: i. the employee has three years of continuous employment; ii. the proposed program of study relates to positions within the Government; and
- 475 -
1206b - Severance Pay - Senior Managers and Excluded Employees iii. proof of acceptance into an education program is provided. d. Education assistance provides an employee with 80% of current salary for a period of up to 12 months. 1. If an employee is laid off for a second or subsequent time, severance pay calculations are discounted by the number of complete years of continuous employment for which severance was previously paid. 2. If the employee being laid off chooses Separation Assistance, he/she can only receive the benefit in either a lump sum or bi-weekly payment. The benefit cannot be received as a combination of both bi-weekly payments and lump sum installments. Severance on Resignation 0. An employee who has ten or more years continuous employment and gives no less than two months, or any shorter period that the Employer may agree to, notice of an intention to resign is entitled to be paid severance pay according to the following formula: FORMULA: SP = (WRP 2) x [(NCY < or = 26) PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay on the employees resignation NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid Severance on Retirement 0. Retirement, for severance pay purposes, means termination from the public service with an entitlement to an immediate unreduced annuity under the Superannuation Plan. An employee may take an equivalent period of leave with pay instead of severance pay. 1. An employee on strength with the GNWT as at December 31, 1994 who retires from the public service is entitled to severance pay according to the following formula: FORMULA: SP = WRP x [(NCY < 30) - PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee on retirement NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 0. An employee taken on strength on or after January 1, 1995 who has ten or more years of continuous service and gives no less than two months, or any shorter period as the Employer may agree to, notice of an intention to retire from the public service is entitled to severance pay according to the following formula: FORMULA: SP = (WRP 2) x [(NCY < or = 26) PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee on retirement NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid
- 476 -
Human Resources Manual 0. Employees who are eligible for an immediate annuity on their last day of work may choose to extend their pensionable service with their severance entitlement. Last day of work refers to last day either attending work or on a paid leave such as annual or lieu time and does not include severance leave. 1. Employees who choose to extend their pensionable service with their severance entitlement will receive their severance pay in bi-weekly installments. Employees are not eligible for the following while they are receiving their severance pay bi-weekly: a) leave accruals; b) northern allowance; and c) allowances such as bilingual, trainers, uniform. 2. Mandatory Leave Without Pay deductions are not taken from bi-weekly severance payments. Severance on Termination for Health Reasons 1. An employee on strength with the GNWT as at December 31, 1994, whose employment is terminated as a result of a recommendation made to the Employer that the employee was incapable of performing his/her duties because of chronically poor health may receive severance pay calculated according to the following formula: FORMULA: SP = WRP x [(NCY < or = 30) - PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee on termination NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 0. When an employee is terminated for health reasons, the employee has the right to waive his/her entitlement to severance pay and be granted an equivalent period of leave with pay. 1. Employees who choose to extend their pensionable service with their severance entitlement will receive their severance pay in bi-weekly installments. Employees are not eligible for the following while they are receiving their severance pay bi-weekly: a) leave accruals; b) northern allowance; and c) allowances such as bilingual, trainers, uniform. 2. Mandatory Leave Without Pay deductions are not taken from bi-weekly severance payments. Severance in the Event of Death 0. In the event of a death of an employee taken on strength with the GNWT on or after January 1, 1995, the employee's estate is entitled to be paid severance pay earned up to and including the date of that employee's death. Severance pay is paid to the employees estate in addition to any other benefits according to the following formula: FORMULA: SP = (WRP 2) x [(NCY < or = 26) PSP]
- 477 -
1206b - Severance Pay - Senior Managers and Excluded Employees WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee immediately before death NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 0. In the event of a death of an employee on strength with the GNWT as at December 31, 1994, the employee's estate is entitled to be paid severance pay earned up to and including the date of that employee's death. Severance pay is paid to the employees estate in addition to any other benefits according to the following formula: FORMULA: SP = (WRP 2) x [(NCY < or = 30) PSP] WHERE: SP = Severance Pay WRP = Weekly rate of pay of the employee immediately before death NCY = Number of completed years of continuous employment PSP = Any period of continuous employment for which severance was previously paid 0. Payments of severance to an Estate following the death of an employee should have the first $10,000.00 paid with no federal tax deducted and the remainder of the payment will be subject to the Lump Sum Tax rule. 1. Employees who worked part of their career full time and part as part time will have their severance calculated as follows: a. count up the number of years to determine eligibility. A year of part time counts as a year; b. Use the current full time equivalent salary for the calculation; c. Calculate the benefit for the period of full time service; d. Calculate the benefit for the part time service, prorated by the % of time worked; and e. Add the two together to get severance payable. Example: An employee works 10 years full time and 5 years part time at 50%. The full time salary at termination is $52,000. The employee retires. Total service is 15 years, which entitles the employee to severance Full time calculation: 10 years x $1,000 (weekly salary) = $10,000 Part time calculation: 5 years x $1,000 x 50% = $2,500 Total severance entitlement = $12,500
Procedures
0. Upon notification of termination, the Benefits Section assesses the employee's entitlement for severance pay, confirms this with the employee and initiates the appropriate pay action.

Senior Managers' Handbook Definitions Severance Pay
- 478 -
Human Resources Manual Excluded Employees' Handbook Definitions Severance Pay Last Updated: January 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1206b/default.htm
- 479 -
1206c - NWTTA Bargaining Unit Employees
1206c - NWTTA Bargaining Unit Employees

Introduction
1. Severance pay is an entitlement that may be payable to an employee of the Government of the Northwest Territories (GNWT) upon termination of employment if certain requirements are met. The conditions for payment of severance pay are contained in the collective agreements, pay plans, or specific terms and conditions of employment.
Application
1. These guidelines and procedures apply to all employees within the Northwest Territories Teachers Association (NWTTA).
Definitions
1. Continuous Employment means uninterrupted employment in the Public Service and includes: a. prior service of a layoff reappointed within 12 months, or up to two years at the Employers discretion; b. the prior service of an employee who ceased to be employed for any reason other than dismissal, abandonment of position or rejection on probation, provided: i. the prior service was uninterrupted for a minimum of two years; and ii. the period between the prior service and the return to service is less than 25 months. c. prior service of a person appointed to a position within three months of terminating employment in the public service of Canada for any reason other than dismissal, abandonment of position or rejection on probation. 2. Benefits Section means the Benefits Section of the Employee Services Division of the Department of Human Resources in Yellowknife and the Human Resource Client Service Centres in the regions. 3. Cash gratuity in lieu means a lump sum payout. 4. Retiring leave means a severance payout taken over a biweekly period.
Guidelines Lay-Off
1. An eligible teacher who has completed at least one year of continuous employment and who is laid-off is entitled to severance pay. 2. The severance pay for an employee laid off for the first time following the signing of the 2005-2008 NWTTA Agreement is: a. ten days pay for the first, and four days pay for each succeeding, complete year of continuous employment;
- 480 -
Human Resources Manual b. subtracted from this will be any period for which the employee was granted severance pay, retiring leave or a cash gratuity in lieu by the Employer; and c. the total amount of severance pay that may be paid will not exceed 140 days pay. 3. The severance pay for an employee laid off for a second or subsequent time after the signing of the 20052008 NWTTA Agreement, will be: a. four days pay for each completed year of continuous employment; b. subtracted from this will be any period for which the employee was granted severance pay, retiring leave or a cash gratuity in lieu by the Employer; and c. the total amount of severance pay that may be paid will not exceed 135 days pay.
Termination
1. A teacher who has ten or more years of continuous employment and gives no less than two months notice, or any shorter period as the Employer may agree, of an intention to terminate is entitled to be paid severance pay. Severance pay is calculated by the formula below: FORMULA: SP = (2 x DRP) x [(NCY < or = 26) - PSP] WHERE: SP = Severance Pay DRP = Daily rate of pay of the teacher on resignation. NCY = Number of completed years of continuous employment. PSP = Any period of continuous employment for which severance was previously paid
Procedures
1. Upon notification of termination, the Benefits Section assesses the teacher's entitlement for severance pay in consultation with the employing divisional education council, confirms this with the employee and initiates the appropriate pay action.

Collective Agreement with the NWTTA Article 2.01(7), Continuous Employment Article 17, Severance Pay Last Updated: May 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1206c/default.htm
- 481 -
1207 - Membership Fees
1207 - Membership Fees

Introduction
1. The Government may pay employees' memberships fees in various organizations where the membership is of benefit to the Government.
Application
1. These guidelines and procedures apply to all employees except those employed by the Northwest Territories (NWT) Power Corporation.
Definitions
1. Fees means the annual cost for maintaining membership in an organization that provides services to its members.
Guidelines
1. Fees are paid when there is a legal requirement to enable employees to perform the duties of their position or where membership is required to maintain qualifications. 2. Fees may be paid for membership in associations if the Deputy Head believes the Department, Board or Agency benefits from such membership. 3. Fees are not paid for memberships in social or service associations.
Procedures
1. Employees send written requests for payment or reimbursement of fees including an explanation of the requirement benefit of membership to the manager. 2. When authorized to do so, the manager may approve or reject the payment or reimbursement. 3. When not so authorized, the manager may forward the request with a recommendation to the Deputy Head. 4. The Deputy Head may approve the request. 5. Request for reimbursement must be supported by a receipt and are paid through the Department, Board or Agencys financial system. 6. The Deputy Head may consult with the Department of Human Resources for advice in determining whether or not the membership is of benefit to the public service.

Main Collective Agreement with UNW Article 57, Membership Fees
- 482 -
Excluded Employees Handbook Membership Fees
Senior Managers Handbook Membership Fees Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1207/default.htm
- 483 -
1208 - Bilingual Bonus
1208 - Bilingual Bonus

Introduction
1. The Employer pays a bilingual bonus to employees, other than employees assigned duties of translation and interpretation in their job descriptions, who use two or more of the official languages of the Northwest Territories (NWT). Information on language allowance can be found under HRM section 1204 NWT Teachers Association Allowances (NWTTA).
Application
1. These guidelines and procedures apply to all employees except those employed by the Northwest Territories (NWT) Power Corporation and employees represented by the NWTTA bargaining unit.
Definitions
1. Official Languages of the Northwest Territories are Chipewyan, Cree, English, French, Gwich'in, Inuinnaqtun, Inuktitut, Inuvialuktun, North Slavey, South Slavey and Tlicho. 2. Bilingual Required is a position where the ability to speak more than one official language is required to provide adequate service and the community or region the position serves determines the language(s) used in the position. 3. Bilingual Preferred means the ability to speak a second official language is an asset to the position as an employee may occasionally provide assistance in another official language (i.e., field calls or requests from the public or interjurisdictional inquiries) but is not a requirement of the position. 4. HRIS is the Government of the Northwest Territories (GNWT) Human Resources Information System (HRIS).
Guidelines
1. Deputy Heads are responsible for establishing levels of service in official languages and for commitments under the Official Languages Act. Deputy Heads decide how official language services are provided in their Department, Board or Agency. 2. Employees whose job descriptions state that the major responsibilities require the use of another language are not eligible for the bilingual bonus. Compensation for using more than one language has been provided through the job evaluation process. Examples of these positions include interpreter/translators, legal translators, and clerk interpreters.
Bilingual Required
1. Employees in positions, other than employees assigned duties of translation and interpretation in their job descriptions, required by the Employer to use two or more of the official languages of the NWT receive a bilingual bonus of $1,200 per annum.
- 484 -
Bilingual Preferred
1. Employees who use more than one official language occasionally during their regular workday and that position is not designated as bilingual required may apply for the bilingual bonus under bilingual preferred. Examples of jobs where an employee may be approved for bilingual bonus include, but are not limited to: a. communication officers b. economic development officers c. classroom assistants d. community health nurses e. hospital nurses f. health promotion and education officers g. community health representatives h. community health aides i. lay dispensers j. juridical officers k. social service workers l. social services, health or education attendants for: i. boarding homes ii. transient centres iii. residences iv. correctional facilities m. renewable resource officers n. assistant renewable resource officers o. Housing Corporation officers in district offices or communities
Procedures Bilingual Required

1. Where a Deputy Head determines a bilingual position is required, he/she will identify the position by stating bilingual required and identifying the language required in the position description. 2. The Deputy Head submits the job description to the Department of Human Resources. 3. The Department of Human Resources reviews the request to determine if the position is eligible for bilingual bonus (i.e., not an interpreter position) and approves or denies the position for bilingual bonus. 4. The Department of Human Resources informs the Deputy Head of the decision.
- 485 -
1208 - Bilingual Bonus 5. If the position is approved and the position has an incumbent, the Department of Human Resources enters the bilingual bonus allowance into HRIS. The bilingual bonus allowance is paid every two weeks.
Bilingual Preferred
1. An employee who uses more than one of the official languages during their workday who feels he/she is eligible under bilingual preferred for a bilingual bonus applies in writing to the supervisor. 2. The supervisor will review the request against criteria established for official languages provided in their Department, Board or Agency as well as, but not limited to: a. The employee uses a second official language occasionally during their regular workday; b. The employee has an adequate skill level to provide occasional services in a second language; c. The employee is NOT working in a bilingual required designated position; d. The employee is NOT working in a position whose job description states that the major responsibilities require the use of another language (i.e., legal translator, clerk/interpreter). 3. The supervisor forwards the employees request for bilingual bonus to the Deputy Head, along with his/her recommendation to approve/deny the request. 4. The Deputy Head reviews the application and advises the employee, in writing, if the request is approved or denied. 5. The Deputy Head advises the Department of Human Resources of approved bilingual bonus requests and provides the: a. employee name; b. employee location; and c. language being used. 6. The Department of Human Resources updates the employees record and processes the information for payment. The allowance is included on the employees bi-weekly pay. 7. If an employee changes positions (i.e., transfer assignment or promotion, etc.), the bilingual bonus is terminated. If the employee feels he/she is eligible under bilingual preferred for a bilingual bonus in the new position, he/she applies for the bonus through his/her supervisor. 8. The Department of Human Resources will provide Deputy Heads with annual reports on employees who are receiving the bilingual bonus.

Main Collective Agreement with UNW Article 24.13
Senior Managers' Handbook Bilingual Bonus
Excluded Employees' Handbook Bilingual Bonus
- 486 -
Human Resources Manual Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1208/default.htm
- 487 -
1209 - Medical Travel Assistance (MTA)
1209 - Medical Travel Assistance (MTA)

Introduction
1. The Government of the Northwest Territories (GNWT) provides its employees and their eligible dependants with Medical Travel Assistance (MTA) to the nearest centre where appropriate and necessary non-elective medical treatment is available. This includes approved orthodontic treatment for employees in the NWT Teachers Association (NWTTA) bargaining unit.
Application
1. These guidelines and procedures apply to all Government employees except the following: a. casual employees with less than four months of continuous employment; b. substitute teachers; c. employees on leave without pay who do not remain in the Northwest Territories (NWT); d. seasonal employees during the seasonal lay-off; and e. employees of the NWT Power Corporation.
Definitions
0. Medical Travel is: a. travel, originating from the employees home community within the NWT, which is required to allow eligible persons to access treatment that is non-elective and required for the health of the patient and not available in the employees home community; or b. travel, originating from the employees home community within the NWT, of escorts authorized for travel with an authorized patient for part or all of the medical treatment. 1. Non-Elective Medical Treatment is a service covered by the Territorial Hospital Insurances Act and the Medical Care Act that is required for the health of the patient. 2. Orthodontic Treatment (for members of the NWTTA only) is orthodontic treatments that are insured under the current, applicable GNWT dental plan. 3. Duty Travel Rates are defined by the Union of Northern Workers Collective Agreement Article 45, the NWTTA Collective Agreement Article B5 or the applicable employee handbook, whichever applies. 4. Medical Escort is a health professional required to provide professional care to the patient while in transit. 5. Non-Medical Escort is an adult authorized to accompany a patient who is unable to travel without some assistance or who is authorized to stay for part or all of the medical treatment. 6. Nearest Community is the nearest centre where appropriate and necessary insured health services or dental services can be obtained. 7. Healthcare Professional is a licensed medical doctor, nurse practitioner, community health nurse, or midwife. - 488 -
Human Resources Manual 8. Referring Practitioner is a NWT healthcare professional who recommends that medical treatment be obtained outside the employee's community of residence. 9. Attending Practitioner is a medical practitioner who provides medical treatment at the place of referral. 10. Medical Travel Assistance Administrator is the individual designated by the Department of Human Resources to administer the medical travel program for GNWT employees. 11. Medical Travel Coordinator is an employee of the Stanton Territorial Health Authority who coordinates the medical travel approval process. 12. Point of Departure is Edmonton.
Guidelines
General 1. Employees may apply for MTA for themselves and their eligible dependants when required medical treatment is not available in their community of residence. 2. MTA is only provided to the nearest treatment centre where appropriate and necessary insured health services are available. 3. Stanton Territorial Health Authority (STHA) is responsible for determining the nearest community and to authorize the travel except when the medical treatment is for dental procedures. Green Shield is responsible for determining the nearest community and authorizing the travel for all dental procedures. 4. STHA may authorize travel beyond the nearest treatment centre when: a. the nearest treatment centre has been contacted and cannot accept the referral; or b. the delay in accessing the nearest treatment centre is clinically unacceptable because of the patient's medical condition. 5. MTA is provided to employees who are required to attend an alcohol or drug rehabilitation program for their own addiction if such a program is not available in the employee's community of residence. MTA is not available for dependants requiring treatment or for employees to escort a dependant requiring treatment. MTA will not cover the cost of the program or any expenses incurred while staying at the facility conducting the program. 6. MTA is not provided when a referral is made by a dentist for routine dental procedures or periodontal procedures. In some extraordinary situations root canals and extractions may be approved. Green Shield Canada reviews all dental requests and will determine whether the procedure falls within the GNWTs Medical Travel Assistance guidelines. Green Shield Canada may request dental x-rays or other means to verify the referral in order to make this determination. 7. For members of the NWTTA bargaining unit, MTA is available for orthodontic treatment. Normal procedures for MTA apply in these circumstances. However, MTA is not provided for initial consultation visits for orthodontic purposes. 8. MTA is not provided if a similar benefit is available through another employer or insuring body. 9. Reimbursement of expenses related to treatment that is not covered by the NWT Health Care or the current applicable Government health insurance plan is not provided. 10. MTA benefits are provided for the shortest possible period required for medical treatment. 11. Extensions to the initial period of MTA benefits must be supported by a letter from the attending practitioner. - 489 -
1209 - Medical Travel Assistance (MTA) 12. Employees are required to sign an Assignment of Benefit Letter and a Sun Life claim form requested by the Medical Travel Assistance Administrator for medivacs (air ambulance) and ground ambulances outside of the employees home community. The documents will be forwarded to Sun Life who will forward the reimbursement to Stanton Territorial Hospital. The Medical Travel Assistance Administrator will make arrangements for payment to Stanton Territorial Hospital for the outstanding amount of the invoice for the medivac and ground ambulance services not covered by Sun Life. 13. MTA does not cover ground ambulance costs within the employees home community unless required to transport the employee to the location of the departure of the medivac.
Travel 0. When an employee requests to drive to the appointment, rather than travel by air: a. expenses reimbursed are limited to those that would have been provided had the employee traveled by air; and b. travel time is granted as if the employee traveled by air. 1. Transportation assistance is provided to the nearest treatment centre, or point of departure, whichever results in the lesser expense. 2. Transportation costs cannot exceed the amount of a MTA flight. The employee will only be reimbursed for the amount the MTA Administrator can get a MTA flight for from the airline company. 3. Travel rates are reimbursed according to Article 45 of the UNW Collective Agreement or Article B5 of the NWTTA Collective Agreement, whichever applies. Mileage is paid at the individuals convenience rate as outlined in the duty travel rates found online at http://www.hr.gov.nt.ca/library/dutytravel.htm.1 0. If the referring healthcare practitioner directs that the patient must travel by road and not by air, travel time and expenses must be authorized before travel begins. Travel time in these circumstances is based on one-half day for each 322 km (200 miles). Mileage is paid at the individuals convenience rate as outlined in the duty travel rates found online at http://www.hr.gov.nt.ca/library/dutytravel.htm2. 0. Employees may make changes to travel arrangements. However, in cases of air travel, the employee must contact the airline directly and incur responsibility for all costs related to changes to the eTicket (electronic ticket). Car Rental 0. In certain situations, and under extenuating circumstances, reimbursement for car rental to a maximum of $50 per day may be allowed. The MTA Administrator, prior to the departure date, must approve all car rentals or they will not be reimbursed. Accommodation 0. Hotel accommodation is provided for up to a maximum of 25 days. Employees represented by the NWTTA may claim established duty travel rates to a maximum of 30 days. Hotel accommodation is booked by the MTA Administrator and chosen by its proximity to the appointment location.
1. http://www.hr.gov.nt.ca/library/dutytravel.htm 2. http://www.hr.gov.nt.ca/library/dutytravel.htm
- 490 -
Human Resources Manual 1. An employee travelling within the NWT may be reimbursed for actual expenses incurred for accommodation. Approved accommodation and government rates can be found in the accommodation and car rental directory found online at http://www.hr.gov.nt.ca/library/3. 2. An employee may be reimbursed at established duty travel rates for each night when staying in private non-commercial accommodation, subject to the provisions set out in Section 1210 of the Human Resources Manual. Receipts are not required for private non-commercial accommodation. 3. An employee may be reimbursed at duty travel rates for accommodation enroute to the treatment centre when air travel is interrupted by weather or other circumstances completely beyond an employees control. 4. Where an employee requests reimbursement for accommodation, reimbursement is for room charges, provincial room tax and GST only. Meals and Expenses 0. All eligible meals and expenses may be reimbursed up to a maximum of 40 days based on: a. the first 15 days at full duty travel rates; and b. from day 16 to day 25, meals at 50% of duty travel rates, plus full incidentals; and c. the next fifteen days at a flat rate of $50 (including accommodation, meals and transportation) per day. Employees represented by the NWTTA may claim the full duty travel rates to a maximum of 30 days. 1. Incidentals are provided under MTA for the first 25 days only. 2. An employee may be reimbursed at duty travel rates for meals enroute to the treatment centre when air travel is interrupted by weather or other circumstances completely beyond an employees control. 3. Long distance phone call charges cannot be reimbursed unless prior approval is obtained. Collect calls are accepted by the employing Department, Board or Agency from employees advising of extensions. 4. Taxi fare costing less than $10.00 per trip does not require a receipt. 5. Airport shuttle service must be used where available.
Escorts 0. Non-medical escorts approved by STHA or Green Shield in the case of dental procedures may be reimbursed where a qualified medical practitioner certifies that it is necessary for the patient to be accompanied. 1. An employee may claim for more than one escort only if approved by STHA or Green Shield. (For example, if the patient is a child and both parents are required.) 2. For employees in the NWTTA bargaining unit, escort travel assistance for orthodontic visits (after the initial consultation) may be paid only if the patient is under 18 years of age. No travel assistance is provided for initial consultation visits for orthodontic purposes. 3. Normally, all escorts must be at least 19 years of age.
3. http://www.hr.gov.nt.ca/library/
- 491 -
1209 - Medical Travel Assistance (MTA) 4. A spouse, the parent or another person designated by the employee may accompany the patient when someone other than a medical escort is required. 5. In the case of an employee being the non-medical escort for a member of their immediate family, the employee may be granted special leave. Such leave will not be unreasonably denied.
Procedures
0. The referring practitioner identifies the need for medical travel. 1. The referring practitioner completes the MTA travel form and forwards the information to the STHA Medical Travel Coordinator for approval. 2. The STHA Medical Travel Coordinator processes the required documentation and advises MTA Administrator as to whether travel and any required escort is approved. 3. The STHA Medical Travel Coordinator advises the applicable referring practitioner as to whether approval for travel has been granted. 4. The STHA Medical Travel Coordinator forwards approval information to the applicable MTA Administrator. 5. The MTA Administrator contacts the patient to advise that the MTA has been approved, explain the MTA process and advise as to the appropriate leave. 6. The MTA Administrator notifies the employees supervisor about the approval and advises the supervisor as to the appropriate leave (see section 803 Travel Time for Medical Treatment). 7. The MTA Administrator determines the appropriate travel arrangements, and whether the patient requires accommodation arrangements or if they will be staying in private accommodation. 8. An employees dentist fills out the referral letter and submits to Green Shield for approval. Please also see guideline 21. 9. The approval / denial is faxed to the MTA Administrator located in the nearest Human Resource Service Centre. Questions regarding approval/denial should be addressed to the MTA Administrator at the nearest Human Resource Service Centre. 10. The employee enters the leave into PeopleSoft self-service, or where applicable completes an application for leave, and submits to his/her supervisor for approval. Medical Travel Leave should only be used for the travel time as outlined in Section 803 of the Human Resource manual. Time required between the arrival and departure beyond what is covered in the medical travel table should be coded as sick leave. 11. The MTA Administrator makes all the necessary arrangements for travel and accommodation based on the shortest required time for the MTA travel. In exceptional circumstances, where the referral does not permit adequate time for the MTA Administrator to purchase the ticket, the employee may make their own travel arrangements and seek reimbursement later. Transportation costs cannot exceed the amount of a MTA flight. The employee will only be reimbursed for the amount the MTA Administrator can get a MTA flight for from the airline company. Contact the MTA Administrator for rates. 12. The MTA Administrator prepares an information folder for the employee which includes: the travel itinerary, accommodation information, employee/dependant checklist, travel authorization and expense claim, questions and answer sheet, MTA Administrator contact numbers, a Medical Travel Assistance Form that the attending practitioner must sign and a late claim information sheet. 13. The MTA Administrator meets with the employee to review information in the folder, to explain the MTA process and to have the employee sign the travel authorization. 14. If it is determined that extended treatment is required, the employee gives the MTA form to the attending practitioner who signs the form and states the rationale for the extension. The employee
- 492 -
Human Resources Manual contacts the MTA Administrator to advise that changes are required to the approved flight and accommodation arrangements. The employee must also advise his/her home Department, Board or Agency that he/she requires extended treatment and will be unable to return to work as previously specified. 15. Within 10 days of returning from medical travel, the employee forwards the expense claim form with receipts and required documentation attached to the MTA Administrator. 16. The MTA Administrator reconciles the claim with the Enroute card charges, completes the pre-approval check of the claim and forwards this to the finance unit for the final approval. 17. If the MTA is not approved, the STHA Medical Travel Coordinator advises the referring practitioner. If the employee requests further information about the decision, the MTA Administrator refers the employee back to the referring practitioner.

Main Collective Agreement with the UNW Article 20.09, Travel to a Medical Centre Collective Agreement with the NWTTA Article 14.07, Medical Transportation Assistance Senior Managers' Handbook Medical Travel Assistance Excluded Employees' Handbook Medical Travel Assistance Last Updated: May 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1209/default.htm
- 493 -
1210 - Duty Travel and Accomodation
1210 - Duty Travel and Accomodation

Introduction
1. An employee who is authorized to travel on government business will be reimbursed for reasonable expenses. The Government of the Northwest Territories (GNWT) directives on duty travel, accommodation and duty travel expenditures can be found in sections 2001, 2002 and 2003 of the Financial Administration Manual (FAM) located on the Financial Management Board website at http://www.fin.gov.nt.ca/FAMWeb/index.html1.
Application
Definitions
1. Duty travel means travelling on authorized Government business.
Guidelines
1. Deputy Heads are responsible for the duty travel and expenses of employees in their Department, Board or Agency. 2. Duty travel and anticipated related expenses must be authorized in advance on a travel authorization and expense claim form signed by the responsible approving officer (see FAM Directive No 2001 for details on travel forms, authorization, accounting, GST exception, Government travel credit cards, etc.). 3. All travel is to be completed by the most economical and practical means available. Employees should check the government accommodation and car rental directory (http://rehelv-acrd.tpsgc-pwgsc.gc.ca//2) and ask for the government rate when making reservations for accommodation or rental vehicles. 4. Employees will be reimbursed for meals, incidentals and mileages as per the GNWT duty travel rates3. These rates are identical to the Federal Treasury Board duty travel rates and will be adjusted as the Federal rates are changed. 5. Where expenses cannot be kept within the entitlements, actual expenses supported by receipts and justification of the circumstances must be attached to the expense claim form. Without receipts for actual costs, only the allowable rates are reimbursed. 6. When an employee is required to travel on behalf of the Employer, the employee is paid as though he/she were at work for all hours travelled. 7. Hours travelled include one hour check-in period at airports (two hours check-in for flights originating outside Nunavut, the Yukon and the NWT), bus depots or train stations, as well as one hour check-out period at each overnight stopover and at the final
1. http://www.fin.gov.nt.ca/FAMWeb/index.html 2. http://rehelv-acrd.tpsgc-pwgsc.gc.ca/ 3. http://www.hr.gov.nt.ca/library/dutytravel.htm
- 494 -
Human Resources Manual destination. Hours travelled also include time spent waiting for connecting flights, trains or buses, but is exclusive of overnight stopovers. 8. Where employees make private arrangements for overnight accommodation that is not already paid for by the GNWT, they may claim $50.00 for each night. Receipts are not required. 9. Amounts for meals and incidental expenses cover the cost of meals and other expenses like tips to miscellaneous service personnel. 10. Ground transportation (i.e., taxi) costing less than $10.00 per trip does not require a receipt. 11. For duty travel beyond 15 calendar days in one location, the per diem is reduced to 50% of the regular duty travel amounts per day for meals. Incidental expenses remain the same amount per day. Exceptions are made when housekeeping units or reasonable room and board are not available. 12. For employees in the NWTTA bargaining unit, the maximum amount claimable is reduced to 50% of the per diem rates for meals and incidental expenses for duty travel in excess of 15 calendar days in one location. Exceptions are made when housekeeping units or reasonable room and board are not available. 13. An employee is not considered "in travel status" when appointed to a position in one area, but his/her duties are carried out at another location during the major portion of the time or continuously (i.e., highway equipment operators). 14. When a return trip is made in one day, the employee can claim for meals, but cannot claim for incidentals. 15. Employees may also claim for: a. Long distance telephone calls: i. if of an official nature; ii. if a personal nature in the event of unavoidable delays in the employees arrival home; and iii. if an employee is away from home over a weekend and started duty travel at least two days before the weekend, one personal, five minute, long distance call can be claimed. (Does not apply to NWTTA members.) b. Storage and excess baggage charges if necessitated by the performance of duties. c. Taxis i. Taxi expenses must be explained except where the purpose is self-evident; and ii. Taxis should not be authorized for repeated trips between places, if convenient public transportation is available. d. Laundry (Does not apply to NWTTA members) i. If supported by receipts, a maximum of $20.00 may be claimed after five consecutive days on duty travel, and each subsequent five days; or ii. If not supported by receipts, a maximum amount of $20.00 may be claimed after seven consecutive days on duty travel, and each subsequent seven days; e. Local phone calls for business purposes only.
- 495 -
1210 - Duty Travel and Accomodation f. Child care expenses to a maximum of $25.00 a day per dependant child, 16 years of age or younger, if the employee's child care expenses exceed those which would have normally been incurred due to travel on behalf of the Employer. Receipts are required. 16. The following expenses cannot be claimed: a. purchase of office supplies or equipment; b. purchases of a personal nature, such as baggage, clothing, etc.; c. any expenses for stopovers due to personal reasons; d. any expenses during periods of leave, with or without pay; and e. any money or personal belongings that is lost. 17. Employees are responsible for ensuring they are able to return to work at the end of their travel.
Procedures
1. The employee completes a travel authorization and expense claim form (see FAM Directive No 2001 for details on travel forms, authorization, accounting, GST exception, etc.). 2. The designated officer authorizes duty travel by signing the travel authorization and expense claim before the trip starts. 3. If an advance for travel expenses is required, the employee submits the travel authorization and expense form at least three days before travel to the departments finance division. 4. The form is returned to the employee. The travel advance cheque and an accommodation warrant, if applicable, are attached if requested. 5. The employee submits the expense claim to their departmental finance division within ten business days of completing the trip with all receipts attached. If the travel advance was greater than the expenses, a personal cheque is attached for the difference. 6. Except in special cases, no more than one travel advance can be outstanding at any time.

