Audit of Human Resources Succession Planning: Scientific and Technical Community (AU1503)
TABLE OF CONTENTS
- EXECUTIVE SUMMARY
- INTRODUCTION
- FINDINGS AND RECOMMENDATIONS
- APPENDIX A – AUDIT CRITERIA
- APPENDIX B – HUMAN RESOURCE STATISTICS
EXECUTIVE SUMMARY
INTRODUCTION
As a science-based Department, a significant portion of Natural Resources Canada (NRCan)’s projects and programs require employees with specialized scientific and technical skills in order to effectively deliver on its mandate. Specifically, the Scientific and Technical (S&T) community within Natural Resources Canada represents approximately 46% of the Department’s workforce; and approximately 44% of research scientists will be eligible to retire in the next five years.
Considering the specialized knowledge and skills required for these positions, attracting and retaining personnel with the required scientific and technical skills is a challenge. This challenge is compounded by factors such as a competitive employment market and labour shortages in specific science and technical capacities within certain regional locations. As such, strong human resource planning aligned with talent management priorities is an important component of business planning and is essential to enable the Department to deliver on its scientific mandate.
Planning and managing succession is considered a critical sub-component of the broader integrated human resources and business planning processes. It enables an organization to identify areas of vulnerability where key competency gaps exist and help focus efforts to proactively address future staffing needs. Succession planning involves an integrated, systematic approach to identify, develop and retain/recruit talent for key positions and areas in line with current and projected business objectives. This approach ensures that the organization is able to adapt as positions become vacant and maintain continuity of its business operations to achieve its objectives.
All science-based organizations in the public service are facing similar challenges in this area. In March 2015 the Clerk of the Privy Council indicated her support for the Deputy Minister Science and Technology Committee’s key priorities, which included the development of a government-wide approach to improve scientific talent management. Within this context and aligned with the collaborative principles of BluePrint 2020, there are various ongoing government-wide efforts working towards modernizing HR government systems. Specific to science-based departments the “One HR for Government Science” vision is a senior level collaborative effort amongst various science-based departments to move from separate HR infrastructures towards a more formal, structured and agile ‘whole of government’ approach to HR.
As part of their responsibilities under the Public Service Employment Act, Deputy Heads are required to identify the current and future human resources needs to deliver on organizational requirements through effective human resource planning. The process involves securing the right people, building a supportive work environment and developing the capacity to ensure the organization's success.
Within NRCan, each Sector is responsible for preparing and implementing their respective succession plans as part of their overall human resource management planning activities. The Corporate Management and Services Sector (CMSS) supports succession planning in the Sectors by providing strategic and functional leadership, as well as advice related to human resource activities.
The objective of the audit was to provide reasonable assurance on succession planning activities completed to mitigate risks related to the continuity of NRCan's S&T workforce.
STRENGTHS
The audit found that an effective governance framework is in place for succession planning to support the alignment of succession planning with resources and priorities. The first departmental exercise to identify key positions for the purpose of succession planning was completed in 2014-15, and Sectors are making progress towards developing recruitment and retention strategies for these positions. The Department also actively participates in the “One HR for Government Science” initiative to address common human resource management challenges and risks facing science-based departments.
AREAS FOR IMPROVEMENT
The audit identified opportunities for Sectors to develop recruitment and retention strategies for key and critical positions and invite Corporate Human Resources representatives to regularly attend relevant Sector Management meetings related to human resources; and for Corporate Human Resources (HR) to provide additional information, guidance and support for succession planning activities.
INTERNAL AUDIT CONCLUSION AND OPINION
In my opinion, the Department has an effective governance framework in place for the monitoring and oversight of succession planning for its S&T workforce. Sectors have identified their key and critical positions, which is a necessary first step towards effective succession management. There are opportunities for improvement related to the provision of guidance, training and tools to Sectors, and availability of information to support the succession planning process for NRCan’s S&T community. In addition, the Audit Branch encourages the Department to continue its ongoing collaborations with other government departments towards strengthening and modernizing HR government systems.
