The problem with respect to pay processing officers and professionals is a fairly complex one, because it is linked to classifications and specific rules. So, these are systemic issues for the employer.
As regards recruitment initiatives per se, we are working with the Public Service Human Resources Management Agency of Canada on what we call group recruitment. That is what we did to recruit experts in human resources. In that context, we identified certain characteristics that reflect the type of expertise required for pay processing. That is what we are doing with the departments and with the Agency.
In practice, we have learned that it is important to involve departments very early on, so that they agree on the process and can then select someone whose name is on the list. It is important for them to believe that if they select someone whose name is on the list, they will be satisfied, since that candidate meets and even exceeds the basic requirements.
We have had some success with that practice in the HR sector for PEs. Indeed, more than 100 candidates were appointed across a number of departments through that process.
A significant investment was needed in the initial period, but the system is much more reliable and easier to sustain over the long term. For every community, if we can call on pay processing specialists or FIs in this way, we can develop specific strategies to deal with the current situation.
Having said that, I would like to make one comment about something that is not part of my responsibilities. It has to do with policies, rules, and I don't know how many hundreds of conditions. As long as that has not been resolved, process automation will be somewhat hindered by that whole reality.