Main Collective Agreement with UNW Article 45, Duty Travel Collective Agreement with NWTTA Article B-5, Duty Travel Senior Managers' Handbook Duty Travel Excluded Employees' Handbook Duty Travel
- 496 -
Human Resources Manual Financial Administration Manual Section 2001, Duty Travel - Expenditure Claims Section 2002, Travel Expenditures Non-government Employees Section 2003, Collection of Overdue Travel Advances
Last Updated: November 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1210/default.htm
- 497 -
1211 - International Duty Travel
1211 - International Duty Travel

Introduction
1. The Government may authorize employees to travel to a foreign country, for various reasons that the Employer deems beneficial to the Government. The Government of the Northwest Territories (GNWT) directives on duty travel, accommodation and duty travel expenditures can be found in sections 8201, 8202 and 8205 of the Financial Administration Manual (FAM) on the Financial Management Board Secretariat website 1.
Application
Definitions
1. Duty travel means travelling on authorized Government business.
Guidelines
1. The Minister (or Ministers delegate) of the employees Department, Board or Agency must approve in writing all duty travel outside Canada. 2. An employee may be approved for international travel for one of the following reasons: a. attend a conference, seminar or association meeting; b. study a specific feature of society; c. participate in an exchange program; d. study a specific feature in a technical engineering field; or e. observe the government of another country. 3. Employees on duty travel in another country are expected to use travel time to the best possible advantage. Public relations is considered a significant function of the visit and diplomacy should be exercised at all times. 4. Duty travel rates for employees travelling in the United States are the same as in Canada but are paid in US funds. 5. The allowable per diem rate in a foreign country (other than the United Sates) is the Canadian per diem rate converted to the foreign currency. 6. If the daily meal expense is greater than the allowable per diem rate, receipts must be submitted to support reimbursement of any greater expense.
1. http://www.fmbs.gov.nt.ca/manuals-handbooks/
- 498 -
Procedures
1. To apply for international duty travel, an employee submits his/her request through the direct supervisor. The application should include: a. a statement of purpose for the trip, what the trip is intended to accomplish and how the Government will benefit from this; b. a short description of background information supporting the request; c. a travel advance claim with a cost estimate for the trip including entertainment expenses where applicable; d. the funding arrangements planned for the trip; e. the qualifications for the employee who plans to travel; and f. for health and social services front line professionals and managers using the Professional Development Initiative, a statement indicating why the course is unique, why it is the only program which meets the applicants learning needs identified in the employees annual performance review and confirming that the course is not available in Canada. 2. The supervisor submits the travel proposal to the Deputy Head. If approved, the proposal is forwarded to the Minister of the Department, Board or Agency for approval. 3. The employee is responsible for the following: a. acquiring a passport and applicable visas (if necessary); b. notifying the host agency of travel plans; c. purchasing the appropriate currency, travellers' cheques, etc.; and d. arranging any necessary supplementary medical insurance. 4. The employee files a travel report upon return. 5. Departments, Boards and Agencies provide summarized travel reports to Cabinet.

Main Collective Agreement with UNW Article 45, Duty Travel
Collective Agreement with NWTTA Article B-5, Duty Travel
Senior Managers' Handbook Duty Travel
Excluded Employees' Handbook Duty Travel
- 499 -
1211 - International Duty Travel Financial Administration Manual Section 1802, Duty Travel - Expenditure Claims Section 2001, Travel Expenditures Non-government Employees Section 2003, Collection of Overdue Travel Advances
Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1211/default.htm
- 500 -
1212 - Uniform Clothing Issue
1212 - Uniform Clothing Issue

Introduction
1. The Government provides uniform clothing to employees where: a. the work is of a nature where health and cleanliness must be maintained; or b. special identification aids in the effective performance of duties.
Application
1. These guidelines and procedures apply to all employees who meet the criteria except employees in the NWT Teachers' Association bargaining unit or those employed by the NWT Power Corporation. 2. This directive does not apply to the issue of protective clothing and equipment, safety shoes and gloves. Guidelines for these can be found in Section 12031 of this manual.
Definitions
1. Uniform Clothing is clothing, maintained at an acceptable standard at the employee's expense, generally consisting of the following: outer clothing worn on duty; footwear; gloves and ties
Guidelines
1. The purchase of uniform clothing is the responsibility of the Government. 2. Uniform clothing provided free of charge is considered Government property. 3. Uniform clothing is to be worn only when employees are on duty. 4. The responsibility of maintaining uniform clothing in clean and good repair rests with employees. Employees who are provided, by the Employer, with uniforms that require dry cleaning shall be paid an allowance of $125. An employee will receive this allowance on initial appointment and after every twelve (12) months of employment. 5. Loss of, or damage to uniform clothing through negligence results in an assessed charge to the employee. 6. If an employee terminates or transfers to a non-uniformed position, the employee are given an option to purchase selected uniformed clothing items at a reasonable price based on the age and condition of the selected items. 7. Custodial workers are supplied smocks or coveralls. Custodial workers who are required to work outdoors in the winter are provided with insulated coveralls.
1. http://www.hr.gov.nt.ca/policy/hrm/1200%20-%20Allowances%20and%20Benefits/1203/default.htm
- 502 -
Human Resources Manual 8. If items of clothing wear out through normal wear before the normal replacement time, they are replaced at no cost to the employee. If these items of clothing are determined to have been damaged or lost due to negligence, the employee is assessed a charge for replacement.
Procedures
1. The Deputy Head determines which positions or groups are required to wear uniforms. 2. Each department stores a supply of uniforms in various sizes. 3. New employees required to wear uniforms are given them prior to the start of their first shift of work. 4. Various time frames are set for the replacement of different articles of clothing (e.g. parkas - every five years). Employees are automatically issued new items of clothing once the time frame expires.

Main Collective Agreement with UNW Article 46, Uniforms and Protective Clothing
Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1212/default.htm
- 503 -
1213 - Long Term Storage
1213 - Long Term Storage

Introduction
1. The Government provides assistance to employees with long-term storage benefits for up to three years.
Application
1. These guidelines and procedures apply to all employees except casual employees, substitute teachers and employees of the NWT Power Corporation.
Definitions
1. Moving company means the company contracted to move an employee's personal effects. 2. Storage company means the company contracted to provide long-term storage services. 3. Effects include the furniture, household goods and equipment and personal effects of an employee and his/her dependants at the time of his/her move but does not include automobiles, boats, motorcycles, snowmobiles, trailers, animals, or foodstuffs. When a continuing employee is moved from one community to another within the Northwest Territories (NWT), he/she may include in his/her effects all-terrain vehicles, snowmobiles and foodstuffs. The NWT Teachers' Association (NWTTA) Collective Agreement uses the term household effects and does not contain a provision for continuing employees moving within the NWT. 1. Removal administrator is the Government officer in the Department of Human Resources who is designated to co-ordinate and administers removals.
Guidelines
1. Where necessary, the Deputy Head of a Department, Board or Agency may authorize the long-term storage of an employees effects at the nearest commercial storage facility. Long-term storage will not exceed three years without the approval of the Employer. 2. To apply for an extension, the employee must write to the Deputy Minister of the Department of Human Resources. The Deputy Minister may approve applications for extensions. 3. The Government does not pay to insure effects that are in storage. The employee must arrange and pay insurance costs. 4. The cost to move effects out of storage is the responsibility of the employee. 5. If an employee receiving long-term storage benefits moves to a new community, the Government moves the employees effects out of storage and into the new community of employment. 6. The contract between the Government and the storage company becomes null and void at the end of the three-year storage period.
- 504 -
Human Resources Manual 7. Effects going into storage are part or the employee's total weight entitlement under the removal guidelines. The weight the employee is entitled to put into storage at the Government's cost is calculated using this formula: a. Maximum weight entitlement less weight shipped to new work location; b. Maximum weight entitlement is the weight entitlement for an employee moving into unfurnished accommodation; c. Weight shipped to new work location is the actual weight shipped up to the employees entitlement to ship to his/her new community of employment when moving into furnished accommodation; and d. Weight entitlements differ depending on the employees bargaining unit and dependent status. See Section 1218 Removal for further information on weight entitlements.
Procedures
1. The removal administrator discusses the need for storage with the employee at the same time arrangements for the employees move are being made. 2. The removal administrator calculates the maximum weight the employee is eligible to put into storage at the Government's expense. 3. The removal administrator advises the employee of the maximum weight entitlement for storage purposes that the Government will pay storage costs for a maximum of three years. The employee is responsible for paying any costs for insuring the goods in storage. 4. The removal administrator advises the moving company of the requirement for storage and the maximum weight allowance for storage by writing the information on the removal estimate and authorization form when the arrangements are being made to move the employee's personal effects. 5. The removal administrator also advises the moving company that the Government will pay the costs for storage of the effects for a maximum of three years, and that the employee is responsible for insuring the goods in storage. This information is also written on the removal estimate and authorization form when the removal administrator is requesting the estimate for the employee's move. 6. The removal administrator brings forward a note 45 days before the Government's responsibility for the employee's storage is going to end. This is to ensure notice of storage expiry is given in a timely manner. 7. Written notice will be sent to employees who are receiving long term storage benefits in April of each year advising of: a. the monthly cost of long term storage; and b. the time remaining for which the Government will pay storage cost. 8. Thirty days before a long term storage contract is due to run out, the removal administrator advises the employee and the storage company, in writing, that the Government's responsibility for paying storage costs is about to end. 9. The employee has two options: a. remove the goods from the storage company; or b. negotiate a storage contract with the storage company and leave the goods in storage. 10. The removal administrator keeps copies of all correspondence and invoices related to long-term storage in the employee's removal/storage file.
- 505 -
1213 - Long Term Storage 11. The removal administrator pays all invoices for storage of the employee's personal effects. Each time an invoice is paid, the removal administrator checks the employees storage end date to ensure the Government's responsibility has not ended.

Main Collective Agreement with UNW Article 43.04 (f) Collective Agreement with NWTTA Article B3.04 (f) Senior Managers' Handbook Long Term Storage Excluded Employees' Handbook Long Term Storage Last Updated: September 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1213/default.htm
- 506 -
1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee
1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee

Introduction
1. The Government reimburses employees for reasonable expenses for moving themselves and eligible dependants on initial hire or between places of duty with the Government of the Northwest Territories (GNWT).
Application
1. These guidelines and procedures apply to all employees except substitute teachers and employees of the Northwest Territories (NWT) Power Corporation.
Definitions
1. Dependant: a. For employees in the Union of Northern Workers (UNW) bargaining unit, the excluded group and senior managers, dependant means: i. an employee's spouse (including common-law) who is residing with the employee; ii. any child, step child, adopted child, or foster child of the employee who: a. is attending school or is a student at some other institution, and is under 21 years; b. is under 21 and is dependent on the employee for support; or c. is 21 years or older and is dependent because of a physical or mental infirmity. iii. Any other person who is permanently residing with the employee and: a. is under 21 years of age and is dependent upon him/her for support; or b. is 21 years of age or more and dependent upon the employee by reason of mental or physical infirmity. b. For employees in the NWT Teachers Association (NWTTA) bargaining unit, dependant means: i. an employee's spouse (including common-law) who is residing with the employee; ii. any child of the employee who is attending school or is a student at some other institution, and is under 21 years; or
- 508 -
Human Resources Manual iii. a child who is under 21 years and dependent upon the employee for support; or iv. a child who is over 21 and is a dependant because of a physical or mental illness; or v. any other relative of the employee who is a member of the employees household and is totally dependent on the employee for support because of a physical or mental illness. 2. Reside with means to live in the same dwelling. Normally this will be the place where the person receives mail, keeps personal property and spends a majority of the time. 3. Spouse means a person, regardless of gender, who: a. is married to an employee, or b. has lived together in a conjugal relationship outside of marriage with an employee and the employee represents that person as his or her spouse. 4. Effects include the furniture, household goods and equipment and personal effects of an employee and his/her dependants at the time of his/her move but does not include automobiles, boats, motorcycles, snowmobiles, trailers, animals, or foodstuffs. When a continuing employee is moved from one community to another within the Northwest Territories (NWT), he/she may include in his/her effects all-terrain vehicles, snowmobiles and foodstuffs. The NWT Teachers' Association (NWTTA) Collective Agreement uses the term household effects and does not contain a provision for continuing employees moving within the NWT. 1. Removal Administrator is the Government officer in the Department of Human Resources who is designated to co-ordinate and administer removals. Mobile home is a 2. permanent residence on its own wheeled under-carriage that is designed for highway travel. It includes equipment and furnishings installed by the manufacturer. It does not include transportable or sectionalized homes or other quasi-permanent accommodation.
Guidelines
1. Employees will conduct the relocation process in a manner than enables them to be available for work on the start date agreed to in the job offer. 2. Employees will work with the Removal Administrator. There will be no reimbursement for any removal made without prior approval. 3. Payment is limited to the approved costs of a move carried out in the most practical and economical manner supported by receipts. 4. The maximum reimbursement for kilometers, meals and accommodation enroute cannot exceed the total cost of the trip had it been made by the most economical airfare. 5. In exceptional circumstances, additional expenses may be approved where the expenses for meals, accommodations or other items cannot be kept within the limits. The circumstances must be explained. 6. An employee already living in the community where the new job is located is not entitled to any removal assistance. There is an exception if the previous employer provides the employees residence and the employee must vacate it.
- 509 -
1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee 7. Distances will be the generally accepted most direct route. For travel within the Northwest Territories, the distance is outlined on the Department of Transportation Distance in Kilometers Between Northwest Territories Communities chart. Distance in Kilometres Between the Northwest Territories Communities Time in Transit - UNW, Excluded and Management Employees 1. Employees in the Union of Northern Workers, Excluded and Manager groups are considered on duty travel while in transit from their point of hire to their place of employment. 2. An employee will receive compensation at regular salary to a maximum of three days. 3. An employees start date will be adjusted to include the appropriate number of travel days. The start date for the employee becomes the day he/she is to physically be at his/her new job minus the appropriate amount of travel days. For example, if a person were moving from Vancouver to Inuvik they would be eligible for the maximum 3 days of travel time. If they are to be at work on the 14th and since they are eligible for the maximum 3 days travel time, their start date would be three working days before the 14th. The job offer would indicate this and state the employee is required to report to duty on the 14th. 4. Travel time for an employee driving to their point of destination is allowed up to one-day travel for each 644 kilometres. 5. Travel days for employees transferring between places of duty within the Government can be considered as duty travel days. These days must be upon mutual agreement with the employee and the Employer in consultation with the Department of Human Resources. The employees start date will be adjusted to include these days. 6. Other expenses during transit will be reimbursed accordingly as duty travel with reference to Article 45 of the UNW Collective Agreement, Excluded Employees Handbook or Senior Managers Handbook. 7. This transit period does not include any period exceeding the arrival at destination. Other expenses may apply. Allowable Expenses - Transportation 1. Transportation may be the most economical airfare or vehicle not owned by the GNWT. 2. Employees choosing to fly are eligible for a one-way economy airfare for themselves and eligible dependants as well as accommodations and meals while traveling to their place of employment required by airline schedules. 3. Employees choosing to drive a vehicle not owned by the GNWT are eligible for driving expenses at the individual private car per kilometer rate established by the GNWT duty travel rates2. Eligible driving expenses do not include gasoline expenses, vehicle repair, insurances, meals, accommodation, etc. 4. Employees choosing to use a u-haul are eligible for expenses equivalent to the cost of an economy airfare. The employee is not eligible for any additional mileage, meals, accommodations or other expenses. 5. The GNWT shall be in no way responsible for any liability including any charges, costs or unforeseen expenses that an employee may incur as a result of using a rental vehicle.
1
1. http://www.dot.gov.nt.ca/_live/documents/documentManagerUpload/Highway%20Distances.pdf 2. http://www.hr.gov.nt.ca/library/dutytravel.htm
- 510 -
Human Resources Manual Allowable Expenses - Accommodation 1. At point of hire, accommodation at commercial lodgings is paid at a reasonable rate for a maximum of three days. 2. If driving to destination, accommodation costs are covered for up to one day for each 644 kilometers. 3. At destination, lodgings while awaiting furniture or accommodation are paid, for up to ten days if the employee is alone, or 21 days if the employee has dependants. 4. Accommodation in a private home is paid at $11 per day for the employee and $3 per day for each dependant. Allowable Expenses Meals and Incidentals 1. For employees in the UNW, Excluded and Manager groups, the cost of meals and incidental expenses will be reimbursed as per Article 45.05 Duty Travel for the employee and his/her spouse, plus an amount equal to one half of that rate for each other dependent at the start of the journey for a maximum of three days. 2. For members of the NWTTA bargaining unit, the actual cost of meals and incidental expenses up to a maximum of $15 a day for the employee and each dependant six years and over. The limit is $10 a day for each dependant under six years. 3. An employee driving to the destination is allowed meal costs for up to one day for each 644 kilometers. 4. At destination while awaiting furniture or accommodation, for up to ten days if the employee is alone, or 21 days if the employee has dependants. 5. In exceptional circumstances, such as lack of accommodation at the destination, an employee will receive additional reimbursement in reduced amounts to a maximum of $7.50 per day per person and $5 per day for each child under six years of age. Allowable Expenses Household and Personal Effects 1. Excess baggage to a maximum of six pieces plus two pieces for each dependant may be covered. This applies if effects are moved separately by a slower method of transportation or if no other expenses are reimbursed for moving effects. Each piece of excess baggage is limited to 32 kg (70 lbs). Excess baggage weight is considered to be part of the employee's total weight entitlement for movement of personal effects. See #38, 39 or 40. 2. Telephone calls and faxes necessary to facilitate shipment of effects are covered. 3. The following maximum weight entitlements apply to the movement and storage of effects including excess baggage where furnished Government accommodation is not provided at destination and/or where the location is serviced by an all-weather road or rail line: a. For all employees and teachers hired on or before September 30, 1990: i. 1,814 kg (4000 lbs) if no dependants reside with the employee; and ii. 6,804 kg (15,000 lbs) if any dependants reside with the employee. b. For teachers hired on or after October 1, 1990: c. 3,175 kgs (7,000 lbs) if no dependants reside with the employee; d. 4,082 kgs (9,000 lbs) if one dependant resides with the employee; e. 4,990 kgs (11,000 lbs) if two dependants reside with the employee;
- 511 -
1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee f. 5,897 kgs (13,000 lbs) if three dependants reside with the employee; and g. 6,804 kgs (15,000 lbs) if four or more dependants reside with the employee. 4. The following maximum weight entitlements apply to the movement and storage of effects including excess baggage where furnished Government accommodation is provided at locations not serviced by an all-weather road or rail line: a. For all employees and teachers hired on or before September 30, 1990: i. 680 kgs (1,500 lbs) if no dependants reside with the employee; and ii. 1,814 kgs (4,000 lbs) if any dependants reside with the employee. A teacher on strength on or before September 30, 1990 is entitled to the greater of the weight entitlement listed above or below. a. For teachers hired on or after October 1, 1990: i. 907 kgs (2,000 lbs) if no dependants reside with the employee; ii. 1,361 kgs (3,000 lbs) if one dependant resides with the employee; iii. 1,588 kgs (3,500 lbs) if two dependants reside with the employee; and iv. 1,814 kgs (4,000 lbs) if three or more dependants reside with the employee. 5. For principals who are not indeterminate employees and who are hired for a term of less than two years and term teachers movement of household effects not exceeding: a. 453 kg if no dependants reside with the employee; b. 680 kg if one dependant resides with the employee; c. 794 kg if two dependants reside with the employee; and d. 907 kg if three or more dependants reside with the employee. 6. The balance of any unused total weight allowance cannot be claimed later. An exception is made if transportation problems prevent transporting the total weight allowance in one shipment. 7. Packing, crating, unpacking, uncrating, transportation and in-transit insurance costs are paid. If professional movers are not available in the community, payment may be authorized for the cost of packing materials purchased from local stores and the cost of making crates by local residents. 8. Temporary storage pending availability of permanent accommodation, if authorized by the Employer, may be paid. 9. Long-term storage costs at the nearest commercial facility is paid for a maximum of three years when it is not in the interest of the Government to move the effects. See also Section 1216 - Long Term Storage Guidelines. 10. Employees are reimbursed for incidental expenses incurred in the move. The maximum reimbursement for employees in the UNW, Excluded and Manager groups is $250. For members of the NWTTA bargaining unit the maximum reimbursement is $200. 11. During a move, an employee may be eligible for either the excess baggage (#36) or incidental expenses incurred (#45), but not both. Allowable Expenses Mobile Homes (Does not apply to NWTTA members.) - 512 -
Human Resources Manual 1. Reasonable expenses may be reimbursed to move a mobile home if it is the employee's principal residence. 2. Expenses that may be claimed for mobile homes include the following: a. preparation of the installed equipment and furnishings of the home for the move; b. disconnection of domestic services; c. in-transit insurance for the home and contents up to a maximum coverage of $30,000; d. in-transit ferry and bridge tolls, taxes, etc; e. preparation of the installed equipment and furnishings of the home for occupancy after the move; and f. connection of domestic services to existing on-site terminals. 3. No other expenses are reimbursed for moving effects. 4. In exceptional cases, the total expenses to move the mobile home may exceed the maximum expenses that would have been allowed to move the effects. Allowable Expenses Real Estate and Other Fees 1. Employees who are transferred may be reimbursed actual real estate, legal and notarial fees for the sale of their principal residence. The residence must be a single family dwelling. It must be sold and/or purchased within one year of the date of the employee was authorized to transfer. 2. This does not apply on initial hire to the Government. 3. All claims must be authorized and paid receipts provided. 4. Duplicate housing costs for a maximum period of three months from the date of initial hire are reimbursed. Reimbursement is the lesser of the following: a. the monthly mortgage payment (principal and interest) on the old residence; or b. the monthly rental payment on the new residence. 5. All claims must be authorized and paid receipts provided. 6. Employees, both on initial hire and on transfer, are reimbursed for the cost of breaking a lease at the former place of duty. The maximum payment is for three months rent at the former residence.
Procedures
1. The Human Resource representative provides the employee information on removal entitlements, terms, conditions and procedures during the verbal job offer and by an information sheet enclosed with the letter of offer. 2. Upon the employee's acceptance of the job offer, the Human Resource representative sends the Removal Administrator copies of the letter of offer and acceptance and a job action form for the employee. 3. The Removal Administrator contacts the employee to discuss the removal. This includes discussion of the following: a. the number and ages of dependants moving with the employee; b. the current address and telephone numbers of the employee;
- 513 -
1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee c. entitlements - including weight restrictions, items that are not shipped by the Government, etc; d. tentative packing, loading and delivery dates; e. the employee's personal mode of travel for the move; f. the employee responsibility for purchasing additional insurance coverage on effects; g. the employee responsibility for remaining within the maximum weight entitlement which includes any excess baggage; h. storage requirements and entitlements if the employee is going into furnished Government accommodation (the employee is informed that the Government does not pay for insurance coverage for effects in storage); i. the name and telephone number of contact person at destination; and j. the employee's responsibility for being at destination to take delivery of effects (the effects may be placed in storage at the employee's expense). 4. The Removal Administrator makes all arrangements for movement of personal effects through moving companies including contacting major moving companies with affiliations throughout Canada for price quotes. All costs associated are to be billed directly to the Government. 5. The employee makes all arrangements for movement of personal effects using a u-haul. Receipts will be provided to the Removal Administrator. 6. The Removal Administrator completes Section I of the Removal Estimate & Authorization form and submits it to the selected moving contractor. This must include information on any goods going into storage at Government expense. 7. If long-term storage is authorized, the employee and the storage firm are advised that the Government will not be responsible for the cost of storage beyond three years nor does the Government pay insurance costs for effects in long-term storage. 8. The contractor, within seven working days, will complete Section II of the Removal Estimate & Authorization form and send it back with a breakdown of the estimated costs of the services requested and a detailed listing of the items identified for shipment by the employee. 9. The Removal Administrator reviews the estimate to ensure that the contractor is following the most economical removal options. The Removal Administrator completes Section III of the Removal Estimate & Authorization form, notes any changes to the original order, and sends a copy back to the contractor. 10. The Removal Administrator records the move under the appropriate mover. The total dollar amount recorded should not include third party charges, but should include all third party administration fees that the mover is entitled to. 11. The Removal Administrator fills out a staff recruitment form listing the price quote from the movers and the estimated cost for flights/driving, accommodations and meals and distributes copies to the employees supervisor, the Finance and Administration section of the employees Department, Board or Agency and the employees removal file. 12. Personal travel arrangements for the employee and eligible dependants can be made in one of the following two ways if the employee is flying to the destination: a. the Removal Administrator arranges all travel through a local travel agency and pays airline charges with a Government issued credit card. The itinerary can then be faxed to the employee. If necessary, a travel advance may be issued; or
- 514 -
Human Resources Manual b. employees make their own arrangements directly through an airline, providing the Removal Administrator with the locator number. The Removal Administrator can then provide the airline's local representative with a Government issued credit card number for the airline charges. 13. If the employee is driving to destination, no travel arrangements are necessary. The employee is advised to keep all receipts and submit an expense claim accordingly after arrival. 14. If the employee requires temporary accommodation on arrival at destination, the Removal Administrator books and arranges payment for the accommodation staying within the entitlement for the maximum number of nights. 15. The Removal Administrator contacts the employee again to advise of the locator number for air travel, which moving company has been selected and accommodation arrangements upon arrival. 16. The employee contacts the Removal Administrator upon arrival at destination. 17. Within 30 days of arrival at the new place of duty, the Removal Administrator completes a travel expense claim (which includes the travel time when applicable). The employee is contacted to provide receipts and sign the travel expense claim form. 18. The Removal Administrator reviews all invoices for travel, moving, storage and other services, as applicable, and authorizes payment after ensuring compliance with authorization, estimate, limits and entitlements. Copies of all documents pertaining to the move are copied for the removal file.