STATEMENT OF CONFORMANCE
In my professional judgement as Chief Audit Executive, the audit conforms with the Internal Auditing Standards for the Government of Canada, as supported by the results of the Quality Assurance and Improvement Program.
Christian Asselin, CPA, CA, CMA, CFE
Chief Audit Executive
September 10, 2015
ACKNOWLEDGEMENTS
The audit team would like to thank those individuals who contributed to this project and, particularly employees who provided their insights and comments as part of this audit.
INTRODUCTION
As a science-based department, a significant portion of Natural Resources Canada (NRCan)’s projects and programs require employees with specialized scientific and technical skills in order to effectively deliver on its mandate. Specifically, the Scientific and Technical (S&T) community within Natural Resources Canada represents approximately 46% of the Department’s workforce; and approximately 44% of research scientists will be eligible to retire in the next five years.
Considering the specialized knowledge and skills required for these positions, attracting and retaining personnel with the required scientific and technical skills is a challenge. This challenge is compounded by factors such as a competitive employment market and labour shortages in specific science and technical capacities within certain regional locations. As such, strong human resource planning aligned with talent management priorities is an important component of the business planning essential to the Department’s ability to deliver on its scientific mandate.
Planning and managing succession is considered a critical sub-component of the broader integrated human resources and business planning process. It enables an organization to identify areas of vulnerability where key competency gaps exist and help focus efforts to proactively address future staffing needs. Succession planning involves an integrated, systematic approach to identify, develop and retain/recruit talent for key positions and areas in line with current and projected business objectives. This approach ensures that the organization is able to adapt as positions become vacant and maintain continuity of its business operations.
All science-based organizations in the public service are facing similar challenges in this area. In March 2015 the Clerk of the Privy Council indicated her support for the Deputy Minister Science and Technology Committee’s key priorities, which included the development of a government-wide approach to improve scientific talent management. Within this context and aligned with the collaborative principles of BluePrint 2020, there are various ongoing government-wide efforts working towards modernizing HR government systems. Specific to science-based departments the “One HR for Government Science” vision is a senior level collaborative effort amongst various science-based departments to move from separate HR infrastructures towards a more formal, structured and agile ‘whole of government’ approach to HR.
As part of their responsibilities under the Public Service Employment Act, Deputy Heads are required to identify the current and future human resources needs to deliver on organizational requirements through effective human resource planning. The process involves securing the right people, building a supportive work environment and developing the capacity to ensure the organization's success and a confident future for its workforce.
Within NRCan, each Sector is responsible for preparing and implementing their respective succession plans as part of their overall human resource management planning activities. This process may include identifying requisite knowledge, skills and capabilities for key positions; providing employees with opportunities for development; conducting performance reviews; and linking succession planning strategies to program and financial planning.
The Corporate Management and Services Sector (CMSS) supports succession planning in the Sectors by providing strategic and functional leadership, as well as advice associated with human resource activities. This includes activities such as the provision of guidance material, tools and templates; supporting Department-wide talent management and training activities; and other related activities/support to facilitate succession planning within NRCan.
The audit of succession planning for NRCan’s S&T community was initially launched in March 2014. Succession planning had been identified as an opportunity for improvement by the 2013-14 Management Accountability Framework (MAF) reporting exercise. In response to the MAF results, management began the roll-out of a department wide succession planning process in early 2014-2015. Considering the new department-wide initiative, management requested that the audit be delayed in order to provide assurance on the new succession planning process being implemented.
The audit of succession planning for NRCan’s S&T community was included in the Department’s 2014-2017 Risk-Based Audit Plan (RBAP).
AUDIT PURPOSE AND OBJECTIVES
The overall purpose of the audit was to provide reasonable assurance on succession planning activities completed to mitigate risks related to the continuity of NRCan's S&T community. Specifically, the audit sought to determine whether:
- The Department has effective governance structures and practices in place for the monitoring and oversight of succession planning for the S&T community.
- HR plans are developed and include succession plans that address the specific challenges inherent to the S&T community.
