Thank you for the question.
Specifically, from a culture perspective—I mentioned this earlier when I was answering the question on business processes—we always set forth the requirements and the policy direction at the Treasury Board, of course. We had 30-plus systems across the government, so there was a fragmentation of culture in terms of that policy being implemented in different departments under different deputy heads.
What we're working on right now is the standardization of those processes. It's a significant undertaking. We started this a couple of years ago. This is the upstream—the Auditor General just mentioned the upstream. This is the culture change that happens between a supervisor and their employees. It starts right there for most pay actions. We are working across the Government of Canada to standardize those processes so that when they move to Dayforce, they're not moving as 30 different processes. They're moving as one process and, in parallel, also working on training.
The training is in two parts. There's training on the actual software, which my colleague Kim and her deputy are accounting for. Deputy Bogden and I are working on the content of that training. How do departments address the different HR processes based on HR policies? This is where culture comes in—in multiple forms. There is the business process standardization but also how we manage the change happening in each department. Change can be through training, but it can also be through the readiness of each department. How does each department get ready for these changes and processes while also getting the different groups in their HR department...? It's also about working with managers, because every manager plays a significant role in the upstream process before employees get paid by the pay centre.