Main Collective Agreement with UNW Article 2, Interpretation and Definitions Article 43, Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee Collective Agreement with NWTTA Article B3, Removal Expenses on Initial Appointment and Subsequent Moves as an Employee Article B4, Relocation and Ultimate Removal Expenses for Term Teachers Senior Managers' Handbook Relocations - Hire/Transfer Excluded Employees Handbook Relocations - Hire-Transfer Human Resource Manual Section 1213, Long Term Storage Section 1216, Food and Transportation Assistance
- 515 -
1214 - Relocation Expenses on Initial Appointment and Subsequent Moves as an Employee Last Updated: March 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1214/default.htm
- 516 -
1215a - Ultimate Removal Assistance
1215a - Ultimate Removal Assistance

Reference
The Government of the Northwest Territories provides removal assistance to employees upon termination of employment. Terms and conditions of removal assistance are contained in collective agreements and employee handbooks: Main Collective Agreement with the UNW Article 42, Ultimate Removal Assistance1 Excluded Employees Handbook Removal on Termination2 Senior Managers Handbook Removal on Termination3
Application
These guidelines and procedures apply to all employees, except the following: a. casual employees; b. employees in the Northwest Territories Teachers Association bargaining unit; c. employees of the Northwest Territories Power Corporation; and d. employees who are dismissed, rejected on probation or declared to have abandoned their position.
Definitions
Continuous Service is service with the Government of the Northwest Territories not interrupted by a break in service greater than three months. Previous service with the Federal government or with a Northwest Territories municipal government is not continuous service. Community of Employment is the community in which the employee was residing while employed by the Government of the Northwest Territories and upon termination. Dependent refer to Section 1201 Dependents of Employees4. Maximum Reimbursement Schedule is a list of the maximum entitlements to ultimate removal assistance available for each community in which an employee is employed upon termination. The maximum reimbursement schedule is found in collective agreements and employee handbooks. New Residence is where the employee plans to live after leaving employment with the Government of the Northwest Territories
1. 2. 3. 4.
http://www.hr.gov.nt.ca/Agreements/UNW/Article42/default.htm http://www.hr.gov.nt.ca/Agreements/EXCLUDED/REMOVAL%20ON%20TERMINATION/DEFAULT.HTM http://www.hr.gov.nt.ca/Agreements/MANAGERS/REMOVAL%20ON%20TERMINATION/DEFAULT.HTM http://www.hr.gov.nt.ca/policy/hrm/1200%20-%20Allowances%20and%20Benefits/1201/default.htm
- 518 -
Human Resources Manual Point of Recruitment is the employee's residence at the time of initial appointment to the Government of the Northwest Territories. Removal Administrator is the Government officer within the Department of Human Resources designated to co-ordinate and administer removals.
Guidelines
1. The Government of the Northwest Territories provides employees with financial assistance in moving themselves, their dependants and their household effects when an employee terminates employment and certifies their intent of moving from their community of employment. 2. In order to be eligible for Ultimate Removal Assistance, employees must move from their community of employment within 18 months of terminating employment and submit evidence of having moved to the Department of Human Resources within 21 months. 3. Household effects eligible for removal assistance include furniture, household goods, equipment and personal effects of an employee and dependants at the time of the move. Eligible effects do not include automobiles, boats, motorcycles, snowmobiles, trailers, animals or foodstuffs. 4. The total amount of removal assistance available to an employee is based on a percentage of the maximum reimbursement amount for the employees community of employment. The percentage is determined by the length of the employees years of continuous service. The maximum reimbursement schedule and length of service entitlements are set out in collective agreements and employee handbooks. 5. Term employees hired from other NWT communities or from other jurisdictions are entitled to 100% of the removal entitlement outlined in the community maximum reimbursement schedule upon completion of their term. Maximum reimbursement for removal costs on termination of term employees is the lesser of the total assistance described in this clause or in 4 above. 6. Removal assistance entitlements may vary for employees hired under a federal transfer program. Refer to the applicable transfer agreement for specifics. 7. NWT Local Hires: Subject to the community maximum reimbursement schedule, employees hired after August 5, 1976 whose community of residence is the same as the point of recruitment (local hires) and who have ten years of continuous employment are entitled to 100% removal assistance. 8. Employees hired before August 5, 1976: Subject to the community maximum reimbursement schedule, all employees, including those hired locally, who were hired before August 5, 1976, may choose to use their previous ultimate removal entitlement of $20.00 per month of service. Although the maximum entitlement is $20.00 per month of continuous service, the claim must be backed by freight bills and travel receipts. The Government does not pay more than the total of the substantiated claim, nor does it pay more than a maximum of $2,400.00. 9. An employee who chooses removal assistance under 8, and who resides in a community outside of the Mackenzie Highway System, will continue to receive assistance from their community of residence to the nearest of those communities, and then be entitled to removal assistance as outlined in 8 above. 10. When removal assistance under 8 is exceeded by the entitlement under the current system, an employee will be covered instead by the current system. An employee hired locally before August 5, 1976, is entitled to ultimate removal assistance, in accordance with the current system, either to the point of departure or to any destination in the Northwest Territories, whichever is the lesser cost. 11. The Government does not pay ultimate removal assistance for an employee who receives duplicate assistance from another source (e.g., a spouses employer). An employee cannot claim to move the same items twice (e.g., living room furniture). However, there may be instances where another source may move items the Government of the Northwest Territories does not. For example,
- 519 -
1215a - Ultimate Removal Assistance ultimate removal assistance does not include shipping vehicles, but a spouses employers removal assistance package may be used for this purpose. 12. Any monies owed by an employee to the Government of the Northwest Territories that cannot be recovered from the employees final pay will be deducted from their removal assistance entitlement. 13. If an employee has effects in storage at the Governments cost, the Government of the Northwest Territories responsibility ends 30 days after the employees termination date. The employee is responsible for moving effects out of storage. 14. Employees receiving ultimate removal assistance employed in the following communities are entitled to a non-taxable benefit: NON TAXABLE ULTIMATE REMOVAL BENEFIT Colville Lake Norman Wells Deline Paulatuk Fort Good Hope Sachs Harbour Fort Liard Trout Lake Fort McPherson Tsiigehtchic Fort Providence Tuktoyaktuk Fort Resolution Tulita Gamt Ulukhaktok Kakisa Wekwet Lutselk'e Whati Nahanni Butte Wrigley 15. Employees receiving ultimate removal assistance employed in the following communities will have ultimate removal benefits reported on a T4A: TAXABLE ULTIMATE REMOVAL BENEFIT Aklavik Hay River Behchok (Rae-Edzo) Hay River Reserve Dettah Inuvik Enterprise Jean Marie River Fort Simpson Yellowknife Fort Smith
Procedures
1. Employees are responsible for making all moving and travel arrangements and paying for their move. 1. Payment of ultimate removal assistance as a lump sum will be made upon the provision of evidence satisfactory to the Department of Human Resources that an employee has moved from his or her community of employment. 2. Payroll checks for monies owed by the employee to the Government of the Northwest Territories while calculating the employees final pay. 3. The removal administrator authorizes payment after ensuring compliance with entitlements. The removal administrator verifies termination documents and employee removal entitlements by checking the following: a. nature of the termination; b. length of continuous service with the Government;
- 520 -
Human Resources Manual c. community of residence and amount on the maximum reimbursement schedule; d. goods in long-term storage.
About this section

Authority: Human Resources Establishment Policy (14.00), Main Collective Agreement with the UNW Effective Date: February 2, 2012 History: August 2007, Ultimate Removal Assistance Responsible Unit: Employee Services Last Updated: February 2012 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1215a/default.htm
- 521 -
1215b - Ultimate Removal Assistance - NWTTA
1215b - Ultimate Removal Assistance - NWTTA

Introduction
1. The Government may reimburse removal expenses for an employee whose employment terminates and the employee verifies their move from their community of employment.
Application
1. These guidelines and procedures only apply to employees in the NWT Teachers Association (NWTTA) bargaining unit.
Definitions
1. Eligible Destination is either the employee's point of recruitment, or the employee's new residence, whichever results in less cost. 2. Point of Recruitment is the employee's residence on initial appointment to the Government. 3. New Residence is where the employee plans to live after leaving the Government. 4. A Year of Service is a full academic year. 5. Length of Service is the current period of uninterrupted employment with the Government. 6. Dependant, refer to Section 1201 - Dependants of Employees. 7. Effects include the furniture, household goods and equipment and personal effects of an employee and his/her dependants at the time of his/her move but does not include automobiles, boats, motorcycles, snowmobiles, trailers, animals, or foodstuffs. 8. Point of Departure means Edmonton. 9. Removal Administrator is the Government officer designated to coordinate and administer removals. 10. Ultimate Removal Assistance provides employees with financial assistance in moving themselves, their dependants and their household effects from the employees community of residence to the point of recruitment or to the actual domicile, whichever results in the lesser expense, subject to the maximum as set out in #13.
Guidelines
1. An employees entitlement to Ultimate Removal Assistance is determined on the basis of length of service with the Government of the Northwest Territories (GNWT) as follows: a. Entitlement:
LENGTH OF SERVICE
less than 3 years
ENTITLEMENT
none
- 522 -
Human Resources Manual 3 years but less than 4 4 years but less than 5 5 years but less than 6 6 years but less than 7 7 years but less than 8 8 years and over 50% 60% 70% 80% 90% 100%
b. Maximum Reimbursement for removal costs on termination is the lesser of: i. the applicable percentage of total assistance described in #13 a); or ii. the applicable percentage of the amount for the community in which the employee is employed upon termination as set out in the schedule below: MAXIMUM REIMBURSEMENT SCHEDULE Aklavik Behchok Colville Lake Deline Fort Good Hope Fort Liard Fort McPherson Fort Providence Fort Resolution Fort Simpson Fort Smith Gamt Hay River Inuvik Jean Marie River $ 10,086 $ 6,318 $ 10,026 $ 9,552 $ 10,464 $ 5,868 $ 10,200 $ 5,820 $ 7,428 $ 7,710 $ 4,800 $ 7,896 $ 5,226 $ 9,126 $ 7,710 Kakisa Lutselk'e Nahanni Butte Norman Wells Paulatuk Sachs Harbour Trout Lake Tsiigehtchic Tuktoyaktuk Tulita Ulukhaktok Wekwet What Wrigley Yellowknife $ 5,946 $ 7,428 $ 7,710 $ 7,590 $ 13,308 $ 14,388 $ 7,710 $ 9,822 $ 10,908 $ 8,898 $ 12,138 $ 7,590 $ 7,434 $ 7,710 $ 6,000
- 523 -
1215b - Ultimate Removal Assistance - NWTTA 1. Employees whose last place of duty is the same as the point of recruitment (local hires) will not receive ultimate removal except in the following cases: a. after ten years of continuous employment, 100% of approved costs to the point of departure subject to 13 b) or anywhere in the Northwest Territories, whichever costs less; or b. after 20 years of continuous employment, 100% of approved costs to anywhere in Canada subject to 13 b). 2. Term teachers and principals who are not indeterminate employees and who are hired for a term of less than 2 years who certify their intention to leave the community of employment are entitled to receive ultimate removal assistance. The amount of ultimate removal assistance will be calculated from the term teachers community of employment to the point of recruitment and to the actual new domicile. The Employer will reimburse the teacher for the less of the two totals. Reimbursement for ultimate removal will not exceed the maximum reimbursement schedule in #13, except those whose last place of duty is the same as point of recruitment, are eligible for the lesser of 100% total assistance of 100% of the community maximum reimbursement schedule for the community in which the employee was employed if he/she completes his/her term. Term employees hired on or before November 7, 2001 will not have their removal entitlements reduced as a result of changes to Article B4 for the duration of their current term. 1. Laid off employees and dependants of deceased employees shall be eligible for the lesser of 100% of the total assistance or 100% of the community maximum reimbursement schedule for the community in which the employee was employed. In the case of dependants of deceased employees, the cost of shipping the body is in addition to the entitlement. 2. Employees who are dismissed, rejected on probation or declared to have abandoned their position are not eligible for removal assistance. Approved Costs 1. Subject to #13, the Employer will pay the following costs associated with an employees move to either the point of recruitment or the actual new residence, whichever results in less expense: a. In Government furnished accommodation: household effects i. employees without dependants residing with them, 907 kg; ii. employees with one dependant residing with them, 1,361 kg; iii. employees with two dependants residing with them, 1,588 kg; and iv. employees with three or more dependants residing with them, 1,814 kg. b. Not in Government furnished accommodation: household effects i. employees without dependants residing with them, 3,175 kg; ii. employees with one dependant residing with them, 4,082 kg; iii. employees with two dependants residing with them, 4,990 kg; and iv. employees with three or more dependants residing with them, 6,804 kg. c. For principals who are not indeterminate employees and who are hired for a term of less than two years and term teachers, movement of household effects not exceeding:
- 524 -
Human Resources Manual i. 453 kg if no dependants reside with the employee; ii. 680 kg if one dependant resides with the employee; iii. 794 kg if two dependants reside with the employee; and iv. 907 kg if three or more dependants reside with the employee. 2. Household effects are moved in the most practical and economic manner. Travel Expenses 1. Travel expenses for the employee and dependants are as follows: a. travel by commercial carrier to the eligible destination; b. accommodation and meal costs (at duty travel rates) only at points between the community of residence and the point of departure and only when stopovers are as a result of airline schedules; and c. the equivalent of economy airfare if travel is not by air (no additional travel expenses for stopovers will be paid). 2. Only one entitlement to ultimate removal is paid per family unit. 3. Rental vehicle (i.e., u-haul, etc.) expenses incurred as part of a move are eligible for reimbursement in accordance with the maximum reimbursement schedule. Employees are required to submit rental expenses receipts. 4. The GNWT shall be in no way responsible for any liability including any charges, costs or unforeseen expenses that an employee may incur as a result of using a rental vehicle. 5. Ultimate removal must be by the most economical and direct means available. 6. All claims are accountable and must be substantiated by freight bills and expense receipts where applicable. 7. The Government does not pay ultimate removal for an employee who receives duplicate assistance from another source (i.e., spouses employer). An employee cannot claim to move the same items twice (i.e., living room furniture). However, there may be instances where another source may move items the GNWT does not. For example, the Governments ultimate removal assistance does not include shipping vehicles. A spouses employers removal assistance package may and may be used for this purpose. 8. Employees must move from their community of residence and must claim the benefit within 30 days, or any longer period that is granted by the Government up to a maximum of one year, from the date of termination. 9. Employees receiving ultimate removal assistance employed in the following communities are entitled to a non-taxable benefit:
NON-TAXABLE ULTIMATE REMOVAL BENEFIT Colville Lake Deline Kakisa Lutselk'e Tuktoyaktuk Tulita
- 525 -
1215b - Ultimate Removal Assistance - NWTTA Fort Good Hope Fort Liard Fort McPherson Fort Providence Fort Resolution Gamt Nahanni Butte Norman Wells Paulatuk Sachs Harbour Trout Lake Tsiigehtchic Ulukhaktok Wekwet What Wrigley
1. Employees receiving ultimate removal assistance employed in the following communities will have ultimate removal benefits reported on a T4A: TAXABLE ULTIMATE REMOVAL BENEFIT
Aklavik Behchok (Rae-Edzo) Dettah Enterprise Fort Simpson Fort Smith
Hay River Hay River Reserve Inuvik Jean Marie River Yellowknife
Procedures
1. Upon inquiry by the employee, the removal administrator provides information on ultimate removal entitlements, limitations and procedures. This includes giving the employee an information sheet on ultimate removal assistance. Employees are to be advised any monies owed to the Government that cannot be recovered from their final pay will reduce their ultimate removal. 2. The removal administrator verifies termination documents and employee removal entitlements, checking on the following: a. nature of the termination; b. if a "Termination Agreement" exists, the employee may have negotiated special removal entitlements; c. length of continuous service with the Government (the percentage of removal paid is dependant upon the length of the employee's service); d. community of residence and amount on the maximum reimbursement schedule; e. monies owed to the Government that cannot be collected from the employees final pay; and f. goods in long-term storage.
- 526 -
Human Resources Manual 3. If the employee has effects in storage at the Government's cost, the removal administrator must advise both the employee and the storage company that the Government's responsibility is ending 30 days after the employee's termination date. The employee is responsible for moving the effects out of storage. 4. Employees are responsible for making all moving and travel arrangements and paying for their move. Employees then claim for ultimate removal assistance and submit paid receipts for their move. Bona fide freight bills or rental vehicle expenses must substantiate claims. 5. Employees who have eligible stopover expenses submit a claim form with receipts. 6. Government Sales Tax is included in determining eligible expenses. 7. The removal administrator ensures that copies of all claims, receipts, weigh bills and cheque requisitions are placed in the employee's removal file. 8. The removal administrator reviews all invoices for travel, moving, storage and other services required, and authorizes payment after ensuring compliance with limits and entitlements. 9. Claims are to be reduced by an amount equal to any monies owed to the Government that remain uncollected after the final pay. 10. eimbursements that are a taxable benefit are reported on a T4A. Employees may claim moving expenses on their tax return in the year the expenditure is incurred, if the move is related to employment or retirement.

NWTTA Terms and Conditions of Employment Article B2, Ultimate Removal Assistance Article B4.05, Ultimate Removal Assistance
Last Updated: March 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1215b/default.htm
- 527 -
1216 - Food and Transportation Assistance
1216 - Food and Transportation Assistance

Introduction
1. The Government provides a recoverable advance to assist employees with food and transportation costs when employees are appointed or transferred to specific communities.
Application
1. These guidelines and procedures apply to all employees except casual employees; employees in the excluded or management groups; employees in the Northwest Territories Teachers Association (NWTTA) bargaining unit; and employees of the Northwest Territories (NWT) Power Corporation.
Definitions
1. Food and Transportation Assistance is a financial assistance for the purchase and transportation of food supplies to cover the first 12 months in specific communities.
Guidelines
1. Employees are eligible for the food and transportation assistance on initial hire or transfer to one of the following communities: a. Paulatuk; b. Sachs Harbour; and c. Ulukhaktok. 2. Food and transportation assistance is a recoverable advance up to a maximum of $5,000.00 per household. 3. The food and transportation assistance is recovered through biweekly payroll deductions. The number of deductions is not to exceed the term of employment or 12 months, whichever is the shorter period of time. 4. Employees that qualify for this assistance are informed during the initial employment offer, relocation and subsequent moves to the communities.
Procedures
1. the food and transportation assistance by submitting a completed food and transportation assistance form1 with their offer of employment to the Department of Human Resources. 2. The Department of Human Resources enters the information into the Human Resource Information System (PeopleSoft) and issues the recoverable advance with the employees first pay. 3. The Department of Human Resources commences biweekly payroll deductions the month following payment to the employee.
1. http://www.hr.gov.nt.ca/policy/hrm/1200%20-%20Allowances%20and%20Benefits/1216/documents/FoodandTransportationAssistanceForm.pdf
- 528 -
Human Resources Manual 4. The employee purchases and arranges transportation by sea or air of foodstuffs as necessary to provide sufficient supplies until the next available sealift. 5. All shipments are the responsibility of the employee. The employee and the shipper/ supplier deal with loss and damage claims.

Main Collective Agreement with UNW Article 44, Food and Transportation Assistance Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1216/default.htm
- 529 -
1217 - Northern Allowance
1217 - Northern Allowance

Introduction
1. The Government pays a northern allowance to offset community differences in cost of living and travel.
Application
Guidelines
1. A northern allowance is paid to every employee, based upon the community in which they are employed. Employees do not have to apply for this allowance. 2. The northern allowance is paid biweekly. 3. The allowance is not paid for periods of overtime or periods of leave without pay. 4. Northern allowances rates are established on a yearly basis following a methodology agreed to by the Unions and Employer. The methodology is updated with information available on specific dates of each year and may result in changes in the rates from one year to the next as follows: a. the Union of Northern Workers (UNW) methodology is updated with information available on February 1 for northern allowances effective April 1; and b. the Northwest Territories Teachers Association (NWTTA) methodology is updated with information available on June 1 for northern allowances effective September 1. 5. Information that updates the methodology for the northern allowance include: a. negotiated increases to the base amount during collective bargaining; b. return airfare rate to Edmonton from the applicable community; c. GNWT kilometre rates for duty travel d. road mileage/accessibility; e. survey of household spending (basket of goods). The basket of goods includes food purchased from stores, household operation, household furnishing/equipment, the operation of automobiles/trucks, clothing/footwear, personal care and recreation; and f. living cost differentials.
UNW, Excluded and Senior Management Employees

1. UNW, excluded and senior management northern allowance rates1 are effective from April 1 to March 31.
1. http://www.hr.gov.nt.ca/payandbenefits/
- 530 -
Human Resources Manual 2. The allowance for casual, relief, part-time and seasonal employees will be pro-rated to an hourly rate by dividing the annual rate by the standard yearly hours (1950 or 2080).
NWTTA
1. NWTTA northern allowance rates2 are effective from September 1 to August 31. 2. Northern allowance is calculated on the basis of a teacher working 195 days over a ten-month period. 3. Northern allowance for part-time teachers, substitute teachers and teachers who do not work a complete academic year will be pro-rated on the number of sessional days the employees work out of a full year of 195 days.
Procedures
1. When an employee is hired, the Department of Human Resources enters the applicable northern allowance into the Human Resources Information System.

Main Collective Agreement with UNW Article 41, Northern Allowance NWTTA Collective Agreement Article B1
Senior Managers Handbook Northern Allowance
Excluded Employees Handbook Northern Allowance Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1217/default.htm
2. http://www.hr.gov.nt.ca/policy/nwtta/
- 531 -
1218 - Staff Housing
1218 - Staff Housing

Introduction
1. The Government of the Northwest Territories (GNWT) does not provide staff housing for its employees. There may be unique situations where existing Government facilities (i.e., health centres) have accommodation units that may be utilized by eligible employees (i.e., nurses).
Application
1. These guidelines and procedures apply to all employees of the GNWT.
Guidelines
1. The terms and conditions of employment for employees do not include the provision of staff housing. 2. Departments, Boards, Authorities and Agencies will not provide staff housing to GNWT employees. 3. In some instances, Boards, Authorities and Agencies have facilities with integrated accommodation or have accommodation units that predate the Cabinet/Financial Management Board decision to eliminate staff housing (for example, community heath centres with attached apartments). In these cases, the Board, Authority and Agency may provide these integrated or other accommodation units to GNWT employees for their use, but shall ensure the rent charged is the equivalent of full market rent.
Procedures
1. Where an employee is provided accommodation in one of these unique situations, the employee will enter into a lease and rent will be assessed and charged on a fullcost recovery basis. 2. The rental arrangements are made between the Authority and the employee with no involvement of the Department of Human Resources. Rent is not deducted from an employees pay.

Public Service Act Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1218/default.htm
- 532 -
1219 - Employee and Family Assistance Program
1219 - Employee and Family Assistance Program

Introduction
1. The Government of the Northwest Territories (GNWT) supports its employees by providing for short term confidential counselling services to employees and their dependents that need assistance with personal or work issues.
Application
1. These guidelines and procedures apply to all public service employees and their dependents, except those casual employees employed for less than four months of continuous employment.
Definitions
1. Client is the employee or any of his or her dependents that has a formal, documented relationship with an Employee and Family Assistance Program (EFAP) professional for the purposes of receiving case assessment and/or counselling services. 2. Contractor, Service Provider or Administrator are terms used to refer to the Governments Employee and Family Assistance Program service provider. 3. Counselling Session is one hour of case assessment and/or counselling time between the client and EFAP counsellor. 4. Dependent means: a. The spouse of an employee who is residing with the employee. b. Any child (including stepchild or foster child) of the employee who: i. is attending school or is a student at some other institution, and is under 21 years; or ii. is under 21 years and dependent upon the employee for support; or iii. is 21 years or older and dependent upon the employee because of mental or physical infirmity. c. Any other person who is permanently residing with the employee and: i. is under 21 years of age and is dependent upon him/her for support; or ii. is 21 years of age or more and dependent upon him/her by reason of mental or physical infirmity. 5. EFAP means Employee and Family Assistance Program. 6. Employee is any indeterminate or term employee or a casual employee employed for a period of four months or more. 7. Toll Free 1800 # refers the 24 hour toll free number that eligible employees and family members can call from anywhere in order to access the EFAP.
- 534 -
Guidelines
1. The GNWT recognizes the value and importance of the continued good health and wellbeing of employees. To promote optimum health, to improve the quality of work life and to increase productivity in the public service, the Government provides an Employee and Family Assistance Program. 2. An EFAP Advisory Committee oversees the program and is responsible for: a. Advising on policy and procedures; b. Evaluating objectives and service; c. Contractor selection; and d. Financial accountability and reporting. 3. A service provider is obtained on a threeyear basis through Government contracting procedures. 4. The EFAP is a voluntary service. This means that the client voluntarily seeks assistance for his/her personal or workrelated counselling needs. The Employer will not attempt to force employees to attend counselling. 5. The EFAP is a strictly confidential service. Client information remains with the EFAP service provider. The service provider does not give an employees supervisor, or anyone associated with the employees place of work, specific information regarding an employees participation in the program. 6. Each eligible client is entitled to a maximum of six counselling sessions for each issue at no cost each fiscal year. 7. Counselling is available for a variety of personal and work related issues such as: Personal wellbeing Depression, grief and loss Managing anger Managing relationships and family Credit/debt management Nutrition Addictions (smoking, gambling, etc.) Communication skills Financial problems Physical, emotional and sexual abuse (child/adult) Workplace challenges Legal issues Details on all counselling services and information on how to access the service provider are available on the Department of Human Resources website at http://www.hr.gov.nt.ca/workplace/efap/1.
1. http://www.hr.gov.nt.ca/workplace/efap/
- 535 -
1219 - Employee and Family Assistance Program 8. Clients who are unable to attend their scheduled appointments are asked to contact the service provider 24 hours in advance where possible. If 24 hours notice is not possible, a courtesy call is still requested. 9. In situations where clients fail to notify the service provider at least 24 hours in advance that he or she cannot attend their scheduled appointment, the missed session will count as one of the six eligible sessions.
Procedures
1. To access the EFAP program for an appointment, the client calls the service providers 24-hour toll free number from anywhere at any time. 2. When a call to the toll free number is made, a qualified intake counsellor greets the caller and asks a few assessment questions in order to determine the nature and urgency of the situation. The intake counsellor refers the case to one of the trained designated EFAP counsellors. 3. Within 48 hours of the initial call to the 1-800 number, an EFAP counsellor will contact the client to set up the appointment that will take place within the next three to five working days. 4. In situations deemed to be an emergency, a trained EFAP counsellor will make contact as quickly as possible. 5. In a crisis situation or a situation requiring immediate attention, the client will be referred to an appropriate professional such as law enforcement, ambulance, health centre, hospital staff, or mental health professional. 6. Further information on the Employee Family Assistance Program may be obtained by contacting: Corporate Human Resources Department of Human Resources Yellowknife Centre 5th floor P.O. Box 1320 YELLOWKNIFE NT X1A 2L9 Phone: (867) 920-3398

Contract between the Government of the Northwest Territories and Employee and Family Assistance Program service provider. Last Updated: April 2007 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1200 - Allowances and Benefits/1219/default.htm
- 536 -
1300 - Pensions
1301 - Superannuation
Introduction
1. The Government values the service of its employees. It wishes to protect long-service employees and their families from total loss of income after employment ends. 2. The Government participates in the Federal Public Service Superannuation Plan. This plan is governed by the Public Service Superannuation Act (PSSA). 3. Pension benefits are indexed to compensate for cost of living increases.
Application
1. These guidelines and procedures apply to all employees except: employees who are on leave of absence from another employer and who contribute to the pension plan of that employer; seasonal employees who have not completed six months of continuous employment; employees appointed for a term of six months or less, and who do not have six months continuous employment; employees who are 71 years of age or older; employees who work fewer than 12 hours per week; and employees of the NWT Power Corporation. 2. For purposes of pensionable employment, a break in service of one day or less is considered to be continuous.
Definitions
1. Average Annual Salary is the average of the highest five consecutive years of salary. 2. Interest is as determined by Treasury Board of Canada, and can be found in the Superannuation Administration Manual (SAM) Chapter 4.2.3. 3. Locked In means that funds remain in the plan until normal retirement age. 4. Pensionable Service is the service on which benefits are based when employment ends. 5. Return of Contributions is the return of money paid by an employee to the superannuation plan plus accumulated simple interest. 6. Salary is the pay received for performing the regular duties of a position. Allowances, payment for overtime or other compensation are not part of pay unless listed in the Regulations. 7. Retirement is termination of employment with entitlement to an immediate annuity under the PSSA.
- 540 -
Guidelines
1. If any part of this policy conflicts with legislation, the legislation prevails. 2. Pension takes one of the following three forms: an "immediate annuity" (an unreduced pension that starts when employment ends); a "deferred annuity" (an unreduced pension that starts at age 60); an "annual allowance" (a reduced pension that begins on or after age 50). 3. An employee who works at least 12 hours per week is required to contribute to the superannuation plan. 4. An employee contributes 7.5% of salary to the superannuation plan. The Government contributes 2.14 times the employee's contribution. 5. The PSSA is integrated with the Canada and Quebec Pension Plans (CPP and QPP). An employee's contributions are reduced to 4.0% on salary up to the yearly maximum pensionable earnings (YMPE) for CPP. This percentage may change after 2002. 6. The PSSA pension benefit is reduced by the employee's pension entitlement under CPP when the employee reaches the age of 65 or when the employee becomes eligible for a disability benefit under CPP. The amount of the reduction is based upon the CPP benefit earned by the employee while a contributor under the PSSA. 7. Annual pension is 2% of the average annual salary, multiplied by the years of pensionable service to a maximum of 35 years. The maximum pension is 70% of the average annual salary. 8. An employee with less than two years of pensionable service Superannuation must take a return of contributions when employment ceases. 9. An employee who leaves the Government to work for another employer may transfer pension credits if there is a pension transfer agreement with that employer. If the new employer participates in PSSA, the pensionable service remains to the employees credit with PSSA. 10. An employee who terminates employment under age 50 with two or more years service, has the option of taking a transfer value instead of leaving the pension for a deferred annuity or annual allowance. The employee would receive the actuarial value of their pension, which must be transferred to a locked-in RRSP, another registered pension plan, or used to purchase a life annuity.
Survivor Benefits
1. A surviving spouse and dependent children are eligible for benefits. 2. Benefits received under CPP do not affect survivor benefits. 3. If there are more than four dependent children, the maximum benefit is divided among them, as determined by Treasury Board of Canada. 4. If there is no surviving spouse or dependent children, the employee's estate is paid the greater of the total paid into the plan by the employee plus interest, or five years pension payments. Any pension that has already been paid is deducted from the amount the estate receives.
Marital Breakdown
1. In case of marital breakdown, the Pension Benefits Division Act provides for the splitting of pension assets between spouses. Employees should consult with the Department of Human Resources, if they require further details.
- 541 -
Procedures
1. At the start of eligible employment, the Department of Human Resources help an employee complete the superannuation documents. A copy of the employee's marriage certificate and birth certificates for the employee and immediate family members are sent to the Superannuation Directorate. 2. An employee ceases to contribute to superannuation after 35 years of pensionable service. This service may be a combination of Government service, prior elective service and service transferred by a transfer agreement. 3. An employee who wishes to retire must contact the Department of Human Resources three months prior to retiring. The Department of Human Resources help the employee complete the required forms and send these forms to the Superannuation Directorate. 4. An employee who intends to work after age 65 must complete a Pension Information Release form. This allows pension deductions to continue if the employees contribution period is less than 35 years. 5. The Pension Information Release form authorizes the Superannuation Directorate to contact CPP for information. On the form, employees also declare CPP pension benefits received. 6. If an employee dies, the Superannuation Directorate must receive the death certificate before surviving dependants can receive benefits. 7. Where the interpretation of the PSSA and Regulations is unclear, the Department of Human Resources consult with the PW&GSC Advisory Group in Edmonton, or Superannuation Directorate. The Superannuation Directorate provides advice or rulings and, where necessary, seeks legal advice.