- Departmental guidance, training, information, and tools are available and communicated to support successful succession planning.
AUDIT CONSIDERATIONS
A risk-based approach was used in establishing the audit objective, scope and approach for this engagement. A summary of the key underlying risks that were taken into consideration are:
- The existence and implementation of effective governance structures and processes related to succession planning activities.
- The effectiveness of human resource planning processes, including succession plans, and their impact on the Department's ability to recruit and retain a workforce with the appropriate experience and skill-set to meet its objectives and mandate.
- Availability and communication of guidance, training, information, and tools to support the development and management of succession planning.
SCOPE
The audit focussed on HR and related succession planning processes that were in place during the 2013-14 fiscal year, along with actions taken to mitigate risks related to succession planning during the 2014-15 fiscal year.
Although overall HR and related succession planning practices were not excluded from the scope of the audit, the primary focus of the audit was on activities and processes related to HR and related succession planning for the S&T community.
The definition of the S&T Community used in the NRCan Environmental Scan for People Management 2013-14 was also used for the purpose of this audit. Refer to Appendix B for details.
APPROACH AND METHODOLOGY
The audit was conducted in accordance with the Treasury Board Policy on Internal Audit and Government of Canada Internal Audit Standards and entailed:
- Reviewing applicable policy instruments and business processes for the management of succession planning;
- Reviewing key documents and relevant background information;
- Conducting interviews with key personnel; and
- Analysis and testing of data utilized for human resources and succession planning.
The conduct phase of this audit was substantially completed in July 2015.
CRITERIA
Please refer to Appendix A for the detailed audit criteria. The criteria guided the audit fieldwork and formed the basis for the overall audit conclusion.
FINDINGS AND RECOMMENDATIONS
GOVERNANCE
Summary Finding
The Department has an effective governance structure in place for succession planning, with clearly defined and documented roles and responsibilities, and is supported by regularly reported information for decision making, to support the alignment of succession planning with resources and priorities. A joint-meeting was held between an executive level HR Committee and Science & Technology Committee earlier this year. The audit found this type of engagement to be a good practice and encourages the continued dialogue on succession planning for scientific positions, as well as other areas of overlap and relevance.
Supporting Observations
The audit sought to determine whether departmental succession planning is supported by sound, established governance processes. Such processes ensure there is clarity of roles, responsibilities, and accountabilities among stakeholders, and that appropriate committees exist to provide effective oversight of succession planning activities. The audit also sought to determine whether the Department leverages its involvement in interdepartmental committees. Collaboration within the Department and with other science-based Departments promotes the sharing of best practices and the development of common mitigation strategies to address shared HR challenges and risks, and reduce duplication of effort.
Governance and Oversight
The Executive Committee, a DM chaired committee which includes all Sector ADMs, sets the Department’s strategic direction, priorities and oversees coordination with portfolio agencies. It plays an integral oversight role with regards to talent management and succession planning to ensure delivery of the Department’s mandate. The Executive Committee is supported in setting the Department's strategic direction for Human Resource related matters by the Human Resource Renewal Committee (HRRC). The HRRC, an executive level committee with representation from all Sectors, is responsible for providing recommendations and strategic advice on people management issues with a focus on promoting a department-wide approach for Public Service and Human Resources Renewal. Furthermore, each S&T Sector has also established a Sector Human Resource Committee mandated to provide support and advice to their respective Sector Management Committees on HR management issues, including succession planning.
In September 2013, in response to the results of the MAF exercise identifying succession planning as an opportunity for improvement, the HRRC established a Succession Planning Task Force to engage Sectors in the development and implementation of a departmental approach for succession planning and management; previously Sectors had engaged in succession planning at different levels of the organization. A representative from each S&T Sector HR Committee participates in the Succession Planning Task Force. Sector representation on the Succession Planning Task Force is important for ensuring communication between Sectors and the corporate function. The Succession Planning Task Force reports regularly to the HRRC, which in turn reports to the Executive Committee on the status of succession planning activities.