Public Service Superannuation Act Public Service Superannuation Regulations Superannuation Administration Manual Published by the Department of Supply and Services, Government of Canada. Your Superannuation Plan Employee information booklet prepared by Treasury Board of Canada, 1991. Main Collective Agreement with the UNW Article 39.01, Superannuation Managers' Handbook Pension Plan Excluded Employees' Handbook Pension Plan Pension Benefits Division Act Last Updated: February 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1300 - Pensions/1301/default.htm
- 542 -
1302 - Pensionable Service

Introduction
1. Pensionable service is the period of employment on which pension benefits are earned.
Application
Definitions
1. Public Service means employees of the Government, the federal public service, and other public servants as defined by Part II Schedule A of the Public Service Superannuation Act (PSSA). 2. Substantially Continuous Service means a person becomes a Government employee within three months of leaving the federal public service, the Canadian Armed Forces, or the RCMP.
Guidelines Prior Elective Service

1. An employee may "elect" to count as pensionable certain periods of service for which contributions were not previously required. 2. An "election" is a form of contract between employee and Superannuation Directorate. The employee agrees to make the payments required for the elected service. When the election is approved, the service is immediately pensionable. If the employee dies before the prior service is fully paid for, this debt is forgiven. 3. An employee may choose to pay for any previous full-time employment in the public service. This includes service for which Superannuation payments were made and later withdrawn. 4. Employees may also elect the following types of prior service: part-time service in excess of 12 hours per week which occurred after January 1, 1980; eligible service with an employer that has a PSSA-approved plan; war service or civilian war service; prior service under the Canadian Forces Superannuation Act or the Royal Canadian Mounted Police Superannuation Act. 5. An employee may transfer pension service from another employer and pension plan, if there is a Pension Transfer Agreement (PTA) in place. Employees normally have one year after changing employment, or after the PTA becomes effective, to make this option. However, each PTA is separate and can have different requirements. 6. Employees may elect a portion, or the entire period, of service. The service elected must be the most recent period.
- 544 -
Human Resources Manual 7. Employees must undergo a medical examination in all cases except when the election is made within the normal one year for making an election and one of: the prior public service is immediately prior to the employee becoming a contributor - there can be no break, even one day, or for prior service where the employee has at least five years of continuous employment - with no breaks in excess of three months, or when an employee makes a valid election for service after age 65, and is no longer contributing to PSSA because or being in receipt of CPP or QPP benefits.
Leave Without Pay

1. Periods of leave without pay are pensionable, unless the employee makes an option not to count a period of LWOP after the first three months. 2. The contribution rate for periods of leave without pay depends on the length of the leave, and the reason for absence. 3. If leave without pay is for less than three months, there is no change in contribution rate. 4. The employee pays double the employee's normal share after the first three months. Exceptions apply when the Minister of Human Resources certifies that the employee is on leave for one of the following reasons: undergoing training that benefits the Government; on maternity, parental or adoption leave, for 52 weeks or less; for reason of illness or injury; serving in the Canadian Armed Forces; serving on a federal commission, board, or agency; or serving with an international organization when such service benefits the Government. 5. Deductions can continue when there is enough allowance, or other payments, to cover contributions. 6. After a period of leave without pay, a lump sum payment may be made within 30 days. Alternatively, payments may be deducted in equal amounts over a period twice the length of the period of absence. 7. Payments must be made in advance when an employee is on leave for one of the following reasons: on loan to the government of another country; serving as a full-time paid official of a public service employee organization or credit union; or on loan to an international organization. 8. Payments are not made if an employee is absent without pay and without leave. This occurs, for example, if an employee is suspended. Such absences are not pensionable. 9. Payment are not required if the period of LWOP occurs after the employee has completed 35 years of pensionable service. 10. Certain limitations exist regarding how much LWOP can be counted as part of an employee's pensionable service, where the LWOP is taken on or after 01 January 1996.
- 545 -
Procedures
1. Employees contact their Benefits Officer for advice and application forms.

Public Service Superannuation Act and Regulations Superannuation Administration Manual Published by the Department of Supply and Services, Canada Last Updated: February 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1300 - Pensions/1302/default.htm
- 546 -
1303 - Involuntary Resignation
1303 - Involuntary Resignation

Introduction
1. The Public Service Superannuation Act (PSSA) contains provisions that affect pension benefits when employment ends for reasons such as disability or lay-off.
Application
Definitions
1. Disability under the PSSA is "incapable of pursuing regularly any substantially gainful employment". 2. There are no longer any special procedures or options available to an employee who has been dismissed.
Guidelines
1. An employee with less than two years pensionable service is only entitled to a return of contributions, plus interest.
Procedures Disability
1. An employee with at least two years of pensionable service who is less than 60 years old is entitled to an immediate annuity when a disability termination is approved by Superannuation Directorate. 2. Health Canada must certify that the employee is totally and permanently disabled. 3. Employees must pay for a medical exam by their doctor. 4. Health Canada must confirm the medical evidence of disability and may require a second medical exam. A second exam is at no expense to the employee. 5. A medical exam may be required of an employee on a disability pension if recovery is indicated. 6. Where Health Canada confirms that the employee is not disabled within the meaning of the PSSA, the employee must either continue working, or make an option based on their years service and age. 7. Where an exam indicates recovery, or where an employee fails to comply with an examination request and is deemed to have recovered, payment of the pension is suspended until age 60. With 30 years service, payment is suspended until age 55, or until the employee again becomes disabled.
Lay-Off
1. Employees may choose any of the benefits to which their age and years of service entitle them.
- 548 -
Human Resources Manual 2. In cases of layoff after age 55, where the employee has at least 10 years of pensionable service, the reduction normally applied to an annual allowance may be waived.

Public Service Superannuation Act and Regulations Superannuation Administration Manual Published by the Department of Supply and Services, Canada. Last Updated: February 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1300 - Pensions/1303/default.htm
- 549 -
1304 - Canada Pension Plan
1304 - Canada Pension Plan

Introduction
1. Government employees are covered by the Canada Pension Plan (CPP). It provides protection against loss of income due to retirement, death, or disability.
Application
1. These guidelines and procedures apply to all employees except those employed by the NWT Power Corporation or those employed in the Province of Quebec. In the Province of Quebec employees are covered by the Quebec Pension Plan (QPP).
Definitions
1. CPP premium is the money an employee must pay into CPP each month.
Guidelines
1. CPP provides for the following: retirement pensions; disability pensions; benefits for dependent children of disabled persons; lump sum death benefits; pensions to surviving spouses; and orphans' benefits. 2. A pension index ties the plan's benefits to the consumer price index. Pensions are adjusted each January. 3. Employees pay CPP premiums if they do not work in the Province of Quebec and are older than 18. Employees more than 70 years old may not pay premiums. 4. The Government matches each employee's premiums.

Booklets and pamphlets are available from: Information Directorate Health and Welfare Canada Brooke Claxton Building Ottawa, Ontario K1A 0K9
- 550 -
Human Resources Manual The following booklets and pamphlets are published: Death Benefit Disability Pensions and Benefits How to apply for Canada Pension Plan Benefits Retirement Pension Survivors' Benefits Your Canada Pension Plan Youths 18-25 Years of Age and the Canada Pension Plan. Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1300 - Pensions/1304/default.htm
- 551 -
1400 - Planning and Development
1401 - Setting Planning Objectives

Introduction
1. Human resource planning objectives are strategic in nature, and are based on the Human Resource Planning Policy and Directive approved by Cabinet. 2. Human resource planning is most effective when it is linked with strategic, operational and work planning.
Application
Definitions
1. Action Plan means a document that explains the strategies departments have decided to do to meet their forecasted human resource needs. 2. Affirmative Action means temporary employment equity measures to help specific under-represented groups acquire and maintain employment in the public service. 3. Barrier means any attitude, belief, system, policy, practice or procedure which denies or limits access to employment or career development opportunities. 4. Career Planning means the process by which employees set their own career goals and identify training and development strategies to achieve those goals. Supervisors encourage and assist employees to develop career plans. 5. Definitive Objectives describe planned activities that a department expects to do within the budget year. 6. Employment Equity means equality of access to employment opportunities and freedom from discrimination in the workplace. The usual indicator of employment equity is a workforce that is representative of the population it serves. 7. Employment Equity Activities means specific actions that help departments achieve employment equity by removing employment barriers and compensating for systemic disadvantages. Examples include staff training and development for under-represented groups, revised job descriptions that reflect realistic educational requirements, and the creation of entry level and bridging positions. 8. Employment Equity Planning means human resource planning that focuses on increasing opportunities and removing barriers within the workplace to achieve a representative work force. 9. External Workforce means all employment sectors outside of the Government. 10. Forecasting is the process of making predictions, based on systematic and thorough analysis of all information. 11. Forecasting Methods are specific techniques designed to yield accurate predictions. 12. Goal means a broad, general statement describing what a department will do over the planning period to meet its human resource needs.
- 554 -
Human Resources Manual 13. Human Resource Planning means the analysis of human resource needs and the development of strategies to reach them. The purpose of human resource planning is to help managers set and achieve strategic and operational goals. 14. Human Resource Requirements means the number and type of people the department will need over the planning period to achieve its objectives. 15. Indicators measure results of activities, often in quantitative terms, to assess the value of performance. 16. Internal Workforce means the territorial public service. 17. Merit means deserving of appointment or promotion because of qualifications, competence and personal suitability. 18. Operational Planning means the process of defining departmental priorities and developing specific plans to realize them. In the Government, these plans are set out in the department's business plan. The department's business plan focuses on the current year for which the Main Estimates are developed, the next three years for operation and maintenance planning, and the next five years for capital planning. Departmental budgets (Main Estimates) are developed from the department's business plan. 19. Secondment means the temporary assignment of an employee to another position within another department, board, agency or outside organization for professional development or to make use of an employee's expertise not available in a management unit. 20. Staff Development means activities that prepare employees for promotion, by focusing on skills beyond those needed for the job they have now. 21. Staff Training means activities that provide employees with specific information or skills to improve their performance in the job they have now. 22. Strategy means a sequence of specific planned actions deliberately selected by departments to achieve a pre-set goal. 23. Strategic Planning means the process of defining long-term objectives and developing strategies to achieve those objectives. 24. Structural Objectives are the departments activities that do not change from one budget year to the next. 25. Succession Planning means the process by which employees are prepared to fill key positions. 26. Tool is a generic term used to describe a wide variety of human resource management techniques which can be included in strategies. 27. Transfer Assignment means the temporary assignment of an employee to another position within the same department for professional development or to make use of an employee's expertise not available in a management unit. 28. Vulnerable Positions are positions scheduled for evaluation or removal, or which departments may expect to evaluate or remove during the planning period. 29. Workforce Adjustment means the process of changing the number of people employed. Decreasing the size of the workforce or down-sizing is achieved through reassignment, early retirement, lay-offs and/or planned attrition.
Guidelines
1. Human resource action plans indicate how departments manage human resources to achieve operational objectives. 2. Departments may request professional assistance from the Department of Human Resources. - 555 -
Procedures
1. The department's human resource planner and the Director of Finance jointly produce an operational overview, which includes the following: a. mandate (mission statement); b. current organization chart (including regions); c. the department's resource management planning objectives, based on the following: the department's legal mandate; structural and definitive operational objectives for the planning period; planned organization changes; economic, political, social, other factors impacting on the department; expected legislative changes; demographic data on the internal and external workforces; employment equity status; management philosophies and policies, objectives and goals; patterns of employee turnover and mobility. d. An environmental scan (an analysis of social, political, economic, and internal factors that may affect the achievement of human resource planning and/or the departmental business plan). 2. Deputy Heads meet with their managers to do the following: a. explain the combined human resource/operational planning process and how plan development will be coordinated within the department; b. explain the role of the department's human resource planner; c. present the department's operational overview; d. agree on the department's business plan objectives; e. agree on the department's human resource planning objectives; f. assign responsibility for coordination of division/region plans and define the time frame for completion.

Human Resource Planning Policy Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1401/default.htm
- 556 -
1402 - Region/Division Forecasts
1402 - Region/Division Forecasts

Introduction
1. Human resource plans are based on forecasts of future human resources needed to meet future operational activities. 2. Forecasting of human resource needs is most effectively completed at the division/region (management unit) level of departments.
Guidelines
1. Human resource forecasts are based on the working requirements of departments as defined in the departmental business plan. 2. Division/region heads are responsible for preparing forecasts of human resource requirements for their division/region. The department's human resource planner will provide technical help, as required. 3. The preliminary forecast shows the positions each need in the future and assesses the extent to which current employees can fill those positions.
Procedures
1. The division/region head prepares a preliminary forecast of human resource requirements for the management unit based on the following: a. Estimated human resource requirements to support the department's business plan objectives - what human resources you will need: planned working requirements; planned organizational changes, including workforce adjustments; planned changes in activities; authorized positions; employment equity goals; planning guidelines. b. Estimated future human resource supply - what human resources you have: authorized positions; expected attrition; mobility; training & development; return of employees on leave; external work force supply; - 558 -
Human Resources Manual succession plans. c. Estimated net human resource requirements: the difference between the human resources you will need (a) and the human resources you will have (b). Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1402/default.htm
- 559 -
1403 - Human Resource Action Plans
1403 - Human Resource Action Plans

Introduction
1. Division/region heads are responsible for developing action plans to meet the human resource needs estimated in their forecasts. 2. Employment equity activities are included in division/region human resource action plans.
Guidelines
1. Division/region heads may consult with the department's human resource planner and/or the Financial Management Board Secretariat (FMBS) to assist in the selection of human resource planning activities (tools) to match identified human resource needs. 2. Employment equity activities are included in division/region and department human resource action plans. 3. All human resource planning activities, including those dealing with employment equity issues must relate to operational requirements. 4. Merit, linked with the principle of affirmative action, is the basis of human resource planning actions related to recruitment, development and advancement. 5. Activities designed to achieve workforce adjustment objectives must adhere to the provisions of the Workforce Adjustment Program.
Procedures
1. Division/region heads prepare action plans to address human resource needs identified in the forecast. a. Set a goal for each identified need by describing the required result - what must be achieved. b. Define the objectives required to achieve the goal - what will be done to achieve the goal. c. Select the activity to achieve each objective - how will each objective will be achieved. d. Indicate the time-frame for implementing and completing each activity. e. Select a success indicator for each activity to permit monitoring and results reporting. f. Code or otherwise identify all goals, objectives and activities relating to employment equity. The coded elements can be summarized for separate reporting of the department's employment equity plan, as required. Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1403/default.htm
- 560 -
1404 - Consolidating the Department Plan
1404 - Consolidating the Department Plan

Introduction
1. Division/region action plans are combined into one department human resource action plan to provide management with a complete picture of all human resource development and management activities.
Procedures
1. The human resource planner consolidates the division/region action plans into the department human resource action plan. 2. The human resource planner compiles departmental summaries of specific human resource development activities, as required. 3. The Deputy Head, in consultation with the department's management committee, reviews, modifies (if needed), and approves the department's human resource action plan. 4. In departments without a human resource planner, the Deputy Head assigns responsibility for monitoring the implementation of the plan and reporting on results. 5. The human resource action plan is implemented. Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1404/default.htm
- 562 -
1405a - Exit Surveys
1405a - Exit Surveys

Introduction
1. Exit surveys help the government determine why an employee is leaving their current position. Surveys provide employees with an opportunity to give feedback on their experience working for the government. 2. Regular summaries and analysis of surveys from across all Departments, Boards and Agencies helps identify system-wide trends and patterns which may not be apparent in each individual Department, Board or Agency.
Application
1. These guidelines and procedures apply to all employees except those employed by the Workers' Compensation Board and the NWT Power Corporation.
Definitions
1. Completion Guide contains answers to frequently asked questions and concerns about the exit survey process. 2. Exit Surveys take place between a terminating employee and a surveyor, either in person or by phone. The exit questionnaire guides the survey. 3. Exit Survey Database contains exit questionnaire information and is used to generate summaries of information for analysis and planning purposes. 4. Exit Questionnaire is a form used to gather information from terminating employees.
Guidelines
1. Employee participation is voluntary. 2. Employees encouraged to participate in exit surveys include: transfers out of a Department, Board or Agency; transfers within a Department, Board or Agency, resignations; retirements; expiry of term appointments. 3. Confidentiality is stressed and strictly observed. 4. The Department of Human Resources is responsible for providing the Exit Survey to employees. 5. The Exit Survey can be completed by the employee or through a survey with a representative from the Department of Human Resources.
- 564 -
Human Resources Manual 6. Personal exit surveys are held in a private location, acceptable to both the employee and the surveyor. 7. The surveyor is a neutral note taker and will not provide responses to employee feedback. 8. The GNWT uses a standard exit survey1 format to all for analysis of GNWT system-wide information. 9. The Department of Human Resources is responsible for coordinating the collection of exit survey data and ensuring that the security of information is maintained. 10. Exit Survey information that is provided in confidence to the Government of the Northwest Territories (GNWT) is considered personal information under the Access to Information and Protection of Privacy Act (ATIPP). The GNWT will not release copies of exit surveys. If a copy of an individual's exit survey is requested under the Access to Information and Privacy Act, a summary of the exit survey information may be provided, but only if the summary can be prepared without disclosing the identity of the person who supplied the personal information.
Procedures
1. Department of Human Resources staff asks all terminating employees, except dismissed and laid off (affected) employees, to complete an exit survey. This request is made at least one week prior to the terminating employee's last day of work. 2. A Department of Human Resources representative enters all manual exit survey information into the Exit Survey Database. Access to this database and security of the exit survey database is strictly maintained. 3. Copies of exit surveys are treated confidentially and are kept in a secure location for approximately one year. 4. Departmental exit surveys are analyzed and a statistical report is produced and provided to the Deputy Head at least once a year, except when there are fewer than 10 completed surveys and confidentiality may be jeopardized. 5. Once the exit surveys are analyzed and statistical summaries completed, the original paper documentation is destroyed. Exit Survey Database information is archived yearly and backed up quarterly. 6. In instances where survey findings show immediate serious problems, the surveyor will exercise judgment and discretion to report such findings to the Deputy Head. Confidentiality remains a paramount consideration. In these instances, the hard copy of the exit survey is not destroyed until matters are resolved. 7. Where the problems are related to conflict in the workplace, the surveyor should ensure that the terminating employee is aware of definitions and options for resolving conflict as outlined in the Workplace Conflict Resolution Policy.

Access to Information and Protection of Privacy Act
Last Updated: February 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1405a/default.htm
1. https://www.surveymonkey.com/s/GNWTExitSurvey
- 565 -
1405b - Entry Survey
1405b - Entry Survey

Introduction
1. An entry survey helps the Employer identify trends or patterns with recruitment and orientation of employees. The entry survey also provides employees with an opportunity to give feedback on their recruitment and orientation experience. Regular summaries and analysis of the information may provide opportunities to improve the recruitment process and work experience for current and future employees.
Application
1. These guidelines and procedures apply to all employees except those employed by the Workers' Compensation Board and the NWT Power Corporation.
Definitions
1. Corporate Human Resources is the Corporate Human Resources Division of the Department of Human Resources. 2. Client Services is the Client Services Division of the Department of Human Resources. 3. Completion Guide contains answers to frequently asked questions and concerns about the entry survey process. 4. Entry Survey Database contains entry survey information and is used to generate summaries of information for analysis and planning purposes. 5. Entry Survey is a form used to gather information from new/transferred employees.
Guidelines
1. Employee participation is voluntary. 2. The entry survey is provided to term and indeterminate employees who are new hires. 3. Confidentiality is stressed and strictly observed to encourage the employee to be open and give honest information. 4. A designated person in Corporate Human Resources is responsible for coordinating the collection of entry survey data. This person is responsible for ensuring that the security of information is maintained. 5. Entry survey information is considered personal information under the Access to Information and Protection of Privacy (ATIPP) Act that is provided in confidence to the Government of the Northwest Territories (GNWT). The GNWT will not release copies of entry surveys. If a copy of an individual's entry survey is requested under the ATIPP Act, a summary of the entry survey information may be provided, but only if the summary can be prepared without disclosing the identity of the person who supplied the personal information. Departmental ATTIP Coordinators can provide assistance in these matters.
- 566 -
Procedures
1. During the documentation process, Client Services notifies all new employees they will be given an opportunity to participate in an entry survey. 2. Within the first two months of employment in the new/transferred position, the employee will receive an email from a designated staff member in Corporate Human Resources inviting them to compete the entry survey. The email will include the entry survey1 and a completion guide2. 3. The employee completes the survey and returns it to Corporate Human Resources for entry into a database. The returned copies of the entry survey are treated as confidential and retained for approximately one year. 4. At the end of each calendar year, the entry survey information will be compiled into a report that will be provided to the Legislative Assembly as part of the Public Service Annual Report. Statistical information will be provided to Deputy Heads at least once a year. Once the entry surveys are analyzed and statistical summaries completed, the original paper documents are destroyed. 5. In instances where survey findings show immediate serious problems, Human Resources will exercise judgment and discretion to report such findings to the Deputy Head. Confidentiality remains a paramount consideration. In these instances the hard copy of the entry survey will not be destroyed until matters are resolved.

Access to Information and Protection of Privacy Act Last Updated: October 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1405b/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1405b/documents/EntrySurvey.pdf 2. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1405b/documents/EntrySurveyCompletionGuide.pdf
- 567 -
1407 - Secondments
1407 - Secondments
Introduction
1. The GNWT secondment program promotes and facilitates the exchange of employees through temporary assignments between the GNWT and other organizations. 2. The objective of a secondment is one or more of the following: a. To provide a mechanism for organizations to work together to meet short-term human resource needs when those needs cannot be effectively met through the regular recruitment process; b. To support the development of an employees knowledge, skills, abilities and experience; c. To improve the knowledge base between the GNWT and other organizations, for the purpose of creating and supporting informed policy development, improved services and to strengthen the GNWTs relationships and partnerships with other organizations; d. To contribute to the objectives of the GNWTs social and economic policy; and e. To increase the GNWTs access to and acquisition of specialized knowledge, diverse skills, expertise, technology and best practices.
Application
1. These guidelines and procedures apply to all departments except the NWT Power Corporation.
Definitions
1. Client Services means the Client Services Division of the Department of Human Resources. 2. Department means Department, Board or Agency. 3. Employing Organization is the employer of the secondee before the secondment. 4. FMB is the Financial Management Board of the GNWT. 5. Interchange Canada is the name of the formal secondment agreement used by the Government of Canada when seconding employees to and from the federal government. 6. Outside Organization is an organization that is not part of the Public Service of the Northwest Territories. It may be a private sector organization or another level of government such as municipal, provincial and federal. 7. Receiving Organization is the organization for which the secondee will be working during the secondment. 8. Secondment is the temporary assignment of a GNWT employee to a position in an outside organization, or an individual with a position in an outside organization to a position with the GNWT. 9. Secondee is an employee who is on temporary assignment under the terms and conditions of a formal secondment agreement.
- 568 -
Guidelines
1. Employees of the GNWT may be seconded to a position in an outside organization, or an individual with a position in an outside organization may be seconded to a position with the GNWT. 2. The Interchange Canada Program will be utilized to second employees to and from the Government of Canada. 3. The maximum term of a secondment, including extensions, shall not exceed three years. 4. If possible, a secondment to the GNWT should be filled in accordance with the Government's Affirmative Action Policy. 5. To be considered for a secondment, a GNWT employee must meet the following criteria: a. Have indeterminate employment status; b. Have completed the probationary period; and c. Have formally requested and been granted approval from the Deputy Head of the employing department. 6. Secondments, including extensions and/or amendments, require approval from the employing departments Deputy Head. 7. FMB approval is required for secondments where the Government of the Northwest Territories incurs costs exceeding $10,000. 8. Where FMB approval is required, the approval must be given 30 days prior to the start of the secondment. Where FMB approval is required for the initial secondment, it is also required for extensions and/or amendments at least 30 days in advance. 9. An extension of the term of a secondment requires mutual consent of all parties to the agreement. 10. A secondment may be terminated before its term has expired. This can be done at the request of any one party on notice to the others. Notice of 30 days must be given, in writing, to the Deputy Head of the employing department. 11. Where a secondee is originally from the GNWT, the employing department guarantees a position to a returning employee at a salary level equivalent to the employee's salary prior to the secondment, plus any increases or increments the employee would have received had he/she remained in the original position. 12. Within one month prior to the expiry of a secondment, the employing department will identify a position to which the secondee will return. 13. If a position is not available and a reasonable job offer cannot be made to the secondee at the end of the secondment, the Staff Retention Policy will apply. 14. The Receiving Organization usually pays the full costs associated with the secondment including all salary, benefits, travel, administrative, moving to and from the secondment location and any other related expenses, except in the case of cost-shared arrangements. 15. The secondee may continue to be paid by the Employing Organization. The Employing Organization invoices the Receiving Organization for the salary, benefits and other costs as shown in the agreement. Costs are reimbursed to the Employing Organization, as applicable. 16. Client Services will provide assistance with removal arrangements as outlined in the secondment agreement.
- 569 -
1407 - Secondments
Procedures
1. The Deputy Head advises Client Services of a potential secondment and the tentative terms and conditions of the secondment. 2. Client Services provides an analysis of the proposed secondment and advises the Deputy Head whether FMB approval is required in additional to Deputy Head approval. 3. Where FMB approval is required, Client Services prepares a draft submission for review and forwarding by the Deputy Head to the FMB. a. Secondment agreement for GNWT employee to another organization 1; or b. Secondment agreement for another organization employee to the GNWT 2. 4. Once appropriate approvals are in place, Client Services prepares the secondment agreement for signature by the parties. 5. Copies of the secondment agreement and position description are retained by the secondee, the Receiving Organization and the Employing Organization, and one copy is placed on the secondees personnel file by Client Services. 6. Client Services provides all parties with three months advance notice of the secondment completion date. 7. The Receiving Organization completes a performance appraisal on the secondee upon completion of the secondment.
Last Updated: May 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1407/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1407/documents/GNWTtoAnotherOrg.pdf 2. http://test.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1407/documents/AnotherOrgtoGNWT.pdf
- 570 -
1408 - Transfer Assignments
1408 - Transfer Assignments

Introduction
1. A transfer assignment provides an opportunity for an employee to gain a broader range of work experience, and therefore have knowledge and skills to meet the changing demands of the work environment. It also provides an opportunity for Departments to make use of an employee's expertise. This is done by providing short-term assignments for employees in their home Department, or another location within the Public Service.
Application
1. These guidelines and procedures apply to all Departments and Agencies, except the NWT Power Corporation.
Definitions
1. Department is any Department or Agency of the Government of the Northwest Territories (GNWT) whose employees are public servants under the Public Service Act. 2. Transfer Agreement is a binding contract for the temporary redeployment of an employee. The document specifies the terms of the agreement between the Employing Department, the Receiving Department (if applicable) and the Transferee. 3. Departmental Transfer is the temporary redeployment of an employee within the same Department. 4. Interdepartmental Transfer is the temporary redeployment of an employee from one Department to another Department. 5. Transferee is the employee who is redeployed under the terms and conditions of a formal transfer agreement. 6. Employing Department is the Department where the employee is employed before the transfer. 7. Receiving Department is the Department where the transferee will be working during the assignment. 8. Developmental Plan is a document that details the objectives and methods by which the employee will enhance their knowledge, skills and abilities through the transfer assignment.
Guidelines
0. The Public Service Act Regulations require that selection of employees for promotion or transfer be based on merit, with a view to developing a public service staffed by competent, well-qualified employees. 1. Transfer assignments are used to: a. Meet immediate operational requirements; b. Contribute to an employee's career development;
- 572 -
Human Resources Manual c. Redeploy an affected employee; d. Address unique human resource considerations; or e. Cover acting periods greater than six weeks (see Section 1007- Responsibility Allowance). 2. Transfer assignments are available to employees who: a. Have indeterminate or term positions; and b. Have successfully completed the probationary period in their current position. 3. The Department of Human Resources is responsible for the coordination and processing of all transfer assignments. 4. An employee interested in a transfer assignment opportunity should discuss the possibility of a transfer assignment with his/her supervisor. Approval for a transfer assignment opportunity is subject to operational requirements and may be refused for operational reasons. 5. An indeterminate employee may apply on a term position and request a transfer assignment. 6. The Deputy Head of the Employing Department is the approval authority for all departmental transfers1 7. Deputy Heads of the Employing and Receiving Department are the approval authority for all interdepartmental transfers2 8. An extension of the term of a transfer assignment requires mutual consent of all parties to the agreement (departmental transfer extension3/ interdepartmental transfer extension4). 9. Open competitions for term or indeterminate appointments that offer a transfer opportunity to GNWT employees shall be filled through the formal competition process and are subject to the Staffing Appeals Regulations. 10. The term of a transfer assignment done through open competition, including extensions, shall not exceed three years. Deputy Heads of the Receiving and Employing Departments may extend the transfer assignment by one year through mutual agreement of all parties. 11. The Receiving Department assumes the full costs associated with the transfer. These include, but are not limited to, paying the moving expenses of the transferee to the assignment location and back to the permanent place of employment, duty travel expenses, salary, benefits and any other costs associated with the transfer. 12. The Employing or Receiving Department may guarantee a transferee, upon completion of the transfer assignment, a position in the Department at a salary level at least equivalent to the transferee's salary, prior to the transfer. This includes any increases or increments that would have occurred while the transferee was on assignment. If the original position is no longer available, another will be chosen. The respective Department identified in the Transfer Assignment Agreement and the transferee may negotiate more specific arrangements about the location of the position. 13. The Employing Department may guarantee the transferee their original position and position number at the end of the transfer. 14. Term employees may only be guaranteed their original position to the end of their term of employment, which generally cannot exceed 48 months of continuous employment. For
1. 2. 3. 4.
http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1408/DepartmentalTransferAssignment_000.docx http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1408/InterdepartmentalTransfer_000.docx http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1408/documents/DepartmentalTransferExtension.doc http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1408/documents/InterdepartmentalTransferExtension.doc
- 573 -
1408 - Transfer Assignments Union of Northern Worker (UNW) members, an extension beyond 48 months in one position requires consultation with the UNW. 15. An employee in a term position, who is approved for a transfer assignment, must be extended (if required) in his/her home position in the Employing Department for the duration of the transfer assignment. Generally term employment in one position in a particular Department or Agency cannot exceed 48 months of continuous employment. For UNW members, an extension beyond 48 months in one position requires consultation with the UNW. 16. Transfer assignments may be filled without open competition if the assignment is: a. One year or less and where a transfer is required to address an immediate operational need; or b. Two years or less and where a transfer assignment will address the development needs of an existing employee consistent with their personal development plan. 17. Transfer assignments filled through a) or b) may be extended for up to one year. The Deputy Head must provide the Department of Human Resources (Client Service Managers) with a written rationale for the extension. The rationale should, but is not limited to, include: Why the operational need was not met within the one-year time frame? Why the operational need could not be met through the open competition process? Explanation of why results identified in the developmental plan were not met? Explanation of what would happen if the transfer assignment was not extended? Has the Deputy Head of the Employing Department been given sufficient notice and agrees to the extension of the transfer assignment? Will the extension of the transfer assignment negatively impact the Employing Departments operational requirements? 0. Transfer assignments of more than one year to address an operational need or more than two years for employee development, may be filled through a limited competition. 1. Where an employee is identified for a transfer assignment with development needs, the supervisor will complete a developmental plan5 to address the development needs. 2. Transfer assignments may be terminated at the request of any one party upon 30 days notice to all parties. 3. Where transfer assignments are terminated upon 30 days notice and the transferee is a term employee, either the Employing or Receiving Department will provide alternate employment at a salary level at least equivalent to the transferees salary prior to the transfer, for the duration of the transferees term of employment. The appropriate Department will be identified in the transfer assignment agreement. 4. Pay for transfer assignments is generally calculated as a standard promotion, transfer or voluntary demotion. 5. Transfer assignments are reported in the Public Service Annual Report.
5. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1408/documents/TADevelopmentalPlan.doc
- 574 -
Procedures
0. The supervisor discusses with Management and Recruitment Services the need for a transfer assignment to determine the appropriate format. 1. If the transfer assignment is to be filled without open competition, the supervisor, with the assistance of Management and Recruitment Services, selects the appropriate applicant. Once the selection has been made: a. the Deputy Head and the transferee agree on the terms of the transfer assignment; b. the Human Resources Officer prepares a transfer agreement outlining the responsibilities of all parties; and c. the Deputy Head(s) and transferee sign these documents. 2. If the transfer assignment is to be filled through the limited competition process or open competition process, Management and Recruitment Services proceeds with the competition as per the staffing guidelines. Once the selection has been made and all parties have agreed to the terms: a. Management and Recruitment Services prepares the transfer agreement outlining the responsibilities of all parties; b. The Deputy Head(s) and the transferee sign the documents; and c. If in the event the Employing Department is unable to guarantee the transferee a position at the end of the assignment period, the Receiving Department can guarantee a position to the employee. When this occurs, the transfer assignment does not require the Employing Departments Deputy Heads approval. 3. If a term employee is selected for a transfer assignment, Management and Recruitment Services confirms the period of employment. If necessary, Management and Recruitment Services completes the paperwork to extend the employee in his/her home position to cover the duration of the transfer assignment. Management and Recruitment Services shall ensure that the employee is not employed beyond the 48 months of continuous employment limit for terms. 4. At least one month prior to expiry of a transfer assignment, the respective Department identified in the transfer assignment agreement will identify a position to which the transferee will return and will notify Management and Recruitment Services. Management and Recruitment Services will facilitate the transferees return and the completion of all required documents. 5. The respective Department identified in the transfer assignment agreement will initiate the Staff Retention Policy, with the assistance of Management and Recruitment Services, if a reasonable job offer cannot be made.

Public Service Act Regulations, Section 2 Human Resource Manual Section 100 139, Staffing
Last Updated: April 2010
- 575 -
1408 - Transfer Assignments Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1408/default.htm
- 576 -
1409 - Education Leave

Introduction
1. The Government recognizes the need to develop a stable and competent work force capable of administering Government policies and programs effectively and efficiently. 2. The skills and knowledge needed to deliver programs can be either recruited or developed from within the organization. A planned program of education leave satisfies a human resource need identified through human resource planning.
Application
1. These guidelines and procedures apply to all employees, except Arctic College instructors and teachers and those employed by the NWT Power Corporation. Employees must have completed at least three years satisfactory continuous service, this may be waived in unusual circumstances.
Definitions
1. Education Leave is leave granted to an employee to take full-time post-secondary studies lasting at least one academic year. The studies must be taken at a recognized Canadian university, college or technical institute. The program includes academic upgrading when necessary to qualify employees to enter post-secondary studies. Education leave provides a guarantee of re-employment after completion and may provide partial allowances in lieu of salary. 2. Academic Year is equal to two consecutive terms or semesters, usually eight months. 3. Short Term Leave means leave of less than one academic year, but not longer than six months, taken for education purposes. 4. Priority Occupations means occupations identified by the Executive Council as a priority for employee development. Priority occupations include those with chronic skill shortages and poor retention rates identified by the Department of Human Resources.
Guidelines
1. Deputy Heads manage the education leave program for their respective departments, boards and agencies. Employees should contact their designated departmental representative with matters that arise while at an academic institution. 2. Before starting education leave, employees must show proof of acceptance by the academic institution and complete a Leave of Absence Agreement. 3. Basic assistance includes tuition, travel costs, and one full removal out and in for the education leave. Allowances in lieu of salary may also be paid to employees on education leave. The allowance paid is determined by the following criteria: a. Education Leave without Allowance in Lieu of Salary Basic assistance, as outlined above, is paid to employees who request education leave for obtaining qualifications generally relevant to present or future requirements of the territorial public service.
- 578 -
Human Resources Manual b. Education Leave with Partial Allowance in Lieu of Salary A candidate receives a minimum allowance equivalent to 50% of present salary when a Deputy Head chooses to train the employee to meet an identified need rather than recruit outside the territorial public service. Recognizing that 50% of salary may prove a financial burden to employees continuing their education beyond a one year program, a 10% increase is added to the allowance in each consecutive year of study, up to a maximum of 80%. c. Education Leave with Full Allowance in Lieu of Salary An allowance equivalent to 100% of present salary is paid to employees on education leave when: an employee whose skills become technically obsolete requires retraining to satisfactorily carry out the work; an employee agrees to take a program at the request of the Deputy Head when qualified persons cannot be recruited to carry out essential work. 4. The following benefits and payments apply while an employee is on approved education leave: a. Tuition fees are reimbursed to employees upon proof of payment. In some instances, tuition fees may be paid directly to the academic institution. With the prior approval of the Deputy Head, other academic expenses for field trips or symposia are paid when they represent a required component of the curriculum. b. Transportation to the institution is paid for employees and dependants. Costs for moving personal effects to the new residence and back to the place of employment after completing their leave also will be paid. c. Travel to the workplace for summer employment between academic years is paid for the employee only. d. During summer employment, employees are paid the salary of the position occupied before taking leave. e. Superannuation, supplementary death benefit and disability insurance contributions are normally recovered when the employee returns to full employment. Payments will be recovered over a period equal to that of the education leave. Leave credits are not earned while on education leave. f. Education leave greater than six months postpones the employee's next pay increment until the employee returns to work and completes 12 months of paid full-time employment from the effective date of the employee's last increment. This includes all periods of employment before and after the absence(s) but since the last increment date. 5. Employees who accept education leave must return to employment with the Government for one calendar year of service for each academic year of leave. Summer employment is counted towards returned service. 6. When an employee is taking an academic program not relevant to jobs in the employing department, the employee can ask another department head to provide a guarantee of re-employment. 7. Applications for education leave must be received before February 15 for academic programs beginning in the summer or fall semesters, and before September 30 for programs beginning in the winter semester. 8. The Employer will, within a reasonable period of time from the date of any request, advise the employee whether the request has been approved or denied.
- 579 -
Procedures
1. Employees should consult with their Human Resource designate to determine the application requirements and procedures in their organization.

Public Service Regulations Section 33 and 34, Education Leave UNW Collective Agreement Article 47, Educational Leave Managers' Handbook Education Leave Excluded Employees' Handbook Education Leave Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1409/default.htm
- 580 -
1410 - Short Term Education Leave
1410 - Short Term Education Leave

Introduction
1. Employees may apply for leave of less than one academic year to take advanced or supplementary professional, technical or academic education or training.
Application
1. These guidelines and procedures apply to all employees, except teachers and those employed by the NWT Power Corporation. Employees must have completed at least three years satisfactory continuous service.
Definitions
1. Academic Year is equal to two consecutive terms or semesters, usually eight months, but no more than 12 months. 2. Short Term Leave means leave of less than one academic year, but not longer than six months, taken for education purposes.
Guidelines
1. Deputy Heads approve short-term leave for one or more of the following reasons: a. the employee's skills are obsolete and the employee needs retraining to carry out the work; b. the employee needs to take courses to keep abreast of new knowledge and techniques; c. qualified persons cannot be recruited, making it necessary to retrain employees; d. a high potential employee's career could be enhanced by completing the education or training. 2. The Deputy Head, in consultation with the supervisor, may offer the employee assistance between 0% and 100% of pay during the leave. 3. Deputy Heads pay all approved expenses. 4. Periods of short-term education leave may not be linked together to provide a full education leave benefit. 5. Employees taking short-term leave are not eligible for household removal benefits or dependent travel. 6. Where approved by the Employer, employees shall be reimbursed, upon successful completion, for correspondence courses and other training taking place outside of their normal working hours. This may include expenses related to tuition and course materials. Approval by the Employer and reimbursement of expenses shall not be unreasonably denied.
- 582 -
Procedures
1. The employee applies in writing to the Deputy Head for short-term education leave. 2. The Deputy Head, in consultation with the applicant's supervisor, determines level of assistance. 3. The Deputy Head tells the employee, in writing, the decision on leave and level of support within a reasonable period from the date of the employee's submission. 4. The employee completes a return of service agreement if receiving financial assistance. Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1410/default.htm
- 583 -
1412 - Tuition/Course Fees
1412 - Tuition/Course Fees

Introduction
1. The Government of the Northwest Territories recognizes and encourages career development.
Application
1. These guidelines and procedures apply to all employees, except teachers and those employed by the NWT Power Corporation.
Guidelines
1. Deputy Heads or their designates may approve reimbursement of tuition/course fees for courses taken on an employee's personal time when: a. the course is of value to the employee's work, and b. the employee provides evidence of successful completion of the course. 2. Deputy Heads or their designates have the discretion to pay the course/tuition fees in advance or upon receipt of evidence of successful completion of the course. 3. When the course/tuition fees are paid in advance, and the employee does not successfully complete the course, the employee is required to reimburse the Employer for the fees by way of payroll deduction. 4. Deputy Heads or their designates have the authority to waive the requirements for an employee to reimburse the Employer, for tuition/course fees paid in advance, in exceptional circumstances or if there was some overall benefit from the training initiative.
Procedures
1. Prior to the commencement of the course the employee applies in writing for approval to have course/tuition fees either paid in advance or reimbursed upon verification of successful completion of the course. 2. The supervisor reviews the application and makes a recommendation to the Deputy Head. 3. The Deputy Head approves or denies the request.

Main Collective Agreement with the UNW Article48.02(b) Managers' Handbook Courses Taken on Personal Time Excluded Employees' Handbook Courses Taken on Personal Time - 584 -
Human Resources Manual Last Updated: February 1998 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1412/default.htm
- 585 -
1413a - Employee Recognition Policy
1413a - Employee Recognition Policy

Introduction
1. The GNWT recognizes the accomplishments made by its employees. It is committed to honoring and encouraging individuals and teams who contribute through their efforts and actions to the success of the organization. Recognition may involve: Giving praise; Granting awards; and Celebrating and communicating successes. 2. Recognition will be linked to the GNWT's corporate objectives by supporting defined goals and values. It will focus on creating an enduring effect for employees and the organization. 3. The GNWT Employee Recognition Policy provides guidelines for the following types of recognition: Government-wide recognition; Department recognition; Long service with the GNWT; Appreciation of service on resignation and/or retirement.
Application
1. This policy and the applicable guidelines apply to all Departments, Boards and Agencies of the GNWT except the NWT Power Corporation.
Definitions
1. Client Services is the Client Services Division of the Department of Human Resources. 2. Deputy Head means the senior public service employee of a GNWT Department, Board or Agency. 3. Government-wide recognition (Premier's Award for Excellence) means an annual award given to individual GNWT employees or teams who demonstrate excellence and innovation in meeting the objectives of the government. 4. Department-wide recognition means formal and informal recognition given at a departmental level to individual employees or teams for outstanding contributions and accomplishments, which best reflect the Department's mission, vision and values. 5. Formal recognition means Government-wide and Department-wide recognition administered through a formal nomination process. 6. Informal recognition means the acknowledgment of day-to-day accomplishments in the workplace. 7. Long service for the purpose of recognition means a specific period of uninterrupted service with the GNWT.
- 586 -
Human Resources Manual 8. Service appreciation means an acknowledgment of commitment and dedication upon the retirement and/or resignation of a long-term employee of the GNWT.
Guidelines
1. The Department of Human Resources is responsible for coordinating the annual Premier's Award for Excellence. 2. Department-wide recognition programs shall be designed and administered in a manner that is consistent with the Employment Recognition Policy and accompanying guidelines. 3. Departments, Boards and Agencies are responsible for communication and administration of department, long service and service appreciation awards. 4. Client Services will offer guidance and assistance to Departments, Boards and Agencies wanting to implement a formal department wide recognition program. 5. The Department of Human Resources will monitor and evaluate recognition efforts to ensure effectiveness and to amend the guidelines when necessary. 6. As a supplement to the formal guidelines, Departments, Boards and Agencies may use promotional materials to communicate their respective recognition programs (i.e., "A Guide To Employee Recognition").
Reporting and Communication Requirements

1. Departments, Boards and Agencies are encouraged to promote corporate values and objectives when communicating recognition strategies. 2. Departments, Boards and Agencies shall record all activity relating to formal recognition and provide feedback to the Department of Human Resources that may contribute to the improvement of current practices. 3. The Department of Human Resources will periodically evaluate employee recognition guidelines to ensure that they continue to meet their intended objectives. Proposed amendments will be discussed with Departments, Boards and Agencies prior to implementation.

FAM Directive 811 Extending and Accepting Hospitality, Gifts and Other Benefits, January 2003 FAM Directive 811-1 Promotional Material, January 2003 Last Updated: March 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1413a/default.htm
- 587 -
1413b - Premier's Award for Excellence
1413b - Premier's Award for Excellence

Introduction
1. The Premiers Award for Excellence is given to individual GNWT employees or teams of GNWT employees who demonstrate excellence and innovation in meeting the objectives of the government. 2. The Premiers Collaboration Award is given to teams made up of GNWT and non-GNWT employees who demonstrate excellence and innovation in collaborating to enhance government programs or services.
Application
1. In conjunction with the Employee Recognition Policy, these guidelines apply to all GNWT Departments, Boards and Agencies except the NWT Power Corporation.
Definitions
1. Deputy Head means the senior public service employee of a GNWT Department, Board or Agency. 2. Corporate Human Resources is the Corporate Human Resources Division of the Department of Human Resources. 3. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 4. Senior Management Committee means a committee comprised of all department Deputy Heads. 5. Non-cash awards means awards excluding cash or items that are equivalent to cash such as stocks, bonds, raw precious metals and gift certificates.
Guidelines
0. Corporate Human Resources is responsible for coordinating the annual Premier's Awards. 1. The Premier's Awards will be given annually during Public Service Week in June. 2. Recognition will be considered for employees or teams who have made outstanding contributions or accomplishments which best reflect the GNWT's corporate objectives. The Awards encourage continuous improvements in services and management across five general criteria: Innovation and Creativity recognizes outstanding performance and achievement through innovative approaches and creativity to new and sustainable projects, systems and technologies that provide improved performance and service. Exceptional Performance/Service Excellence recognizes outstanding commitment to the Public Service and workplaces that deliver outstanding performance. Leadership/Organizational Excellence recognizes outstanding leadership that presents a role model for the Public Service through leadership and cross agency collaboration, resulting in improved organizational productivity and improved provision of services.
- 588 -
Human Resources Manual Partnerships recognize effective team projects or initiatives that enhance Government programs or services. Teams made up of GNWT employees only are considered for the Premiers Award for Excellence. Teams made up of GNWT and non-GNWT employees are considered for the Premiers Collaboration Award. Traditional Knowledge recognizes teams and individuals that distinguish, celebrate and/or incorporate the matured long-standing traditions and practices of the North and its people into Government programs or services. 0. Recipients are nominated through a simple process that is available to everyone. Employees are not permitted to nominate themselves. 1. Deputy Heads of Departments, Boards and Agencies are not eligible for the Premiers Awards. 2. Each recipient will receive written congratulations and a non-cash award to mark the occasion. Corporate Human Resources will facilitate the acquisition and distribution of a standardized set of awards. Congratulatory notes may be signed by the Premier, include a description of the accomplishment, and be copied to the GNWT employee's personnel file. 3. Nominees who are not selected for the Premier's Awards may be commended for their contribution through the Department Recognition process (see Section 1413c, Department Recognition1). 4. Corporate Human Resources will maintain accurate records of activity related to the Premier's Awards. Information collected will include: a. Employee name/; b. Team name and team members names c. Department or organization; d. Location; and e. A brief description of the reason for selection.
Procedures
0. Corporate Human Resources issues an annual call for nominations and acts as a primary contact for all inquiries. 1. Nominators submit the Premiers Awards nomination form to Corporate Human Resources before the specified cut-off date. 2. Corporate Human Resources reviews all nominations received to ensure they are complete and to validate the nomination information. This validation may occur by contacting the nominee, the nominees supervisor or nominators to collect further information or to seek clarification. 3. Nomination information is provided to the appropriate Deputy Head for review to ensure that information contained in the nomination is accurate and where a team has been nominated, that all team members have been identified. 4. The Senior Management Committee reviews the nominations. The Premier will approve the final selection of award recipients.
1. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1413c/default.htm
- 589 -
1413b - Premier's Award for Excellence 5. Recipients will receive their recognition at a ceremony hosted by the Premier. Corporate Human Resources will contact all recipients to ensure they are comfortable with the public nature of the award ceremony. As well, consent will be obtained before publicizing the names of award recipients. 6. Corporate Human Resources will provide Management and Recruitment Services with a summary of nominations and outcome for each department. Management and Recruitment Services will discuss these with Deputy Heads of each department and encourage Departmental Recognition.

FAM Policy 2004 Extending and Accepting Hospitality, Gifts and Other Benefits, January 2003 FAM Policy 2005 Promotional Material, January 2003 Last Updated: July 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1413b/default.htm
- 590 -
1413c - Department Recognition
1413c - Department Recognition

Introduction
1. The development and maintenance of Departmental Recognition Programs acknowledges individual employees or teams who demonstrate excellence and innovation in meeting the objectives of a Department, Board or Agency. These programs assist in motivating the public service as they provide an effective and comprehensive way for employees to be recognized at the department level.
Application
1. In conjunction with the Employee Recognition Policy, these guidelines and procedures apply to all employees, except those employed by the NWT Power Corporation. Participation in department recognition awards is on a voluntary basis.
Definitions
1. Corporate Human Resources is the Corporate Human Resources Division of the Department of Human Resources. 2. Management and Recruitment Services is the Management and Recruitment Services Division of the Department of Human Resources. 3. Deputy Head means the senior public service employee of a Government of the Northwest Territories (GNWT) Department, Board or Agency. 4. Non-cash awards means awards excluding cash or items that are equivalent to cash such as stocks, bonds, raw precious metals and gift certificates. 5. Formal recognition means department-wide recognition administered through a formal nomination process. 6. Informal recognition means the acknowledgement of day-to-day accomplishments in the workplace through an informal means.
Guidelines
0. Departments, Boards and Agencies are encouraged to provide regular formal and informal recognition to their employees. 1. Deputy Heads may assign a department representative as recognition coordinator. 2. Co-workers, peers, clients, supervisors or subordinates may nominate recipients of department recognition. 3. Care should be taken to provide a form of recognition that is appropriate for the recipient(s). This may require consultation with the recipient, a team member or his/her peers. 4. All employees should be consulted before administering public forms of recognition. Consent must be obtained before publicizing the names of award recipients. 5. At an employees request and in lieu of a non-cash award, Departments, Boards and Agencies may make a charitable donation on behalf of the employee to a charity of the
- 592 -
Human Resources Manual employees choice registered with the Canada Revenue Agency. Such donations are made at the discretion of the Deputy Head. 6. Departments, Board and Agencies are responsible for implementation, communication and all approved costs related to department recognition including awards, certificates and social events. 7. Department recognition awards do not include travel costs for employees to attend a function. 8. The purchase of alcoholic beverages is not an eligible expenditure. Formal Recognition Process 0. Formal recognition will be considered for employees or teams who have made outstanding contributions and accomplishments which best reflect the Department's corporate objectives. The following are accomplishments that may lead to recognition: a. creative solutions resulting in improvement to systems or processes; b. exceptional performance on an ongoing basis; c. outstanding dedication to special projects or activities; d. unique contributions that demonstrate excellence and innovation; e. ongoing collaboration or support of a team effort; f. exceptional service provided to co-workers; g. outstanding contributions to the department; and/or h. personal milestones that support department objectives. 1. Selection of award recipients in the formal recognition process may be completed by: a. Nominations may be reviewed and approved by a formal recognition committee consisting of employees from their respective Department, Board or Agency. Attachment "B" provides sample terms of reference1 for the administration of an employment recognition committee. Employees may be nominated for formal recognition by submitting a Formal Recognition Form2 to the employee recognition committee. b. Deputy Heads may delegate the responsibility for reviewing and approving nominations of a Department, Board or Agency to a departmental recognition coordinator. c. Deputy Heads may review and approve nominations for their respective Department, Board or Agency. 2. It is recommended that nominations be reviewed and recipients awarded on at least an annual basis. 3. In addition to a congratulatory letter, departments are encouraged to give each award recipient a token of appreciation to mark the occasion. The respective Minister may sign congratulatory letters. The letter should include a description of the employee's accomplishment and be copied to the employee's personnel file. If applicable, employees should be provided a choice of award to ensure that it is suitable and appropriate. 4. Allowable costs of non-cash awards for formal recognition shall not exceed: a. Individual recognition - up to $75.00 per employee; b. Team recognition - up to $75.00 per team member.
1. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1413c/documents/1413cTermsofReferenceDepartmentRecognitio 2. http://www.hr.gov.nt.ca/policy/hrm/1400%20-%20Planning%20and%20Development/1413c/documents/1413cFormalRecognitionNominationFormMay2
- 593 -
1413c - Department Recognition Informal Recognition Process 0. Informal recognition is the acknowledgement of day-to-day accomplishments in the workplace by co-workers, peers, managers, supervisors and/or subordinates. It may include one-on-one acknowledgement or a public form of recognition. 1. Managers may support recognition of employees outside of the formal recognition process by approving expenditures for awards as recommended by clients, peers, supervisors and/or subordinates. 2. Allowable costs of non-cash awards for informal recognition shall not exceed: a. Individual recognition - up to $25.00 per employee; and b. Team recognition - up to $25.00 per team member.
Procedures
Formal Recognition Procedure 0. Deputy Heads, can request Management and Recruitment Services to assist in the development and coordination of Department Recognition Programs. 1. For formal recognition, Deputy Heads issue an annual call for nominations and identify a primary contact for all inquiries. 2. The Deputy Head and the department recognition committee or coordinator reviews the nominations. The Deputy Head or his/her delegate will approve the final selection of award recipients. 3. Deputy Heads decide the appropriate method of delivery for formal recognition awards. Recognition may be awarded at a predetermined annual event. Events should take into consideration regional recipients and may be coordinated among departments. 4. If a congratulatory letter is sent to the employee, a copy is sent to Management and Recruitment Services for placement on the employee(s) personnel file. 5. Nominees who are not recognized through the formal process may be commended for their contribution through the informal recognition process. Informal Recognition Procedure 0. Informal recognition not requiring an expenditure or the coordination of a social event during work hours may be given at the discretion of employees, peers, clients, managers or subordinates. 1. The Deputy Head must authorize informal recognition requiring expenditure or the coordination of a social event during work hours. 2. Receipts for allowable expenditures must be verified and submitted for reimbursement. 3. Expenditures related to informal recognition shall be reported to the Deputy Head or his/her delegate on at least a quarterly basis.

FAM Policy 2004 Extending and Accepting Hospitality, Gifts and Other Benefits, January 2003
- 594 -
Human Resources Manual FAM Policy 2005 Promotional Material, January 2003 Last Updated: July 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1413c/default.htm
- 595 -
1413d Employee Recognition
1413d Employee Recognition

Introduction
1. To recognize the long-term commitment of its employees, the Government of the Northwest Territories (GNWT) honors those who have served long periods of uninterrupted service with the Government. This recognition serves as an acknowledgement of employee dedication.
Application
1. In conjunction with the Employee Recognition Policy, these guidelines and procedures apply to all employees, except those employed by the Northwest Territories (NWT) Power Corporation.
Definitions
1. Territorial Public Service (TPS) means the date an employee was hired or re-hired by the Government. This date includes casual employment if it preceded regular employment with no more than a thirty-day break. It also includes all periods of employment with breaks of less than three months, in cases where an employee was terminated for reasons other than dismissal, abandonment of position or rejection on probation, and periods of less than one year where an employee was on lay-off status. 2. Non-cash awards means awards excluding cash or items that are equivalent to cash such as stocks, bonds, raw precious metals and gift certificates.
Guidelines
1. On an annual basis Departments, Boards and Agencies are responsible for recognizing the long service of all employees with five or more years of service with the GNWT. 2. Length of service for the purpose of long service awards is continuous service with the TPS. This service is established by the employee's TPS date and is considered to be uninterrupted if the employee has been on approved leave. Previous service with other governments does not count towards TPS long service recognition (i.e., employee worked 15 years with the Federal government before coming to work at GNWT for the last 5 years. Employee is entitled to a five-year award not 20-year award). 3. The Territorial Public Service date is used to identify all long service award recipients including: a. full-time employees; b. term employees; c. part-time employees; d. seasonal employees; and e. relief employees. 4. Employees with 5, 10, 15, 20, 25, 30 and 35 years of service are honored at a Department, Board or Agency event such as a reception, lunch, dinner or in combination with other events.
- 596 -
Human Resources Manual 5. Employees are entitled to the following: Framed Certificate signed by 5 years of service Deputy Head 10 years of serviceMinister 15 years of serviceMinister 20 years of serviceMinister 25 years of serviceMinister 30 years of servicePremier 35 years of servicePremier
Pin
Non-Cash Award
N/A Bronze pin Silver pin Gold pin Loon with diamond pin Eagle with gold nuggets Dancing bear with gold nuggets
$0 Maximum Maximum Maximum Maximum Maximum
of of of of of
$100 $175 $225 $300 $400
Maximum of $499
0. The service recognition will be based on the calendar year in which the service recognition event is held. This means that some individuals may be recognized before their service milestone has been reached (i.e. if the long service recognition event is held in June and the 10-year milestone is reached in September, the employee receives his/her 10 year long service award in June). 1. Departments, Boards and Agencies determine the nature of the long service function. Events should take into consideration regional recipients and may be coordinated among Departments, Boards and Agencies. 2. Departments, Boards, and Agencies are responsible for all costs relating to long service recognition events including certificates, frames, pins, non-cash awards and social events. 3. The long service awards do not include travel costs for employees to attend a function. 4. The purchase of alcoholic beverages is not an eligible expenditure. 5. All forms of public recognition shall be administered with the prior consent of the award recipient. 6. Award recipients may be contacted in advance before the award event to determine suitability and appropriateness of the award. 7. At an employees request and in lieu of a non-cash award, Departments, Boards and Agencies may make a charitable donation on behalf of the employee to a charity of the employees choice registered with the Canada Revenue Agency. Such donations are made at the discretion of the Deputy Head.
Procedures
0. In December each year, the Department of Human Resources runs the "Years of Service (TPS)" Report in PeopleSoft to verify long service award recipients for the coming calendar year and provides the information to the respective Department, Board or Agency. 1. The Department of Human Resources obtains the required long service certificates and pins. The Department of Human Resources provides them to Departments, Boards and Agencies as necessary through a chargeback arrangement. When required, three weeks advance notice should be provided to the Department of Human Resources.
- 597 -
1413d Employee Recognition 2. The Department of Human Resources works with the Departments, Boards and Agencies to obtain non-cash awards. 3. The Department of Human Resources prepares the certificates and obtains the appropriate signatures.

FAM Directive 2004 Extending and Accepting Hospitality, Gifts and Other Benefits, January 2003 FAM Directive 2005 Promotional Material, January 2003 Last Updated: February 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1413d/default.htm
- 598 -
1413e - Service Appreciation
1413e - Service Appreciation

Introduction
1. On the occasion of the resignation and/or retirement of a long-term employee who leaves the government in good standing, the GNWT expresses appreciation for commitment and dedication to the Territorial Public Service.
Application
1. In conjunction with the Employee Recognition Policy, these guidelines and procedures apply to all employees, on leaving the GNWT in good standing except those employed by the NWT Power Corporation.
Definitions
1. Territorial Public Service (TPS) date means the date an employee was hired or re-hired by the Government of the Northwest Territories. This date includes casual employment if it preceded regular employment with no more than a thirty-day break. It also includes all periods of employment with breaks of less than three months, in cases where an employee was terminated for reasons other than dismissal, abandonment of position or rejection on probation, and periods of less than one year where an employee was on lay-off status. 2. Non-cash awards means excluding cash or items that are equivalent to cash such as stocks, bonds, raw precious metals and gift certificates. 3. Management and Recruitment Services means the Management and Recruitment Services Division of the Department of Human Resources.
Guidelines
0. Length of Service for the purpose of service appreciation is service with the Territorial Public Service. Territorial Public Service is calculated from the employee's TPS date. Service is considered to be uninterrupted if the employee has been on approved leave. 1. Departments, Boards, and Agencies are responsible for all costs pertaining to the function, including service appreciation certificates, awards and award events. 2. Department, Boards and Agencies are responsible for providing at least one weeks notice to Management and Recruitment Services when assistance is requested for service appreciation events. 3. Service appreciation events are intended as a celebration of the occasion and should therefore be arranged as a department function if possible. 4. Award recipients must be contacted in advance of the award event to determine suitability and appropriateness of the event. Private functions are permitted. 5. At an employees request and in lieu of a non-cash award, Departments, Boards and Agencies may make a charitable donation on behalf of the employee to a charity of the employees choice registered with the Canada Revenue Agency. Such donations are made at the discretion of the Deputy Head.
- 600 -
Human Resources Manual 6. Service appreciation awards do not include travel costs for employees or other individuals to attend a function. 7. Long-term employees resigning and/or retiring from the GNWT are given a framed appreciation certificate and an award with entitlements outlined as follows:
Length of Continuous Service with the GNWT 5 to 10 years 11-14 years 15-19 years 20-24 years 25-29 years 30+ years Service Appreciation Certificate Signed By: Deputy Minister Minister Minister Premier/Minister Premier/Minister Premier/Minister Maximum GNWT Contribution Towards Social Event: $200 $500 $700 $900 $1,100 $1,100 Maximum GNWT Contribution Towards Non-Cash Entitlement: $125 $175 $200 $300 $400 $499
0. GNWT contributions towards a service appreciation event will be used exclusively for that purpose. 1. The purchase of alcoholic beverages is not an eligible expenditure.
Procedures
0. On notification of the resignation/retirement, Management and Recruitment Services verifies the years of service for the service appreciation award recipient(s), prepares certificates for signature and ensures that the appropriate signature for each certificate is obtained. 1. The Department, Board or Agency determines the nature of the event by consulting with the departing employee to ensure it is suitable and appropriate. 2. Management and Recruitment Services assist Departments, Boards and Agencies in arranging the service appreciation event. Service appreciation events may be coordinated among departments.

FAM Policy 2004 Extending and Accepting Hospitality, Gifts and Other Benefits, January 2003 FAM Policy 2005 Promotional Material, January 2003 Last Updated: July 2010 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1400 - Planning and Development/1413e/default.htm
- 601 -
1500 - Occupational Health and Safety

Introduction
1. The Government recognizes the importance of providing a safe and healthy work place. Employees must take all reasonable precautions to make sure that they and their fellow employees are working in safe conditions. 2. Such reasonable provisions shall include personal protection devices (such as alarms) for employees who are routinely required to work in potentially dangerous situations and immediate help is not available. 3. Where the Employer requires an employee to undergo a specific medial, hearing or vision examination by a designated qualified medical practitioner, the examination will be conducted at no expense to the employee. The employee shall, upon written request, be able to obtain results of all specific medical, hearing or vision examinations conducted. 4. Employees shall authorize that the requested specific medical, hearing, or vision examination information be supplied to the Employer with the understanding that such information shall be maintained in a confidential manner by the Department of Human Resources. Employees shall not refuse to take such medical hearing or vision examinations. 5. Where an employee is required to undergo a medical examination in order to qualify for or maintain a license or other qualifications required in the performance of that employee's duties, the examination will be conducted at no expense to the employee. 6. Where the Employer requires an employee to undergo vaccination, inoculation or other immunization, the vaccination, inoculation or other immunization will be conducted at no expense to the employee.
Application
Definitions
1. Occupational Health and Safety is a means of controlling workplace hazards, by reducing or eliminating occupational injuries or illnesses. 2. Impairment is a lessening of a person's abilities to carry out work in a safe and proper manner. Alcohol and drugs can cause, but are not the only cause of, impairment. The following symptoms may indicate impairment: slurred speech; staggering; lack of co-ordination or mobility; marked change in personality or in appearance. 3. Controlled Products are defined by the Hazardous Products Act as follows:
- 604 -
Human Resources Manual CLASS A Compressed Gases CLASS B Flammable and Combustible Material CLASS C Oxidizing Material CLASS D Poisonous and Infectious Material CLASS E Corrosive Material CLASS F Oxidizing Material 4. Health & Safety Committee is a joint worksite committee established under Section 7 of the Safety Act. 5. Safety Officer is an individual appointed pursuant to Section 19 of the Safety Act.
Guidelines
1. Managers ensure compliance with all applicable provisions of Northwest Territories health and safety legislation and take reasonable measures and precautions to make sure that working conditions are safe for employees. 2. Employees should not engage in behaviour, which is hazardous to the health and safety of themselves or others. If an employee engages in activities that create a safety hazard, the employee's supervisor may take disciplinary action, ranging from a reprimand to dismissal. 3. Employees have the right to refuse work where it poses a safety hazard to themselves or others. 4. Managers arrange any necessary training and guidance that employees need to carry out their duties in a safe manner. 5. Managers make sure that employees working with controlled products are knowledgeable about the Workplace Hazardous Materials Information System (WHMIS). Examples of employees requiring WHMIS training are (but are not limited to): welders; mechanics; janitors; nurses; geologists; laboratory technicians. 6. Managers do not allow impaired employees who pose a safety risk to themselves or to their fellow workers to remain at the workplace. The manager takes reasonable steps to make sure the employee has safe passage to an appropriate destination. 7. If employees perceive that their work is hazardous to their health and safety, employees can refuse to work. However, employees should make safety concerns immediately known to their supervisor. Managers shall not discipline employees who refuse to work in conditions that are unsafe. 8. Employees who are required to regularly work directly with video display terminals (VDT) are allowed a ten-minute break away from the VDT after each hour of continuous operation.
Procedures
1. Managers must make the workplace safe for employees by doing the following:
- 605 -
1501 - Occupational Health and Safety monitoring workplace conditions; limiting entry to authorized personnel only; and correcting safety hazards. 2. To make sure employees perform their duties safely, managers take the following actions: provide protective devices such as alarms; provide protective clothing and proper safety devices; monitor employees' performance; provide training on safety procedures; correct problems, as required 3. If an employee reports to work showing symptoms of impairment, the following procedures occur: a. the employee's manager accurately documents all information about the perceived impairment including: b. the date, time and location, and the behaviour and mannerisms of the employee in question; c. the names of witnesses, if any; d. an explanation of how the employee presents a safety risk. e. the manager prevents the employee from entering or remaining at the work site and explains the following to the employee: the employee's condition prevents the employee from performing duties in a safe and proper manner; the employee cannot return to the workplace until the employee is fit to carry out duties in a safe and proper manner. 4. The manager makes sure the employee has safe passage to an appropriate destination away from the work site. 5. The manager decides appropriate disciplinary action based on the employee discipline guidelines. 6. When an employee feels there is an unusual safety hazard in the workplace, the employee should take the following actions: immediately inform other employees near the unsafe working conditions of the potential danger. immediately report the circumstances of the unsafe working conditions to the manager. 7. If a manager receives notice that an employee refuses to work, the manager does the following: investigates the reported unsafe working conditions. takes corrective action required to remove the unusual danger. (This is done in the presence of the employee who refused to work and a representative of the employee's union. If the union representative is unavailable, the complainant can choose another employee to stand in for the union representative.) 8. An employee may still refuse to work after the manager has investigated the situation and taken corrective action. Where the situation affects an employee in the Union of Northern Workers bargaining unit, the manager, employee, or manager's supervisor contacts the health and safety - 606 -
Human Resources Manual committee or a safety officer about the refusal to work. The committee or the safety officer investigates the situation. 9. An employee may refuse to work after officials have investigated and corrected a reported safety hazard. If so, managers may consider the employee insubordinate and take appropriate disciplinary action. 10. In the event that a teacher suffers an assault, the Principal will immediately investigate the situation in accordance with the steps outlined in the Education Act, the Safety Act and any other relevant jurisdictional policies and regulations. The Principal will keep the school NWT Teachers' Association representative informed of ongoing developments for each situation under investigation.

Education Act Safety Act Main Collective Agreement with the UNW Article 40, Safety and Health Collective Agreement with the NWTTA Article 23, Responsibilities for Safe Working Environment Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1501/default.htm
- 607 -
1502 - Protective Clothing and Safety Equipment
1502 - Protective Clothing and Safety Equipment

Introduction
1. The Government recognizes the importance of the health and safety of its employees. It also accepts the need to reduce or remove workplace health and safety hazards. The Government shall take reasonable steps to supply employees with protective clothing and safety devices. The Government also has a responsibility to make sure employees use the clothing and equipment supplied.
Application
1. These guidelines and procedures apply to employees who need to use protective clothing and safety devices to reduce work hazards.
Definitions
1. Protective Clothing are articles of clothing which give greater protection than normal clothing. 2. Safety Equipment are tools or equipment used to identify, monitor, reduce or remove work hazards.
Guidelines
1. Managers take reasonable steps and care to make sure employees have safe working conditions. 2. Employees take reasonable steps and care to maintain their own safety and the safety of fellow employees. 3. Managers make sure that employees' clothing is not a work hazard. 4. Managers make sure employees wear protective clothing where needed. 5. Managers make sure that employees use safety devices where needed. 6. When protective clothing or safety devices are defective or do not provide the protection needed, managers arrange for the necessary repair or replacement. 7. All protective headgear must meet the Canadian Standards Association Standard Z94.1-M1977 for industrial protective headwear. 8. All protective eyewear must meet the Canadian Standards Association Standard Z94.M1982 for eye protectors. 9. All protective footwear must meet the Canadian Standards Association Standard Z195-M1984 for protective footwear.
Procedures
1. Managers make sure employees wear protective headgear where there is a possible hazard from falling or moving objects or from equipment. 2. Managers supply suitable liners to employees who must wear protective headgear in cold weather.
- 608 -
Human Resources Manual 3. Managers supply suitable eye protection to employees exposed to possible eye hazards. Eye hazards may include the following: chemicals; gases; flying objects or particles; intense light or heat; or radiation. 4. Managers make sure that employees exposed to possible hazard wear protective footwear. Possible foot hazards include the following: crushing; cutting; penetrating; burning; freezing; corrosive or poisonous materials. 5. Managers make sure employees wear suitable hand protection. Possible hazards to the hands may result from activities involving the following: pinching; puncturing; cutting; abrasion; burning; freezing; corrosive or poisonous materials. 6. Managers make sure employees wear suitable hearing protection. Constant or intermittent high-decibel noise may cause hearing loss. Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1502/default.htm
- 609 -
1503 - Smoke Free Workplace
1503 - Smoke Free Workplace

Introduction
1. The Government recognizes the health hazards associated with tobacco smoke in the workplace, both to smokers and non-smokers alike. Therefore, the Government does not permit the smoking of tobacco, in any form, by employees or the general public in Government workplaces
Application
Definitions
1. Workplace means those buildings and facilities leased, rented, owned or operated by the Government, its corporations or agencies. Buildings under construction, extension or renovation and the accesses to them are not workplaces provided that tobacco smoke from these areas is prevented from entering any workplace. 2. Corporations and Agencies include but are not restricted to the following: Workers' Compensation Board; NWT Housing Corporation; Boards of Health; Hospital Boards; Arctic College; and Corporations or Agencies as designated by the Executive Council. 3. Therapeutic Institution means hospitals, senior citizens' homes, nursing homes and personal care homes.
Guidelines
1. All employees, including new employees, must be informed that smoking tobacco is not allowed in the workplace. 2. If employees are found smoking tobacco in the workplace they may be subject to discipline. 3. Departments, boards and agencies will apply the intent of this policy to all contractors, where practical. 4. Smoking is permitted in staff accommodation units. 5. The Minister responsible for a department which oversees therapeutic institutions, correctional centres and residences may grant partial exemption to allow the residents of these facilities to smoke tobacco in their residence.
- 610 -
Procedures
1. All Deputy Heads, Regional Directors and Heads of corporations and agencies shall ensure that all employees are made aware that smoking is not permitted in the workplace. 2. The Department of Health and Social Services shall inform the general public of this policy. Deputy Heads shall encourage the general public to comply with this policy. Information on smoking prevention and advice on cessation programs for employees is also available from the Department of Health and Social Services. 3. The Department of Public Works and Services will ensure that appropriate signs are placed in the workplace to advise employees and the general public of the no-smoking policy. 4. If an employee or member of the public observes an individual smoking tobacco in the workplace it should be reported to the Deputy Head or a member of senior management. Management should then take steps to stop the smoking. 5. An employee may be disciplined if found smoking tobacco in the workplace. Discipline may include a verbal reprimand, written reprimand, suspension or dismissal if the employee refuses to stop smoking tobacco in the workplace.

Smoke Free Workplace Policy (91.05) Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1503/default.htm
- 611 -
1504 - Alcohol and Drugs
1504 - Alcohol and Drugs

Introduction
1. The Government recognizes that dependency on alcohol or drugs is a medical problem that professionals can treat. When an alcohol or drug dependency affects an employee's job performance, the employee's decision to seek treatment will not be detrimental to job security. 2. Managers will take appropriate action when an employee's drinking habits or drug abuse interferes with work performance, attendance and interpersonal work relationships.
Application
1. These guidelines and procedures apply to all employees except those of the NWT Power Corporation.
Guidelines
1. Managers should use discretion when dealing with an employee who may have an alcohol or drug dependency. Managers act only if the employee's use of alcohol or drugs interferes with work performance. 2. The manager does not assume responsibility for the employee's problem. The manager's role is to support the employee's efforts to seek treatment. 3. The employee is responsible for dealing with any personal problems so that work performance is brought back to a satisfactory level. 4. The following is a list of symptoms that may indicate an alcohol or drug dependency. By themselves, these symptoms may signify problems other than alcohol or drug misuse. However, a combination of them is a strong sign of a dependency. a. Work Performance: Productivity is lowered, work pace is uneven, and severe work slumps follow periods of standard output. The employee's concentration and quality of work decrease rapidly. The employee is careless and mistakes increase. Errors in judgment become more serious. The employee tires quickly and may begin to lie about work performance. b. Absenteeism: The employee takes more time off work, especially on Mondays or Fridays and may claim increased minor illness. The employee may be frequently late for work, leave work early, take extended lunch periods or have unexplained absences from the job. c. Reliability: The employee may neglect details, put off assignments or handle them sloppily. The employee may develop a tendency to blame others for short-comings, ask for different job assignments and repeatedly seek loans from fellow employees. d. Attitudes and Habits: The employee may show sensitivity about references to drinking or drugs. The employee may show increased intolerance and suspicion of fellow workers. e. Physical Appearance: There may be noticeable changes such as increased nervousness, irritability, hand tremors, swelling or flushing of the face, red eyes. f. Safety: The employee may experience frequent injuries and lost time due to accidents on and off the job. The employee may carelessly handle machinery leading to accidents and
- 612 -
Human Resources Manual breakdowns. The employee may strain equipment to bring production up to par following periods of low achievement. The employee may fail to follow safety procedures. g. Further characteristics of alcohol abuse are: unusual outbreaks of temper, deterioration of physical appearance and grooming, wearing of sunglasses at inappropriate times, continual wearing of long-sleeved garments, even in hot weather/reluctance to wear short-sleeved attire, stealing small items from employer, constant attempts to avoid attention (e.g. frequent trips to the washroom), odour of breath, glazed appearance of the eyes, extremely passive or argumentative behaviour, loss of memory, impaired relationships and repeated problems with the law. h. Further characteristics of marijuana use are: dilated pupils, silver coated tongue, paranoia, agitation, loss of coordination, sense of time is prolonged, loss of energy and memory, lack of ambition, repetitive dry coughing, rapid and loud talking and bursts of laughter, odour similar to burnt rope on clothing and/or breath, in possession of rolling papers, pipes or roach clips, increase in appetite, poor motor skills. i. Characteristics of cocaine use are: high energy, rapid breathing, dilated pupils, sweating, pallor, eating disorders, stuffy and runny rose/chronic cold or sinus nasal problems, mood swings, severe agitation, violent behaviour, lack of coordination, constant headaches, sleep disorders, weight loss, chapped nostrils, talkative in a disorganized manner, dry mouth, bad breath, lip licking, difficulty staying still and nose bleeds.
Procedures Employees
1. An employees who acknowledges a drug or alcohol dependency should have a medical examination. If the physician diagnoses a dependency, the employee should request a referral to a rehabilitation facility. 2. An employee who wishes to attend a treatment facility should submit an application for sick leave to the manager. The application must state the number of days of paid sick leave or sick leave without pay that the employee requires. The employee should attach the physician's certification that the referral/treatment is required. 3. If the employee must travel outside the community for treatment, the employee requests medical travel assistance from the Department of Human Resources. The employee must attach the approved sick leave application and physician's certification. 4. An employee without enough sick leave for the length of the rehabilitation program may submit a request for an advance of sick leave. The manager may advance a maximum of 15 sick leave days. The employee may also request annual leave or sick leave without pay. 5. When rehabilitation programs require the attendance of a spouse, the spouse also may qualify for medical travel assistance.
Managers
1. If an employee comes to work impaired, the manager follows the guidelines and procedures outlined in Section 1501 - Occupational Health and Safety. 2. When a manager suspects that an employee's unsatisfactory job performance results from alcohol or drug abuse, the manager records the following details and advises the next level of management: the name of the employee;
- 613 -
1504 - Alcohol and Drugs all evidence of deteriorating work performance, such as: tardiness, absenteeism, alteration of behaviour, general attitudes, poor decisions, work slowdown, decrease in quality of work, accidents, intoxication on the job. any evidence supporting the belief that the unsatisfactory job performance may be the result of alcohol or drug abuse. 3. The manager interviews the employee, expressing concern with work performance. The manager bases this statement on previously recorded facts and avoids discussing the employee's drinking/alcoholism or drug abuse unless the employee brings it up. The manager may introduce this in a specific, directly related situation, such as intoxication on the job. The manager should offer assistance in any way possible. 4. If the employee brings up a drinking or drug abuse problem, the manager presents the following information to the employee: a. alcoholism and drug abuse are considered illnesses. b. sick leave credits, and advances, may be used by the employee to undergo medical assessment, approved treatment or hospitalization. c. medical travel benefits are available for the employee to attend a rehabilitation program or treatment facility. 5. The manager directs the employee to see a physician for diagnosis and a recommended treatment plan. 6. If the employee denies any problem or need for help, the manager does the following: a. points out that management expects the employee to take steps to improve work performance. b. informs the employee that management will continue to monitor and document the employee's work performance. c. informs the employee that if work performance does not improve, management will take further disciplinary action. 7. The manager prepares a letter to the employee confirming the discussion. 8. If there is no improvement in the employee's performance, the manager holds a second interview with the employee. During the second interview the manager presents the employee with the documented facts. The manager informs the employee that: a. help is still available. b. management will take disciplinary action if the employee is unwilling to change.
- 614 -
Human Resources Manual c. disciplinary action may eventually result in dismissal. 9. The manager follows up this meeting and any later meetings with a letter to the employee outlining the discussion. 10. If necessary, the manager contacts the Department of Human Resources for advice and assistance. 11. If necessary, the manager contacts the Department of Human Resources to get help with the administration of medical benefits for alcohol/drug treatment. Last Updated: July 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1504/default.htm
- 615 -
1505 - HIV/AIDS In the Workplace
1505 - HIV/AIDS In the Workplace

Introduction
1. It is essential to protect the human rights and dignity of persons infected with Human Immunodeficiency Virus (HIV) and those infected persons who have developed Acquired Immunodeficiency Syndrome (AIDS). HIV/AIDS infected persons have the right to receive services from and be treated fairly by the Government of the Northwest Territories. 2. HIV/AIDS infected people have the same right as any other persons to gain employment and remain employed in the Government unless a medical health officer judges that the physical condition or behaviour of the person infected with HIV/AIDS poses a health risk to the public or to other employees. 3. Employees have the right to be protected from possible infection from the public they serve and from other workers who may be infected by HIV/AIDS. In addition, members of the public have the right to be protected from infection from the employees who serve them.
Objectives
The public service of the Northwest Territories will: 1. act with understanding and compassion towards HIV/AIDS infected persons and avoid discriminatory action against and stigmatization of them in the provision of programs, services and employment. 2. protect the human rights and dignity of HIV/AIDS infected employees and clients, including the right to confidentiality. 3. make all reasonable provisions for the occupational safety and health of its employees, as required under the Safety Act and the collective agreements. 4. support and promote the availability of confidential counselling and other support services, where appropriate. 5. inform employees about how HIV/AIDS is acquired or transmitted, ways to prevent the transmission of HIV/AIDS and ways to modify risk behaviour.
Application
1. These guidelines and procedures apply to all employees of the Government in all departments, boards, and agencies.
Definitions
1. AIDS is an abbreviation of the term Acquired Immunodeficiency Syndrome. The medical condition AIDS represents the terminal phase of infection with HIV. This virus progressively destroys the body's natural immunity. When an infected person's immunity finally fails, a wide variety of infections and cancers may develop. Only then does a person actually have full-blown AIDS. The majority of AIDS patients die within one to two years of diagnosis.
- 616 -
Human Resources Manual 2. Body Fluids refer to those body fluids which contain HIV and are capable of infecting another person. These fluids are blood, semen, vaginal secretions, any other body fluid which contains visible blood and several other specific fluids with which health care workers may come into contact. 3. Chief Medical Health Officer is the official appointed under subsection 2(1) of the NWT Public Health Act to whom all medical practitioners must report cases regarding communicable diseases or unusual manifestations of disease, including HIV infection. 4. Employees At Risk are those people working for the Government who come into contact regularly with blood and infectious body fluids. These include, but are not limited to, health care workers and corrections officers. 5. HIV is an abbreviation of the term Human Immunodeficiency Virus; HIV is the virus that causes AIDS. It is also called "the AIDS virus". 6. HIV Carrier refers to someone who is infected with the AIDS virus (as evidenced by a positive blood test for HIV or its antibodies) but does not have all the signs or symptoms of AIDS. This carrier state is also called the "incubation period" and may last a few weeks to ten years or more. The carrier is nonetheless infectious to others via the usual routes of transmission. 7. HIV Positive refers to a positive blood test for the AIDS virus or its antibodies. All persons with a positive test can transmit the infection. This includes asymptomatic carriers, Aids Related Complex patients, and AIDS patients.
Guidelines
1. Employees who suspect that they may be HIV-infected are encouraged to obtain a medical opinion to verify their state of health, and, if HIV positive, to seek confidential advice from their personal physicians or other health care professionals regarding precautions which may be necessary in the workplace. 2. Employees are expected to take appropriate action to protect both the health of others and their own health. The Safety Act imposes an obligation on workers to take reasonable precautions to ensure their own safety and that of others in the workplace. 3. Employees are not required to divulge their medical diagnoses to any representative of the Government, other than as required under the Public Health Act and the Communicable Diseases Regulations. 4. If employees divulge their medical diagnosis, including HIV status, to a supervisor, that information shall remain strictly confidential. 5. Any medical information, including HIV status, given by an employee shall be treated with strict confidentiality. Any breach of an employee's or client's confidentiality by another employee is grounds for discipline. 6. HIV infection and AIDS are not a cause for termination of employment. Persons with HIV-related illnesses may be allowed to work as long as they are certified medically fit by a qualified medical practitioner. 7. Any restrictions imposed on the infected employee will be in compliance with the law and in accordance with accepted human resource management principles. Restrictions are confined to the extent required to minimize the risk of transmission of infectious diseases in the workplace, and on the advice of the Chief Medical Health Officer, after a medical review of the work situation. 8. If fitness to work is impaired by the HIV-related illness, reasonable alternative working arrangements may be made, where feasible. 9. Since employers are liable for the discriminatory acts of their employees, the discrimination/stigmatization of employees in the workplace affected by, or perceived to be affected
- 617 -
1505 - HIV/AIDS In the Workplace by HIV/AIDS, will not be tolerated. This includes stigmatization and discrimination by co-workers, unions, managers or clients. 10. The Financial Management Board Secretariat (FMBS) will educate and provide employees with information on HIV infection and AIDS.
Eligibility for Benefits

1. Employees are eligible to receive disability benefits if they are diagnosed as having HIV/AIDS. The employee would apply for the benefit in the same manner as any other disability. Benefits would be payable upon completion of the eligibility period and approval of the claim by the underwriters. The amount payable is offset by any money received for the same condition from the Workers' Compensation Board or Canada Pension Plan. 2. The Workers' Compensation Board may compensate an employee with HIV/AIDS if it is may be clearly demonstrated that the HIV/AIDS infection is work-related.
Recruiting Future Employees for the GNWT

1. Pre-employment screening for HIV as a part of the assessment of fitness to work is unnecessary and will not be required, unless it is a statutory requirement.
Additional Provisions
1. As required under the Safety Act, the Government conducts regular inspections of workplaces so that the employment environment remains safe and healthy. This includes risks associated with HIV or AIDS. Therefore, all employees can expect that their employer will implement guidelines and procedures, based on the most current medical knowledge available, for the safe handling of blood and body fluids. This includes the provision of personal protective equipment to employees, with instructions for its use. This action is taken regardless of whether HIV positive persons or AIDS patients are known to be employed or served.
Procedures
1. Upon being informed of an infection, the Chief Medical Health Officer determines the need to notify the appropriate authority, or authorities, depending upon the risk presented in the employee's workplace. The Chief Medical Health Officer is required to base the decision on scientific data and case-specific information. 2. In circumstances where informing departmental senior management is deemed necessary, the Chief Medical Health Officer gives the patient the opportunity to do so personally before the Chief Medical Health Officer does. 3. If the employee infected with HIV reveals the condition to the supervisor, the supervisor maintains confidentiality of the information. 4. Where workplace safety is a concern, the supervisor notifies the Chief Medical Health Officer in the Department of Health and Social Services. 5. The Chief Medical Health Officer assesses the work situation, determines the risk and consults with legal counsel. 6. The Chief Medical Health Officer advises the employee and supervisor in writing of precautions to be taken. 7. If the Chief Medical Health Officer decides that the employee should not be working in that position, the supervisor consults with managers to arrange a lateral transfer for the employee into a more appropriate position.
- 618 -

Canadian Charter of Rights and Freedoms Section 15.(1), Equality Rights Communicable Diseases Regulations Section 10, Investigation by the Chief Medical Officer Section 11, Special Powers of the Chief Medical Officer NWT Public Health Act Section 2(1), Chief Medical Health Officer Public Service Act Section 19(2), Discrimination Safety Act Section 4, Duty of Employer Section 5, Duty of Worker UNW Collective Agreement Article 3.02, Discrimination Article 40, Safety and Health Workers' Compensation Act Section 14, Eligibility for Compensation Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1505/default.htm
- 619 -
1506 - Power Outages
1506 - Power Outages

Reference
Main Collective Agreement with UNW Article 40, Safety and Health1 Collective Agreement with NWTTA Article 22, Responsibilities for Safe Working Environment 2 National Fire Code of Canada (2.7.3.1.2)
Application
These guidelines and procedures apply to all employees except those of the NWT Power Corporation.
Guidelines
1. The safety of the employees of the Government during power outages is a primary concern. 2. Deputy Heads are responsible for determining if the job sites at which their employees work are safe during a power outage. 3. Deputy Heads have the authority to send employees home during power outages. 4. All occupants of a building with a battery-operated emergency lighting supply, and no emergency generator backup, shall have an evacuation plan in place to safely evacuate all occupants within the 30 minute emergency power supply. Departments and Agencies are responsible for confirming with building managers whether or not their emergency lighting is on a generator. 5. The fire safety plan for each building needs to contain information that prescribes when evacuation must occur. In a multi-storey building, precautions must be taken to ensure occupants are removed prior to the emergency lighting being exhausted. For example, if it reasonably takes 10 minutes for people to walk down the stairs this is factored into the time at which evacuation should begin. Each building should be aware of when ultimate evacuation should occur. In a typical building using battery assisted emergency lighting and exit signs the expected duration of the lighting will be 30 minutes.
Procedures
1. All building operators and senior managers need to determine when they need to remove their employees in future power outages. If you are not sure of the duration of your emergency back-up lighting system, contact the Office of the Fire Marshal and a representative will determine this for you.
1. http://www.hr.gov.nt.ca/Agreements/UNW/Article40/default.htm 2. http://www.hr.gov.nt.ca/Agreements/NWTTA/article22/default.htm
- 620 -
Human Resources Manual 2. If the emergency lighting does not come on during a power outage in Yellowknife, the Property Management Officer at the Department of Public Works and Services should be contacted. In the regions, the regional office of the Department of Public Works and Services should be contacted. 3. If the employees of a particular building are concerned for their safety because of prior power outages, they should report their concern to the Deputy Head before the next outage occurs. It can then be determined if a contingency plan should be developed or if extra safety measures should be taken.
About this section

Approved by: Deputy Minister of Human Resources Effective Date: March 1, 2011 Review Date: March 2014 History: January 1999, Power Outages Last Updated: March 2011 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1506/default.htm
- 621 -
1507 - Violence in the Workplace
1507 - Violence in the Workplace

Introduction
1. The Government recognizes the importance of providing a safe and healthy work environment for its employees. Employees must take all reasonable precautions to make sure that they and their fellow employees are working in safe conditions. 2. The Government is committed to working with its employees to maintain a work environment free from violence, threats of violence, harassment, intimidation, and other disruptive behaviour.
Application
Definitions
1. Safety and Health Provisions is in the Collective Agreements, the Safety Act and any other relevant jurisdictional policies and procedures. 2. Violence in the Workplace is a conduct of violence, threats, harassment, intimidation, and other disruptive behaviour in the workplace. Such behaviour can include oral or written statements, gestures, or expressions that communicate a direct or indirect threat of physical harm. 3. Health & Safety Committee is a joint employer and union worksite committee established under Section 7 of the Safety Act. 4. Safety Officer is an individual appointed pursuant to Section 19 of the Safety Act.
Guidelines
1. Managers ensure compliance with all applicable provisions of Northwest Territories health and safety legislation and take reasonable measures and precautions to make sure that the work environment is safe for employees. 2. Employees should not engage in behaviour, which is hazardous to the health and safety of themselves or others. If an employee engages in activities that create a disruptive behaviour, the employee's supervisor may take disciplinary action, ranging from a reprimand to dismissal. 3. Employees have the right to refuse work where it poses a safety hazard to themselves or others. 4. No teacher is required to report for duty at a school when the students, as a result of health or safety hazards, have been dismissed from the school. Such days when the school is closed, will be considered sessional days. 5. Managers arrange any necessary training and guidance that employees need to carry out their duties in a safe manner. 6. Managers do not allow impaired employees who pose a safety risk to themselves or to their fellow workers to remain at the workplace. The manager takes reasonable steps to make sure the employee has safe passage to an appropriate destination.
- 622 -
Human Resources Manual 7. If employees perceive that their work is hazardous to their health and safety, employees can refuse to work. However, employees should make safety concerns immediately known to their supervisor. Managers shall not discipline employees who refuse to work in conditions that are unsafe.
Procedures
1. Managers must make the workplace safe for employees by doing the following: monitoring workplace conditions; limiting entry to authorized personnel only; and correcting safety hazards. 2. To make sure employees perform their duties safely, managers take the following actions: encourage employees to report incidents in which they feel threatened for any reason by anyone inside or outside the organization; provide compassion and support towards employees who report incidents; monitor employees' performance; provide training on safety procedures and; correct problems, as required. 3. If an employee reports to work showing signs of substance abuse, the following procedures occur: a. the employee's manager immediately and accurately documents all information about the behaviour including: the date, time and location, and the behaviour and mannerisms of the employee in question; the names of witnesses, if any; and an explanation of how the employee presents a safety risk. b. the manager prevents the employee from entering or remaining at the work site and explains the following to the employee: the employee's condition prevents the employee from performing duties in a safe and proper manner; the employee cannot return to the workplace until the employee is fit to carry out duties in a safe and proper manner. Advise employee that the Employee and Family Assistance Program is available for help and is completely confidential. c. The manager makes sure the employee has safe passage to an appropriate destination away from the work site. 4. The manager decides appropriate disciplinary action based on the employee discipline guidelines. 5. When an employee feels there is an unusual safety hazard in the workplace, the employee should take the following actions: a. immediately inform other employees near the unsafe working conditions of the potential danger, and
- 623 -
1507 - Violence in the Workplace b. immediately report the circumstances of the unsafe working conditions to the manager. 6. If a manager receives notice that an employee refuses to work due to unsafe working conditions, the manager does the following: a. investigates the reported unsafe working conditions; and b. takes corrective action required to remove the unusual danger. (This is done in the presence of the employee who refused to work and a representative of the employee's union. If the union representative is unavailable, the complainant can choose another employee to stand in for the union representative.) 7. An employee may still refuse to work after the manager has investigated the situation and taken corrective action. Where the situation affects an employee in the Union of Northern Workers bargaining unit or the NWTTA bargaining unit, the manager, employee, or manager's supervisor contact the health and safety committee or a safety officer about the refusal to work. The committee or the safety officer investigates the situation. 8. An employee may refuse to work after officials have investigated and corrected a reported safety hazard. If so, managers may consider the employee insubordinate and take appropriate disciplinary action. 9. In the event that a teacher suffers an assault, the Principal will immediately investigate the situation in accordance with the steps outlined in the Education Act, the Safety Act and any other relevant jurisdictional policies and regulations. The Principal will keep the school NWT Teachers' Association representative informed of ongoing developments for each situation under investigation.

Education Act Safety Act Article 40, Safety and Health Collective Agreement with the NWTTA Article 23, Responsibilities for Safe Working Environment Last Updated: April 2006 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1500 - Occupational Health and Safety/1507/default.htm
- 624 -
1600 - Termination of Employment
1601 - Rejection During the Probationary Period
1601 - Rejection During the Probationary Period

Introduction
1. The purpose of a probationary period is to provide the employing department with a reasonable period of time in which to ascertain whether an employee is suitable and competent in the duties of the position assigned. It also provides an employee with the opportunity to adapt to the work environment. 2. Where a probationary employee fails to maintain the required standard of conduct and corrective action has not resulted in acceptable improvement in performance, rejection on probation may be considered. Rejection on probation may also be considered if during the probationary period it is determined the employee is not suitable for the position or does not have the competency to perform the duties of the position at an acceptable level.
Application
Definitions
1. Rejection on probation is termination, at the employer's direction, of an individual's employment in a public service position during the probationary period in that position.
Guidelines
1. The duration of a probationary period is indicated below: a. For all employees, except teachers: on initial appointment to the Government, six months from the effective date of appointment to a position below pay level 13 and twelve months to a position at or above pay level 13; or on transfer or promotion, six months from the effective date of transfer or promotion. (The Deputy Head may reduce or waive the probationary period). b. For teachers: on initial appointment to a teaching position, two years, or until the employee has two years teaching experience in the Northwest Territories, unless specified otherwise; or on promotion, up to one year. 2. A probationary period may be extended by a Deputy Head, but the period of extension shall not exceed six months. This does not apply to Union of Northern Workers bargaining unit employees, their probationary periods may only be extended with the consent of the union. 3. An employee on probation may be rejected on probation for unsuitability, incompetence, or misconduct. There must be adequate documentation to support such an action. - 628 -
A teacher may be rejected on probation: a. by mutual consent; b. for cause or incompetence; c. at the end of an academic year by written notification; or d. by registered mail, 60 calendar days before the end of the final day of the school year. 4. Supporting documentation (e.g., performance appraisals, records of disciplinary action, attendance records) must accompany the recommendation for rejection on probation. 5. An employee who is rejected on probation for misconduct is not entitled to removal benefits.
Procedures
1. In addition to the formal appraisal process, informal performance reviews are conducted periodically (every month or two) with a probationary employee. Goals, objectives and areas of strength and weakness are discussed at these reviews. The employee must be made aware that failure to reach an acceptable level of performance may result in his/her being rejected on probation. 2. If a probationary employee's performance does not meet the required standard despite the assistance provided and the reviews conducted, the supervisor may determine that the employee should be rejected on probation. A supervisor may also recommend rejection on probation as a result of misconduct. 3. A recommendation for rejection on probation is made to the employee's Deputy Head. 4. The employee is informed in writing by the manager that rejection on probation is being recommended. The employee is advised of the reasons for the rejection on probation and given the opportunity to make a submission to refute the recommendation. If the employee chooses to resign during the probationary period, the rejection on probation recommendation is withdrawn and does not become a part of the individual's employment record. 5. The Deputy Head reviews the recommendation and the submission made by the employee. If it is determined that rejection on probation is appropriate, the Deputy Head consults with the Department of Human Resources and the employee is so informed in writing by the Deputy Head of the rejection on probation. 6. A copy of the letter of rejection is placed on the employee's personnel file. A copy is also sent to the Manager, Labour Relations. 7. The Manager, Labour Relations maintains a list of all employees rejected on probation for misconduct. This list is distributed to all public service employees who are authorized to make offers of employment in the public service. All competition files are screened during the competition process for applications from individuals whose names appear on this list. Any listed individual who applies on a public service position within the three year ineligibility period or has an unresolved court action or a grievance resulting from the rejection on probation is screened out of the competition for that position and notified of this forthwith with written confirmation of ineligibility. (See Section 107 on Re-employment of Employees Previously Dismissed or Rejected on Probation).

Public Service Act Section 20, Probation Section 21, Rejection
- 629 -
1601 - Rejection During the Probationary Period Education Act Section 53, Contract of Employment Section 54, Dismissal Main Collective Agreement with the UNW Article 2.01 (aa), Probation Collective Agreement with the NWTTA Article 19.02-19.06, Probation Article 19.07-19.09, Dismissal Last Updated: September 1999 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1601/default.htm
- 630 -
1602 - Staff Retention Policy
1602 - Staff Retention Policy

Introduction
1. The Government of the Northwest Territories (GNWT) values the members of the Territorial Public Service and the work they do. It is committed to the retention, retraining and development of existing staff as required to provide job security, career development and to maintain a skilled, stable and competent Territorial Public Service. The following guide the application of this policy: a. the provision of reasonable job security to members of the Territorial Public Service; b. the need to mitigate adverse effects of organizational restructuring through the retention, retraining and development of staff wherever possible; c. fair treatment of employees when organizational restructuring is necessary; and d. the value of continuity of employees in the Territorial Public Service. 2. The GNWT recognizes that in some circumstances lay-off is unavoidable and is the only viable option for the Employer and the employee. 3. The GNWT recognizes that it may be more beneficial for both the GNWT and employees who are or may become eligible for an unreduced pension upon or while serving their lay-off notice to take their pension rather than continue their employment with the GNWT. The GNWT waives the requirement to accept a reasonable job offer and the employee waives the 8-week affected notice.
Application
0. This policy and the applicable guidelines and procedures apply to all Territorial Public Service employees, except casual employees, employees in the NWT Teachers Association and employees of the Northwest Territorial (NWT) Power Corporation.
Definitions
0. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes.
Guidelines
0. Deputy Heads are responsible for identifying retraining or redeployment opportunities for affected employees in their Departments, Boards or Agencies. 1. A lay-off shall not be used to terminate the employment of an employee for poor performance or misconduct. - 632 -
Human Resources Manual 2. To facilitate the retention of employees subject to lay-off and the use of retraining where necessary to effect retention, the Department of Human Resources shall provide Departments, Boards and Agencies with reports of vacant positions. 3. Although Deputy Heads retain primary responsibility for identifying retraining or redeployment opportunities for affected employees, the Department of Human Resources shall provide support to both employees and Departments, Boards and Agencies to minimize as much as possible the need for lay-off. This includes: a. identifying alternative employment in the Territorial Public Service for which an affected employee may be qualified; b. with the assistance of Department, Board or Agency management, identifying affected employees who may become qualified for vacant positions through retraining; c. with the assistance of Department, Board or Agency management, identifying suitable retraining programs to provide employees with skills required for redeployment; d. identifying affected employees who are or may become qualified for an unreduced pension during the lay-off with the assistance of the Department, Board or Agency; e. providing assistance to Departments, Boards or Agencies in designing on-the-job training programs; f. providing assistance to employees in identifying their own skills; and g. providing assistance to employees in resume writing and preparation for interviews. 4. Employees subject to lay-off shall be advised of vacancies in their own Department, Board or Agency and elsewhere in the Territorial Public Service. 5. All retraining costs associated with redeploying staff outside the Department, Board or Agency initiating the lay-off(s) shall be paid from the Staff Development and Retraining Fund administered by the DHR. 6. When an employee accepts a position at a lower salary than his/her current salary, he/she shall retain his/her current salary and shall be entitled to all negotiated pay increases he/she was entitled to previous to reassignment for a period of one year from the start of the new position. 7. An employee whose position will be deleted, and where continued employment in the Territorial Public Service would require the employee to be retrained, may choose to exercise a lay-off option rather than continuing employment in the Territorial Public Service. 8. The Department of Human Resources shall maintain Staff Retention Policy information for reporting purposes. 9. The Department of Human Resources shall report lay-off statistics on an annual basis to the Legislative Assembly. Where a Department, Board or Agency has used lay-off, a report shall be compiled containing the following information: a. the number of positions that were affected by lay-offs; b. the number of affected employees; c. the number of employees that were laid-off; d. the community or communities affected by deletion of positions and/or lay-off; e. the reasons that positions were deleted or reorganized; f. the number of affected employees who chose to exercise a lay-off option, rather than seeking retraining and/or alternative employment in the Territorial Public Service;
- 633 -
1602 - Staff Retention Policy g. the retraining and redeployment options that were identified; and h. confirmation that all reasonable options that would have allowed for the employees to be retained in the Territorial Public Service were explored.
Procedures
0. When a Deputy Head determines that positions are to be deleted, he/she identifies potential affected employees. 1. The Deputy Head, in conjunction with the Department of Human Resources, shall develop a strategy aimed at retention of employees and designed to mitigate the impact of deletion of positions. The strategy shall: a. set out a plan to minimize as much as possible the need for lay-off; b. identify vacant positions and retraining opportunities within the Department, Board or Agency and elsewhere in the Territorial Public Service; c. identify employees who are prepared to participate in retraining programs; d. identify employees who are eligible to retire with an unreduced pension as a result of a pending lay-off. e. identify transfer assignment or secondment opportunities that may be available to affected employees; and f. include a plan to provide assistance to affected employees in identifying alternative employment and retraining needs and opportunities. 2. The Minister responsible for the Department, Board or Agency shall approve the strategy. 3. When it is determined that positions may be deleted, Department, Board or Agency management shall, as soon as possible thereafter, meet with the employees who may be affected. If any employees belong to the Union of Northern Workers (UNW), a representative from the UNW is invited to participate. The employee(s) are advised of the time frame in which the positions will be deleted or reorganized. 4. Immediately after affected employees are provided with notice of lay-off, the Deputy Head shall provide the President of the UNW with written notice of any lay-offs of employees who are members of the UNW bargaining unit. This notice must include the names, positions and locations of the employees to be laid-off and the reason(s) for lay-off. 5. The Minister responsible for the Department, Board or Agency initiating lay-off(s) shall advise Members of the Legislative Assembly who have constituents who are affected employees of pending lay-offs and the work location of those employees.

Public service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off
- 634 -
Human Resources Manual Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602c, Severance Priority Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1602f, Retraining Last Updated: May 2009 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602/default.htm
- 635 -
1602a - Identifying Affected Employees
1602a - Identifying Affected Employees

Introduction
1. The Government of the Northwest Territories (GNWT) is committed to the retention of staff, and shall only resort to lay-offs when the need to reduce positions has been identified. In cases where employees are to be laid-off, the GNWT shall provide ample notice of lay-offs, and may provide affected employees with assistance in gaining meaningful employment or furthering their education.
Application
1. In conjunction with the Staff Retention Policy, these guidelines, procedures and definitions apply to all Territorial Public Service employees except casual employees, employees in the NWT Teachers Association and employees of the NWT Power Corporation.
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Reasonable Job Offer means an offer of indeterminate employment within the Territorial Public Service, normally at a pay level equal to or greater than the employees current level. Where practicable, a reasonable job offer shall be within the employees community of residence . For term employees, a reasonable job offer is an offer of employment in a term position equivalent in length to the remainder of the employee's current term appointment. 3. Staffing Priority List is a record of individuals who receive hiring priority status for a specified period of time over all other candidates. This list includes affected employees, laid-off employees and employees who have given written notice they are not willing to transfer with their position to another community. 4. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 5. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months. 6. Voluntary Separation occurs when: a. an employees position has been transferred to another community and the employee chooses not to transfer with the position; or b. an employees employment is terminated and his/her position is filled by an affected or laid-off employee who is on the staffing priority list.
- 636 -
Guidelines
1. Where there are both indeterminate and term employees in positions of the same occupational nature and level, term employees will be laid-off first. 2. In cases where there are a number of similar positions and only some are to be eliminated, standard selection procedures and Affirmative Action staffing guidelines will be applied as between or amongst those candidates. Incumbents will be ranked by affirmative action status, and within that status, by merit. If all other factors are equal, length of service will be a determining factor. 3. Every employee subject to lay-off shall be granted reasonable leave with pay, during the lay-off notice period, for the purpose of being interviewed or examined by prospective employers within the Territorial Public Service. Employees shall also be granted reasonable leave with pay for any time required for travel to meet with these prospective employers. 4. An employee who is to be laid-off shall be granted, upon request, any earned but unused annual leave before his/her employment is terminated due to lay-off. The use of annual leave will not change their lay-off date.
Procedures
1. The Deputy Head of a Department, Board or Agency identifies the need to reduce positions. This is done through a formal mechanism such as reorganization, the business planning process, or a program review. 2. Specific positions within the organization are identified for reduction/elimination. 3. The Department of Human Resources helps Departments, Boards and Agencies identify which positions have incumbents. 4. The Department, Board or Agency, in conjunction with DHR, looks for possible internal placements within the Department, Board or Agency that may be suitable for employees in affected positions. 5. Supervisors, with assistance from the Department of Human Resources if necessary, arrange individual meetings with employees occupying positions identified for reduction/elimination. Meetings will be conducted according to the following provisions: a. if the meeting involves an employee who is a member of the Union of Northern Workers (UNW), the UNW will be notified and a union representative will have the right to be present; b. excluded or management employees may have someone with them if they wish; c. at the meeting, the employee is informed of his/her affected employee status and is given a copy of the Staff Retention Policy handout which explains the process and options; d. the employee receives a letter which clarifies his/her affected employee status; e. the employee is told that he/she can seek information from the Department of Human Resources; and f. a meeting time for a second meeting, to be held within the next week, between the employee, the supervisor and the Department of Human Resources is arranged by the Human Resources representative within 48 hours.
- 637 -
1602a - Identifying Affected Employees 6. At the second meeting, the supervisor and the Department of Human Resources representative work with the employee (and a UNW representative or other supportive person if the employee wants) to identify: a. areas of interest; b. limitations for employee (e.g. restrictions on location); and c. opportunities (e.g. training/education not being used in current job). 7. The Department of Human Resources helps the employee prepare or gather: a. a current resume; b. current performance appraisal (if no formal appraisal on file, can be a performance letter from current supervisor); and c. an interest/aptitudes summary. 8. As soon as it is determined that there are no placement options in the home Department, Board or Agency for an affected employee, the employees supervisor, in conjunction with the Department of Human Resources, prepares a retention plan, which outlines the specific activities to assist each affected employee. This should include: a. identification of vacant positions and retraining options; b. potential Voluntary Separation placements; and c. skills and interests of the affected employee. 9. The Deputy Head forwards the retention plan to the Minister responsible for the Department, Board or Agency for approval. 10. Once Ministerial approval is given, the Deputy Head provides the Department of Human Resources with a copy of the signed plan. The affected employee identified in the plan receives GNWT-wide priority and is placed on the staffing priority list by the DHR . 11. The maximum time that should elapse from the time the employee learns that they are affected to the active consideration of placement options outside his/her home Department, Board or Agency should be no more than eight weeks.

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Article 18.05(b), Leave When Employment Terminates Excluded Employees Handbook Lay-off
- 638 -
Human Resources Manual Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602b, Placing Affected Employees Section 1602c, Severance Priority Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1602f, Retraining
Last Updated: March 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602a/default.htm
- 639 -
1602b - Placing Affected Employees
1602b - Placing Affected Employees

Introduction
1. Where positions will be deleted because of a change in Department, Board or Agency structure, responsibilities or functions, every reasonable effort shall be made to retain employees by placing them in vacant positions in the Territorial Public Service for which they are qualified or for which they can become qualified through retraining.
Application
1. In conjunction with the Staff Retention Policy, these guidelines, procedures and definitions apply to all Territorial Public Service employees except casual employees, employees in the NWT Teachers Association and employees of the NWT Power Corporation.
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organization changes. 2. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 3. Reasonable Job Offer means an offer of indeterminate employment within the Territorial Public Service, normally at a pay level equal to or greater than the employees current level. Where practicable, a reasonable job offer shall be within the employees community of residence . For term employees, a reasonable job offer is an offer of employment in a term position equivalent in length to the remainder of the employee's current term appointment. 4. Staffing Priority List is a record of individuals who receive hiring priority status for a specified period of time over all other candidates. This list includes affected employees, laid-off employees and employees who have given written notice they are not willing to transfer with their position to another community. 5. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months. 6. Voluntary Separation occurs when: a. an employees position has been transferred to another community and the employee chooses not to transfer with the position; or b. an employees employment is terminated and his/her position is filled by an affected or laid-off employee who is on the staffing priority list.
- 640 -
Guidelines
1. The Employer shall make every attempt to provide a reasonable job offer to affected employees and employees served with notice of lay-off. This includes the consideration of appointment to positions occupied by employees who have applied for Voluntary Separation. 2. If a reasonable job offer is made to an affected employee and he/she turns it down, the employee is considered to have tendered his/her resignation effective the end of the lay-off notice period and receives no further staffing priority. The employee will not be eligible for lay-off severance entitlements. 3. If an alternate placement has not been identified after eight weeks, the procedures for lay-off should take effect.
Procedures
1. The first obligation of the Department, Board or Agency, after identifying affected employees, is to find a new placement within the Department, Board or Agency for these employees. If that is not possible, efforts are made to find new placements within the Territorial Public Service. The Department of Human Resources shall help Departments, Boards and Agencies with identification of possible placements. 2. When a Department, Board or Agency has a vacant position that it intends to fill, any affected employees within the Department, Board or Agency are given first consideration for the position. 3. If an affected employee is interested in a specific vacancy within their Department, Board or Agency, the Department of Human Resources and the positions supervisor conduct an interview with the employee. Interviews will only be held with affected employees from within the Department, Board or Agency. 4. If it is determined through the interview that the employee is qualified or could be qualified with one year or less of retraining, the employee is appointed to the position. If more than one affected employee from within the Department, Board or Agency is interviewed, the position is awarded to the most qualified and suitable individual, taking into consideration the Affirmative Action Policy. 5. Deputy Heads are required to identify vacant positions the Department, Board or Agency intends to fill and notify the Department of Human Resources as soon as possible. Internal efforts to place affected Department, Board or Agency employees in these positions should be identified. Information to be provided should include the following: a. the job title and location (division and community); b. the pay level; c. brief description of scope; d. a brief description of qualifications; and e. a job description when requested. 6. The staffing priority list is circulated within the Department of Human Resources, to the Director of Management and Recruitment Services and all Client Services managers , on a weekly basis. The staffing priority list must be reviewed before any position is staffed. 7. Prior to initiating a competition for any vacant position, Department of Human Resources staff must identify individuals on the staffing priority list who have the necessary qualifications for the position, or could have the necessary qualifications with one years training or less. These individuals are advised of the employment opportunity by the Department of Human Resources and are given two working days to apply. If an individual on the staffing
- 641 -
Public Service Act priority list does not apply at this stage, it does not preclude them from applying with staffing priority on any eventual competition for the same position. 8. In an individual on the staffing priority list applies, the Department of Human Resources representative and the positions supervisor conduct an interview with the employee. Interviews will only be held with individuals with staffing priority status. 9. If it is determined through the interview that the individual is qualified, or could be with one year or less of retraining, the individual is appointed to the position. If more than one person with staffing priority status is interviewed, the position is awarded to the most qualified and suitable individual, taking into consideration the Affirmative Action Policy.

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602c, Severance Priority Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1602f, Retraining
Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602b/default.htm
- 642 -
1602c - Severance Priority
1602c - Severance Priority

Introduction
1. Employees of the Territorial Public Service subject to lay-off after at least one year of continuous employment are eligible for severance entitlements. Entitlement options include Separation Assistance, Severance Priority and Education Assistance.
Application
1. In conjunction with the Staff Retention Policy, these guidelines, procedures and definitions apply to all Territorial Public Service employees except casual employees, employees in the Northwest Territories (NWT) Teachers Association and employees of the NWT Power Corporation.
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 3. Staffing Priority List is a record of individuals who receive hiring priority status for a specified period of time over all other candidates. This list includes affected employees, laid-off employees and employees who have given written notice they are not willing to transfer with their position to another community. 4. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months. 5. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the GNWT; b. prior service within the Public Service of the Government of Canada if the employee was hired or transferred from the Public Service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the GNWT; c. prior service with the municipalities and hamlets of the Northwest Territories if the employee was hired or transferred within three months; d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off and employment in the position to which the
- 644 -
Human Resources Manual employee is re-appointed shall constitute continuous employment if the lay-off was after April 1, 1970; e. where an employee other than a casual employee ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation, and is re-employed within a period of three months, his/her periods of employment for purposes of severance pay shall be considered as continuous service in the Public Service; and f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose calculating severance pay for the employee involved, except where the period of such leave is less than three months.
Guidelines
1. Employees identified for lay-off who have not obtained another position in the Territorial Public Service may elect to receive Severance Priority. 2. Severance Priority provides severance of two weeks pay for the first complete year of continuous employment, two weeks pay for the second complete year of continuous employment and one week pay for each succeeding complete year of continuous employment, to a maximum of 28 weeks of pay. 3. For the purposes of this policy, pay means base wages and does not include other allowances and benefits. 4. Where the employee is being laid-off for a second or subsequent time, the amount of severance will be calculated on complete years of continuous service less any period in respect of which the employee was granted severance pay. 5. An amount payable as Severance Priority for a term employee cannot exceed an amount equal to the pay that employee would have received for the remainder of the term. 6. An employee who chooses Severance Priority will have staffing priority status for 18 months from the last day of the lay-off notice period. Where a laid-off employee accepts an appointment that is not indeterminate, the employee shall continue to be provided staffing priority status for the length of the appointment plus three months. At no time shall the length of the priority status be less than 18 months. 7. Pay in lieu of the lay-off notice period includes allowances, in addition to base wages, whereas Severance Priority is based on base wages only. 8. Severance Priority replaces all other severance payments.
Procedures
1. Information on the Severance Priority amount is provided to the employee in the notice of lay-off letter. 2. An employee who wishes to elect for Severance Priority must advise his/her supervisor and the Department of Human Resources of his/her intention to do so prior to the end of the lay-off notice period. 3. The supervisor, in conjunction with the Department of Human Resources, prepares and delivers a letter to the employee confirming the Severance Priority option. 4. The employee accepts the Severance Priority option by signing the confirmation letter and returning the signed letter to his/her supervisor. The supervisor relays the letter to the Department of Human Resources.
- 645 -
1602c - Severance Priority 5. The Department of Human Resources arranges with the employee for the appropriate payments to be made. 6. If the employee returns to Territorial Public Service employment while still receiving bi-weekly Severance Priority payments, the bi-weekly payments will be replaced by an immediate cash payout for the remaining amount of Severance Priority payment.

1. Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1602f, Retraining Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602c/default.htm
- 646 -
1602d - Voluntary Separation
1602d - Voluntary Separation

Introduction
1. Employees may be eligible for severance pay if they choose to terminate their employment when their position is moved to another community, or if they to choose to terminate their employment to create a vacancy which will be staffed by an employee who has been or will be laid-off.
Application
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Staffing Priority List is a record of individuals who receive hiring priority status for a specified period of time over all other candidates. This list includes affected employees, laid-off employees and employees who have given written notice they are not willing to transfer with their position to another community. 3. Separation Notice Period means the period of time, not less than 13 weeks, commencing when an employee whose position will be transferred to another community receives written notice his/her position is being transferred, and ending on the day the positions transfer becomes effective. 4. Reasonable Job Offer means an offer of indeterminate employment within the Territorial Public Service, normally at a pay level equal to or greater than the employees current level. Where practicable, a reasonable job offer shall be within the employees community of residence. For term employees, a reasonable job offer is an offer of employment in a term position equivalent in length to the remainder of the employee's current term appointment. 5. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the Government of the Northwest Territories (GNWT); b. prior service within the Public service of the Government of Canada if the employee was hired or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the GNWT; c. prior service with the municipalities and hamlets of the Northwest Territories if the employee was hired or transferred within three months;
- 648 -
Human Resources Manual d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off and employment in the position to which the employee is re-appointed shall constitute continuous employment if the lay-off was after April 1, 1970; e. where an employee other than a casual employee ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation, and is re-employed within a period of three months, his/her periods of employment for purposes of severance pay shall be considered as continuous service in the public service; and f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose calculating severance pay for the employee involved, except where the period of such leave is less than three months. 6. Voluntary Separation occurs when: a. an employees position has been transferred to another community and the employee chooses not to transfer with the position; or b. an employees employment is terminated and his/her position is filled by an affected or laid-off employee who is on the staffing priority list.
Guidelines
1. Voluntary Separation severance pay for a term employee cannot exceed an amount equal to the pay the employee would have received for the remainder of the term. 2. Voluntary Separation severance pay is calculated as follows: Completed Years of Continous Employment 1 2 3-4 5-6 7-8 9-10 11-12 13-14 15-plus Weeks of Pay at Regular Rate of Pay 15 16 17 18 19 22 25 28 30
1. An employee may receive Voluntary Separation severance pay in a lump sum or on a bi-weekly basis to extend employment. 2. If an employee returns to Territorial Public Service employment while still receiving bi-weekly Voluntary Separation payments, the bi-weekly payments shall be replaced by an immediate cash payout for the remaining amount of Voluntary Separation payment.
Procedures
Voluntary Separation - Position is Transferred
- 649 -
1602d - Voluntary Separation 1. The Deputy Head identifies the position(s) that will be transferred to the other community or communities. 2. The Department of Human Resources shall help Departments, Boards and Agencies identify which positions have incumbents. 3. The Deputy Head notifies employees whose positions will be transferred in writing of the effective date of the transfer of positions. The timing of the written notification is at the discretion of the Deputy Head, but must be at least 13 weeks prior to the date of transfer. 4. An employee whose position is being transferred is required to notify his/her Deputy Head in writing if he/she is not prepared to transfer with the position. 5. The Deputy Head provides the Department of Human Resources with a copy of the employees notification and the employee is placed on the staffing priority list until the end of the separation notice period. 6. The Deputy Head makes every reasonable effort to place the employee in vacant positions for which he/she is qualified within his/her own Department, Board or Agency. 7. Employees who are not appointed to another position during the separation notice period are considered to have terminated under Voluntary Separation at the end of the separation notice period. 8. If an employee refuses a reasonable job offer, the employee will be considered to have resigned at the end of the separation notice period and is ineligible for assistance under the Voluntary Separation provisions. Voluntary Separation Employee Creates a Vacancy 1. If an employee wishes to create a vacancy for an affected or laid-off employee who is on the staffing priority list, the employee applies in writing to his/her Deputy Head to terminate employment so an employee on the staffing priority list may fill his/her position. 2. The Deputy Head consults with the Department of Human Resources to ensure Voluntary Separation applies. 3. The Deputy Head approves or denies the application. If approved, the applicant forwards the approved application and current job description to the Department of Human Resources. 4. The Department of Human Resources notifies affected or laid-off employees on the staffing priority list of the position. Employees are given the opportunity to express interest in the position and, if qualified, to be interviewed. 5. If a qualified and suitable employee on the staffing priority list is identified, the applicant for Voluntary Separation is advised in writing that employment will terminate under Voluntary Separation on a mutually agreeable date. 6. If a suitable employee on the staffing priority list cannot be identified for the position, the application will be held on the Voluntary Separation list for up to six months or a shorter period of time as preferred by the applicant. 7. An employee is only considered to have terminated under Voluntary Separation when the termination creates a suitable vacancy for an employee who has been or will be laid-off.
- 650 -

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602c, Severance Priority Section 1602e, Staffing Priority Section 1602f, Retraining Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602d/default.htm
- 651 -
1602e - Staffing Priority
1602e - Staffing Priority

Introduction
1. Territorial Public Service employees terminating their employment due to lay-off or the transfer of their position to another community shall be given priority for staffing over other candidates for vacant positions within the Territorial Public Service.
Application
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 3. Staffing Priority List is a record of individuals who receive hiring priority status for a specified period of time over all other candidates. This list includes affected employees, laid-off employees and employees who have given written notice they are not willing to transfer with their position to another community. 4. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months. 5. Separation Notice Period means the period of time, not less than 13 weeks, commencing when an employee whose position will be transferred to another community receives written notice his/her position is being transferred, and ending on the day the positions transfer becomes effective.
Guidelines
1. Indeterminate Territorial Public Service employees whose positions will be eliminated or transferred to another community are provided with written notice of affected employee status by their Deputy Head. In the case of term employees, every effort is made to continue employment for the remainder of their term. 2. Deputy Heads are responsible for ensuring that affected employees are considered for all vacant positions within their Departments, Boards or Agencies as described in Placing Affected
- 652 -
Human Resources Manual Employees (Human Resource Manual, Section 1602b) before advertising vacancies as open competitions. 3. Subject to these guidelines, an indeterminate employee whose position is being transferred to another community or who is identified as affected with no alternate placement in his/her home Department, Board or Agency will have staffing priority status. Such employees shall have priority for staffing over all other potential candidates for all vacancies in the Territorial Public Service.
Procedures
1. An indeterminate, affected employee is eligible for staffing priority status upon determination that there is no suitable alternate placement within his/her home Department, Board or Agency until the end of the lay-off notice period. 2. An indeterminate employee whose position is being transferred to another community is eligible for staffing priority status, effective the date the employee refuses the transfer in writing, until the end of the separation notice period. 3. Term employees whose positions are to be transferred to another community or who are identified as affected employees are eligible for staffing priority status to the end of their term provided no suitable, alternate term placement is found within their home Department, Board or Agency. 4. Term employees identified for lay-off may compete for positions under the standard open competition process, but are only given priority for term positions equivalent in duration to their current term. 5. Where a competition is held and two or more individuals with staffing priority status apply for the position, standard selection procedures and Affirmative Action staffing guidelines will be applied as between or amongst those candidates. 6. When a competition is held, qualified applicants who have staffing priority status are interviewed and considered before any other candidates. 7. If only one individual with staffing priority is qualified for the position, that individual is interviewed and employment testing is conducted as necessary. If that individual is determined to be suitable, a job offer is made. 8. Individuals who are given staffing priority status after the closing date for a competition may submit their application on that competition up to the point where a job offer is made. Applicants in this situation will be strongly encouraged to make the application as soon as possible to avoid disrupting the staffing process. 9. The appointment of a laid-off employee to a position whose incumbent is a member of the Union of Northern Workers (UNW) may only be appealed by other laid-off employees who have applied on the same position. 10. Corporate Human Resource Services shall provide the UNW, on a semi-annual basis, with the names of those employees on the staffing priority list occupying positions whose incumbents are members of the UNW.

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW
- 653 -
1602e - Staffing Priority Article 32, Severance Pay Article 33, Lay-Off Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1602f, Retraining Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602e/default.htm
- 654 -
1602f - Retraining
1602f - Retraining
Introduction
1. Where positions will be deleted because of a change in Department, Board or Agency structure, responsibilities or functions, every reasonable effort shall be made to retain employees by placing them in vacant positions in the Territorial Public Service for which they are qualified or for which they can become qualified through retraining.
Application
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 3. Staffing Priority List is a record of individuals who receive hiring priority status for a specified period of time over all other candidates. This list includes affected employees, laid-off employees and employees who have given written notice they are not willing to transfer with their position to another community. 4. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the GNWT; b. prior service within the public service of the Government of Canada if the employee was hired or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the GNWT; c. prior service with the municipalities and hamlets of the Northwest Territories if the employee was hired or transferred within three months; d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off and employment in the position to which the employee is re-appointed shall constitute continuous employment if the lay-off was after April 1, 1970; e. where an employee other than a casual employee ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation,
- 656 -
Human Resources Manual and is re-employed within a period of three months, his/her periods of employment for purposes of severance pay shall be considered as continuous service in the public service; and f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose calculating severance pay for the employee involved, except where the period of such leave is less than three months. 5. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months.
Guidelines
1. Employees who receive written notice of affected employee status may be eligible for a retraining opportunity prior to their lay-off date if: a. the employee has three years of continuous employment; b. no other employee identified for lay-off qualifies for the position and the employee may, with retraining, become qualified for the target position; and, c. the employee and the Employer agree that the retraining can be completed within 12 consecutive months. 2. Retraining consists primarily of on-the-job training but may include short-term courses at an educational institution or other forms of training. 3. If there is more than one affected employee who is interested in and who could qualify for the vacant position with retraining, a competition, limited to these employees, is held in accordance with the staffing priority guidelines. 4. If the employing Department, Board or Agency determines that an employee may, with training, become able to fill a specific position, a retraining opportunity shall be offered to that employee. 5. Retraining shall take place in the employees home community when possible. 6. An employee must perform satisfactorily to continue with the retraining plan. 7. If it is determined during the retraining period that an employee will not successfully complete the training program, the Deputy Head immediately provides a written notice of lay-off to the employee. The employees lay-off notice period shall commence upon receipt of the notice, and shall last no less than three months. 8. An employee may participate in only one retraining opportunity per lay-off/affected employee notice. When it is determined that an employee undergoing retraining will not successfully complete the training program and is served with written notice of lay-off, they are not eligible for another retraining option.
Procedures
1. The supervisor in the employing Department, Board or Agency, with assistance from the Department of Human Resources if necessary, develops a retraining plan that may include on-the-job training, courses taken at the job site and/or courses taken at an educational institution. 2. The Deputy Head approves the retraining plan before it is implemented.
- 657 -
1602f - Retraining 3. An employee undertaking retraining is paid at his/her current rate of pay and will receive increments as they become due. 4. Where retraining is undertaken for a position in the home Department, Board or Agency, the home Department, Board or Agency pays all authorized retraining costs. 5. Retraining costs include, but are not limited to, tuition, travel and relocation expenses. All costs must be approved prior to the training period. 6. Some retraining costs associated with redeploying staff outside of the home Department, Board or Agency shall be paid from the Staff Development and Retraining Fund. The Staff Development and Retraining fund will pay for the following: a. travel, tuition and books in the amounts defined under the GNWTs Student Financial Assistance program; and b. up to $10,000 in wages to provide additional staff support to allow the supervisor to focus additional time and energy on retraining the employee. 7. If the salary for the position is at a lower level than the employees original salary, present incumbent only (PIO) provisions as per the Union of Northern Workers Collective Agreement or the Excluded Employees Handbook would apply for the one-year retraining period. Upon successful completion of the retraining program, the employee is appointed to the target position at the salary classified for that position.

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602d, Voluntary Separation Section 1602e, Staffing Priority
- 658 -
Human Resources Manual Section 1602f, Retraining Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602f/default.htm
- 659 -
1602g - Education Assistance
1602g - Education Assistance

Introduction
Application
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 3. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months. 4. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the GNWT; b. prior service within the public service of the Government of Canada if the employee was hired or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the Government of the Northwest Territories (GNWT); c. prior service with the municipalities and hamlets of the Northwest Territories if the employee was hired or transferred within three months; d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off and employment in the position to which the employee is re-appointed shall constitute continuous employment if the lay-off was after April 1, 1970; e. where an employee other than a casual employee ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation, and is re-employed within a period of three months, his/her periods of
- 660 -
Human Resources Manual employment for purposes of severance pay shall be considered as continuous service in the public service; and f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose calculating severance pay for the employee involved, except where the period of such leave is less than three months. 5. Full-Time Basis means a former employee on Education Assistance is taking and passing five full university or college courses per semester. In exceptional circumstances, and with Deputy Head approval, Education Assistance may be granted to a former employee taking as few as three classes.
Guidelines
1. Employees identified for lay-off after at least three years of continuous service and who have not obtained another position in the Territorial Public Service may elect for Education Assistance. 2. Education Assistance provides an employee with 80% of his/her current salary for a period of up to 12 months after lay-off to upgrade formal education, provided that the employee is studying on a full-time basis and the coursework is related to positions in the GNWT . 3. The Department, Board or Agency from which the employee was laid-off pays the full cost of Education Assistance. 4. An employee who is granted Education Assistance terminates employment from the Territorial Public Service and is not guaranteed re-employment. In addition, the employee is not entitled to staffing priority status after choosing Education Assistance. 5. If necessary, Education Assistance may be paid out over a term longer than 12 months to permit the laid-off employee to attend a program that exceeds 12 months of instruction; however, the total amount paid out cannot exceed 80% of 12 months salary. 6. Education Assistance may be deferred for a period of up to a year after the notification of lay-off is received by the employee to allow the laid-off employee to gain entrance to an educational institution. 7. Education Assistance replaces any other severance payments.
Procedures
1. Prior to the end of the lay-off notice period, an employee who wishes to take the Education Assistance option advises the Department of Human Resources of the proposed program of studies. 2. When the employee applies for admission to the educational institution they must forward a copy of the application to the Department of Human Resources. When received, the employee must forward confirmation of acceptance to the Department of Human Resources. 3. The employees supervisor, with assistance from the Department of Human Resources if necessary, prepares a letter confirming the option choice. The letter also outlines the following conditions of Education Assistance: a. the employing Department, Board or Agency shall pay 80% of the laid-off employees salary upon termination for the length of the education program for a period of up to 12 months; b. the laid-off employee is obligated to submit transcripts and maintain satisfactory performance during the course of study;
- 661 -
1602g - Education Assistance c. failure to maintain satisfactory performance is just cause for the Department, Board or Agency to terminate the agreement; and, d. the laid-off employee is no longer eligible for other lay-off options.

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1602f, Retraining Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602g/default.htm
- 662 -
1602h - Separation Assistance
1602h - Separation Assistance

Introduction
Application
Definitions
1. Affected Employee is an employee who has been notified by his/her Department, Board or Agency that his/her position is being eliminated as a result of a reorganization, business plans or other formal organizational changes. 2. Lay-Off is the termination of employment because of lack of work or because of the discontinuance of a function where the terminated employee is suitable for continued employment in the Territorial Public Service. Lay-off does not include termination of employment because of a transfer of the work or function to another employer where the employee is offered employment with the new employer. 3. Lay-Off Notice Period means the period of time, usually 13 weeks, commencing when an affected employee receives a written notice of lay-off and ending on the day lay-off becomes effective. Under no circumstances shall the lay-off notice period be less than three months. 4. Continuous Service and Continuous Employment includes: a. uninterrupted employment with the Government of the Northwest Territories (GNWT); b. prior service within the public service of the Government of Canada if the employee was hired or transferred from the public service within three months of terminating employment. This does not apply when a function of the Government of Canada is transferred to the GNWT; c. prior service with the municipalities and hamlets of the Northwest Territories if the employee was hired or transferred within three months; d. where an employee is re-appointed after being laid-off, employment in the position held at the time of lay-off and employment in the position to which the employee is re-appointed shall constitute continuous employment if the lay-off was after April 1, 1970; e. where an employee other than a casual employee ceases to be employed for a reason other than dismissal, abandonment of position or rejection on probation,
- 664 -
Human Resources Manual and is re-employed within a period of three months, his/her periods of employment for purposes of severance pay shall be considered as continuous service in the public service; and f. leave without pay granted for relocation of spouse shall be deducted from the calculation of continuous employment for the purpose calculating severance pay for the employee involved, except where the period of such leave is less than three months.
Guidelines
1. Employees identified for lay-off who have not obtained another position in the Territorial Public Service may elect for Separation Assistance. 2. Separation Assistance provides for a severance payment of two weeks pay per year of continuous employment for the first 10 complete years and three weeks of pay for each succeeding complete year of continuous employment, to a maximum of 65 weeks pay. 3. For the purposes of this policy, pay means base wages and does not include other allowances and benefits. 4. Where the employee is being laid-off for a second or subsequent time, the amount of the severance will be calculated on complete years of continuous service less any period in respect of which the employee was granted severance pay. 5. An employee identified for lay-off can choose to receive Separation Assistance in one of three ways: a. in bi-weekly payments to extend continuous service; b. in annual instalments; or c. in a lump sum. 6. Where an employee has chosen the bi-weekly payments, continuous service is extended by the time required to pay out severance pay, as calculated above. 7. Where an employee has chosen the annual instalments, the payments are scheduled as follows: a. an initial payment not to exceed the lesser of: i. an amount equal to one month pay for each month remaining in the current fiscal year; or ii. the balance owing, as determined by the formula; and b. a second payment on April 1 of the following fiscal year, if necessary, equal to the lesser of: i. one full year salary; or ii. the balance owing, as determined by the formula; and c. a final payment on April 1 of the following fiscal year, if necessary, for the remaining balance. 8. Separation Assistance for a term employee cannot exceed an amount equal to the pay the employee would have received for the remainder of the term. 9. Separation Assistance replaces any other severance payments.
- 665 -
Public Service Act
Procedures
1. Information on Separation Assistance is provided to the employee in the notice of lay-off letter. 2. An employee who wishes to elect for Separation Assistance must advise his/her supervisor and the Department of Human Resources of his/her intention to do so prior to the end of the lay-off notice period. 3. The supervisor, in conjunction with the Department of Human Resources , prepares a letter to the employee confirming the Separation Assistance option. 4. The employee accepts the Separation Assistance option by signing the confirmation letter and returning the signed letter to the supervisor. The supervisor relays the letter to the Department of Human Resources. 5. The Department of Human Resources arranges with the employee for the appropriate payments to be made. 6. If the employee returns to Territorial Public Service employment while still receiving bi-weekly Separation Assistance payments, the bi-weekly payments will be replaced by an immediate cash payout for the remaining amount of Separation Assistance payment.

Public Service Act Section 27, Lay-Offs Main Collective Agreement with the UNW Article 32, Severance Pay Article 33, Lay-Off Excluded Employees Handbook Lay-off Senior Managers Handbook Lay-off Human Resource Manual Section 1602, Staff Retention Policy Section 1602a, Identifying Affected Employees Section 1602b, Placing Affected Employees Section 1602d, Voluntary Separation Section 1602e, Staffing Priority Section 1502f, Retraining
- 666 -
Human Resources Manual Last Updated: February 2008 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1602h/default.htm
- 667 -
1603 - Abandonment of Position
1603 - Abandonment of Position

Attachments Introduction
1. Where an employee is absent from duty without leave for a period of one week or more, a Deputy Head may declare the employee to have abandoned the position. The position then becomes vacant and the individual ceases to be an employee of the public service.
Application
Definitions
1. Abandonment of Position is termination of an individual's employment where the individual has failed to report for duty for a period of one week and does not intend to return to duty.
Guidelines
1. An employee who is declared to have abandoned a position is not entitled to severance pay. Since abandonment of position constitutes misconduct for superannuation purposes, any superannuation benefit other than a return of contributions requires approval by the Treasury Board of Canada.
Procedures
1. When an employee is absent from duty without leave, the supervisor makes every reasonable effort to contact the employee to determine the reason for the absence and to establish the employee's intent with respect to returning to duty. 2. The supervisor documents all attempts to contact the employee. Attempts must include telephoning the employee, contacting a spouse or relative, visiting the employee at home and sending the employee a double registered letter requesting an immediate response. 3. If the supervisor is successful in contacting the employee, the supervisor specifies to the employee a date for return to duty. Upon return to duty, the employee is disciplined for the absence. If the employee fails to return to work on the date specified, a request for declaration of abandonment of position is prepared. 4. A request for declaration of abandonment of position is sent to the employee's Deputy Head by the supervisor. This request must be accompanied by supporting documentation which includes the name of the employee, the position title and number, attendance records showing the period of the employee's absence without leave and a summary of the attempts made to contact the employee. 5. Upon determining that declaration of abandonment of position is appropriate, the Deputy Head consults with the Labour Relations & Compensation Division and advises the employee in writing that he or she is declared to have abandoned his or her position. The employer makes every reasonable attempt to hand-deliver this written notice to the employee without undue delay (sample format for written notice1). A copy of this letter is placed on the employee's personnel file. A copy is also faxed
- 668 -
Human Resources Manual or hand-delivered to the appropriate Department of Human Resources office as soon as possible so that appropriate pay action is taken.

Public Service Act Section 26, Abandonment Last Updated: July 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1603/default.htm
1. http://www.hr.gov.nt.ca/policy/hrm/1600%20-%20Termination%20of%20Employment/1603/documents/AbandonmentWrittenNotice.pdf
- 669 -
1604 - Medical Termination

Introduction
1. The Government may terminate an employee who is unable to fulfill obligations under the employment relationship due to illness.
Application
Definitions
1. Medical Termination is a non-disciplinary termination of employment. A medical termination is considered when an employee is unable to do the job because of illness and it is unlikely that the employee will sufficiently recover to return to duty in the near future. 2. Prognosis is a physician's statement outlining the long-term expectations regarding an employee's medical condition. The prognosis does not state or describe the employee's medical condition. It indicates if and when the employee may be able to report for duty and what tasks the employee may be able to perform.
Guidelines
1. A medical termination is not disciplinary in nature. 2. The employee shall be paid severance pay equal to the product obtained by multiplying his/her weekly rate of pay on termination of employment by the number of completed years of his/her continuous employment to a maximum of thirty (30), less any period of continuous employment in respect of which severance pay was previously granted. 3. For teachers, severance upon medical termination is paid at the same rate as severance upon resignation. 4. A medical termination does not affect an employee's disability benefits as long as the employee has applied for the benefits prior to termination. 5. Sick leave is approved for employees when appropriate. It is not necessary to allow an employee to liquidate all sick leave prior to medical termination. 6. The basis of a medical termination is a prognosis of the employee's condition. The employer is expected to accommodate absenteeism due to illness in most cases. A medical termination is appropriate only where the absences are extensive and likely to be of long duration. 7. A medical termination is appropriate in cases where an Employee has been off duty due to illness for an extensive period of time (over a year) and is unable to carry out the duties of the position. Medical termination may be actioned earlier if the prognosis shows that the employee is unlikely ever to return to duty. 8. After being on sick leave from a position for two months or more, the employee is deemed to be the incumbent of another equivalent position. The employee's position may then be filled. However, the department or agency is committed to provide employment if and when the employee returns from
- 670 -
Human Resources Manual sick leave. Under Section 37 of the Public Service Act, an employee returning from extended sick leave where the employee's position has been filled may be directly appointed to another equivalent position in the department, provided the returning employee is qualified for that equivalent position. The department must ensure that arrangements are made for the employee's return. If the department does not have a position, it should make arrangements for one in another department. 9. Care needs to be taken in all medical termination cases to ensure that there is no discrimination against an employee due to disability.
Procedures
1. When an employee requests an extended period of sick leave (either with or without pay), the employee's Deputy Head writes to the employee to ask for a prognosis on the employee's condition. This is needed so the department or agency can make appropriate staffing decisions. A time limit of two to four weeks is provided for the employee to provide this information. A copy of the employee's job description is provided to the physician making the prognosis. 2. If a prognosis is not provided by the employee or is incomplete, the Deputy Head asks for it again and advises the employee that refusal to provide it may be deemed insubordination. 3. The information provided is used to guide the department or agency in its dealings with the employee. 4. If the prognosis does not specify a definite return to duty date or if it states that the employee's medical condition makes it impossible for the employee to return to the position in the near future, medical termination may be considered. Advice on specific cases may be requested from the Department of Human Resources. 5. If the prognosis states that the employee can return soon, every effort is made to accommodate the employee. 6. If the prognosis indicates the employee can return but cannot do all the duties of the position, efforts are made to accommodate this through a transfer, reduction in hours, special office equipment, etc. 7. If an employee refuses to provide a prognosis, medical termination may still be an option. This should be discussed with the Department of Human Resources.
Proceeding with Medical Termination

1. The department, board or agency discusses the situation with the employee and advises the employee that medical termination is being recommended. The employee is given the opportunity to apply for disability insurance or Workers' Compensation benefits, if applicable. The employee is advised to consider other options such as medical retirement. 2. The employee's supervisor recommends medical termination to the Deputy Head. 3. The Deputy Head writes to the employee to advise of the recommendation for termination. The employee is given the opportunity to present information to refute the recommendation. 4. The Deputy Head considers any information the employee provides. If medical termination is determined to be appropriate, the Deputy Head consults with the Department of Human Resources and the Deputy Head advises the employee that the medical termination is being actioned. 5. The letter of termination should be faxed or hand-delivered to the appropriate Department of Human Resources office so that appropriate pay action can be taken. A copy is placed on the employee's personnel file.
- 671 -

Public Service Act Sections 33,37 Last Updated: January 2004 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1604/default.htm
- 672 -
1605 - Resignation
1605 - Resignation
Introduction
1. To assist departments in fulfilling operational requirements, employees must provide at least two weeks notice, in writing, of their resignation or in the case of health care workers resigning from the Employer or transferring within the Public Service, 28 calendar days.
Application
Definitions
1. Resignation is the voluntary termination of employment by the employee. 2. Health Care Workers for the purpose of notice of terminations includes: graduate nurses, registered nurses, certified nursing assistants, operating room technicians, and nursing orderlies.
Guidelines
1. An employee is hired for an indeterminate period, unless stated otherwise in the letter of offer. 2. Employees, except teachers and health care workers, resign by giving two weeks notice in writing. 3. Teachers resigning effective the last day of the academic year are required to provide written notice of this intent no later than sixty (60) calendar days before the last day of the academic year. 4. A teacher who resigns after the specified dates may not receive removal benefits unless an exception is made. 5. An employee may ask to withdraw a resignation by writing to the Deputy Head. A Deputy Head approves a withdrawal only if it is before the effective date of the resignation and there has not been another person selected for or appointed to the position. An excluded employee or a Union of Northern Workers bargaining unit employee has 24 hours from the time of resignation to withdraw the resignation. 6. A written resignation may be accepted by an employee's immediate supervisor on behalf of the Minister of Human Resources. The resignation is accepted in writing. If the employee is upset, the supervisor should ask the employee to think the matter over carefully. 7. The employee's letter of resignation and a copy of the acceptance must be sent to the appropriate Department of Human Resources office. A copy of each is placed on the employee's personnel file.

Public Service Act Section 23, Tenure of Office Section 24, Duration of Appointments Section 25, Resignation
- 674 -
Human Resources Manual Public Service Regulations Section 3, Appointment Main Collective Agreement with the UNW Article 52.01, Resignation Collective Agreement with NWTTA Article 19.16, Resignation Managers' Handbook Resignation Excluded Employees' Handbook Termination Last Updated: July 2002 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1605/default.htm
- 675 -
1606 - Retirement
1606 - Retirement
Introduction
1. The Government assists employees in planning for retirement from the public service of the NWT.
Application
Definitions
1. Retirement is termination of employment with eligibility to receive an immediate annuity under the Public Service Superannuation Act.
Guidelines
1. Employees have the primary responsibility for planning their retirement. 2. The Government has qualified staff available to provide pension estimates and benefits information to employees. 3. An employee who is retiring may be eligible for severance leave. Severance pay may be converted to an equivalent period of leave with pay (retiring or severance leave). Superannuation and other deductions are made during this period.
Procedures
1. Employees may request retirement information from the Department of Human Resources. 2. When requested, the Department of Human Resources provides pension estimates. The Department of Human Resources explains retirement benefits available under the Public Service Superannuation Act and from the Government. 3. The Department of Human Resources directs the employee to other sources of retirement benefits and information such as Canada Pension Plan and Old Age Security.

Main Collective Agreement with the UNW Article 32.05, Resignation, Retirement and Death Termination for Health Reasons Collective Agreement with the NWTTA Article 18.04, Termination Memorandum of Understanding, Termination Managers' Handbook Severance Pay, Retirement/Termination for Health Reasons
- 676 -
Human Resources Manual Excluded Employees' Handbook Severance Pay, Retirement/Termination for Health Reasons Last Updated: September 1999 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1606/default.htm
- 677 -
1607 - Death in Service
1607 - Death in Service

Introduction
1. The Government makes every effort to deal with terminations due to death as quickly and compassionately as possible.
Application
Guidelines All Employees

1. When an employee dies, all advanced but unearned leave is forgiven. 2. Severance is paid to the deceased employee's estate. 3. Payment is made for salary and benefits earned up to and including the date of death. 4. Ultimate removal applies to the dependants of deceased employees. One hundred percent (100%) removal is provided to any destination in Canada. Costs for the shipping of the body are included. 5. Pension and insurance benefits are paid to the beneficiary or estate according to the provisions of each benefit.
Union of Northern Workers (UNW) Bargaining Unit Employees

1. For employees in the UNW bargaining unit on strength as at September 1, 1995, severance is calculated as the weekly rate of pay, multiplied by the number of years of service to a maximum of 30 years of service less the number of years of service for which severance was previously paid.
Managers and Excluded Employees

1. For managers and excluded employees taken on strength on or after January 1, 1995 with ten or more years of continuous service, severance is calculated as the weekly rate of pay, multiplied by the number of years of service less the number of years of service for which severance was previously paid, to a maximum of 26 years of service, divided by two. For managers and excluded employees on strength as at December 31, 1994, severance is calculated as the weekly rate of pay, multiplied by the number of years of service to a maximum of 30 years of service less the number of years of service for which severance was previously paid.
Teachers
1. For employees in the NWT Teachers' Association bargaining unit taken on strength after September 1, 1994 with ten or more years of continuous service, severance is calculated as twice the daily rate of pay, multiplied by the number of years of service to a maximum of 26 years of service, less the - 678 -
Human Resources Manual number of years of service for which severance was paid. For teachers on strength as at September 1, 1994, severance is calculated as five times the daily rate of pay, multiplied by the number of years of service to a maximum of 30 years of service, less the number of years of service for which severance was previously paid.
Procedures
1. When notified of the death of an employee, the Department of Human Resources contacts the spouse or dependants listed. 2. The Department of Human Resources coordinates all final documentation with the deceased employee's department. 3. The Department of Human Resources makes arrangements for the payment of severance, insurance benefits and superannuation.

Collective Agreement with the UNW Article 32, Death Collective Agreement with the NWTTA Article 18.04, Termination Memorandum of Understanding, Termination Managers' Handbook Severance Pay, Death Excluded Employees' Handbook Severance Pay, Death Last Updated: January 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1607/default.htm
- 679 -
1608a - Priority Staffing
1608a - Priority Staffing

Introduction
1. Priority staffing privileges exist for employees that have been identified for lay-off.
Application
1. These guidelines and procedures apply to all Government indeterminate teachers in the NWT Teachers' Association (NWTTA) that have officially been notified by their Deputy Head that their positions have been eliminated.
Guidelines
1. During the 45 calendar day notice period, Deputy Heads are responsible for ensuring that affected employees are considered for all vacant positions within their Board first and other Boards second before requesting a position be opened to competition. Following the expiration of the notice period, the onus to identify career opportunities reverts to the displaced worker. 2. Term employees who are identified for lay-off may compete for positions under the standard competition process. 3. An employee is eligible for priority staffing effective the date of lay-off as indicated in their lay-off letter from the Deputy Head. 4. A comparable vacancy which occurs in the following year, will be offered to any teacher who has been laid off and is still unemployed. The teacher must be qualified for the position. It is the responsibility of the laid off teacher to become aware of a vacant position and to submit an application for it. 5. Standard selection interview procedures and affirmative action staffing guidelines apply to competitions involving employees on the priority staffing list.
Procedures
1. The Department of Education, Culture & Employment maintains a priority staffing list of all employees who are given lay-off notices and the positions attained. Education, Culture & Employment updates and distributes this list to all Deputy Heads in the most expeditious manner and sends copies to both Labour Relations and Compensation and the NWTTA. 2. Deputy Heads request a skills and interest inventory from affected employees. The skills inventory should include the type of position being sought, location, re-location preferences, teaching specialization and any teaching preferences. The Deputy Head provides the inventories to other Boards, again in the most expeditious manner, in an attempt to locate alternate employment during the 45 calendar day notice period. 3. When a competition is held, qualified applicants on the lay-off priority staffing list receive priority consideration and are interviewed before other candidates. 4. If only one employee from the priority list is qualified, that employee is interviewed. 5. If an employee is determined to be suitable, a job offer is made.
- 680 -
Human Resources Manual 6. An employee has 72 hours to accept a reasonable job offer. If declined, the employee waives their right to priority status and are considered to have resigned at the end of the notice period. 7. Where it is not possible to offer a position to an employee on the priority staffing list due to unsuitability, other candidates are considered. Last Updated: May 1997 Online Edition URI: http://www.hr.gov.nt.ca/policy/hrm/1600 - Termination of Employment/1608a/default.htm
- 681 -

HR Manual

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HR Manual

Uploaded by

Copyright:

Available Formats

Human Resources Manual

About the Print Edition of the HRM

0000 - Code of Conduct

0001 - Creation and Maintenance

0001 - Creation and Maintenance

About this section

001a - Oath of Office and Secrecy

001a - Oath of Office and Secrecy

Authorities and References

001b - Code of Conduct - General

001b - Code of Conduct - General

Authorities and References

001c - Conflict of Interest - Outside Employment

001c - Conflict of Interest - Outside Employment

Authorities and References

001d - Conflict of Interest - Political Activity

001d - Conflict of Interest - Political Activity

Authorities and References

001e - Government Vehicle Use

001e - Government Vehicle Use

Human Resources Manual

Authorities and References

001f - Vehicle Use - Energy Consumption

001f - Vehicle Use - Energy Consumption

Authorities and References

0100 - Hiring Process

100 - Introduction and Statement of Intent

100 - Introduction and Statement of Intent

Authorities and References

101 - Affirmative Action Policy

101 - Affirmative Action Policy

Human Resources Manual 8.

101 - Affirmative Action Policy

Authorities and References

102 - Initiating A Competition

102 - Initiating A Competition

102 - Initiating A Competition

Authorities and References

102a - Limited Competitions

102a - Limited Competitions

Authorities and References

102a - Limited Competitions

102b - Eligibility Lists

102b - Eligibility Lists

103 - Selection Committees

103 - Selection Committees

Authorities and References

104 - Preparing the Screening Criteria

104 - Preparing the Screening Criteria

Authorities and References

105 - Preparing the Job Advertisement

105 - Preparing the Job Advertisement

Authorities and References

Human Resources Manual

Published Northern Advertising

Published Southern Advertising

Authorities and References

107 - Acknowledging Applications

107 - Acknowledging Applications

108 - Interview Questions and Assignments

108 - Interview Questions and Assignments

Authorities and References