Authority, accountability and roles and responsibilities of the various oversight committees are clearly defined and communicated through their respective Terms of Reference documents. The hierarchy of committees, as published on the Department’s Intranet, also supports clear authority and accountability.
Information for Decision-Making
Various performance measures related to succession planning are reported to required authority levels and factored into decision-making. Examples include Public Service Employee (PSE) Survey results and the annual MAF reporting on vacant key positions previously mentioned. In March 2015 the results of the first Department-wide key position identification analysis were documented and reported to the Executive Committee. The exercise identified 252 key/critical positions (6.6% of NRCan’s population as of March 31, 2014) of which 156 positions related to S&T. (Refer to Appendix B for definition of the S&T Community.)
Collaboration
As many S&T employees become eligible for retirement over the course of the next five years, it is important that the specific challenges of this group are considered in succession planning efforts. The Office of Chief Scientist and the Director General S&T Committee (DGSTC) have a key role to play in supporting succession planning efforts for NRCan’s S&T workforce by sharing best practices and promoting succession planning for the S&T community. The DGSTC is a committee that supports NRCan’s broader efforts related to implementation of the NRCan S&T Strategy including renewing S&T capacity. It is chaired by the Chief Scientist and composed of DGs and Directors nominated by the eight ADMs.
A joint-meeting was held between HRRC and DGSTC on January 9, 2015 to discuss HR issues related to the S&T community including: the proposed changes to the performance management application for the scientist community, the Postdoctoral Research Pilot Program, and the Policies on Adjunct Professorships and Emeritus Scientists. Considering the unique insight of the DGSTC regarding the scientific community, the audit found this type of engagement to be a good practice and encourages the continued dialogue between HRRC and the DGSTC on succession planning for scientific positions, as well as other areas of overlap and relevance.
As previously mentioned, the audit noted that NRCan faces similar human resource management risks as other science-based Federal Government Departments. In order to address these common issues, NRCan actively participates in an interdepartmental collaboration with other science-based departments called “One HR for Government Science”. The purpose of this collaboration is to identify common HR challenges for the S&T community and develop appropriate mitigation strategies. In February 2015 the group released the Concept Paper “One HR for Government Science” outlining the common HR challenges and proposed actions to effect change at three levels: legislation/policy, systems/procedures, and culture. The collaboration is still in early phases of implementation therefore there is an opportunity to continue working with the One HR for Government Science partners to develop common tools/strategies for common succession planning challenges inherent to the S&T Community.
SUCCESSION PLANNING AND MANAGEMENT
Summary Finding
The first department-wide succession planning exercise to identify key and critical positions was completed in 2014-15; and the Sectors are in the process of developing recruitment and retention strategies for these positions to ensure effective succession management. Opportunities for improvement were identified with regards to the guidance, procedures, tools, and availability of information on retirement eligibility for employees to support the succession planning activities.
Supporting Observations
The audit sought to determine whether departmental succession planning is documented and aligned with current and future strategic business needs, ultimately resulting in recruitment and retention strategies addressing specific challenges inherent to the S&T community. The audit also sought to determine the extent to which succession planning was supported by departmental guidance, training, information and tools. The role of central guidance is integral to ensuring a consistent well-defined approach to documented succession planning for the S&T Community that is aligned with strategic and business plans.
Human Resource Planning and Environmental Monitoring
The Sectors’ integrated business plans and risk profiles indicate their intended approach to incorporating human resource risks and opportunities with their business objectives. Workforce management, specifically the impacts of expected retirements and being able to attract the right scientific expertise, has been identified as a challenge within the context of business planning. The Sectors strive to address the challenges of recruiting and retaining people with the required specialized science skills acknowledged in their human resource planning, by considering NRCan’s current and future S&T human resources needs, as well as data on recent demographic trends produced through the Department’s environmental monitoring.
The Department monitors internal and external environments on a regular basis. Full environmental scans are performed by the Department every two years and published on its Intranet website. Corporate HR also provides Sectors with standardized reports on a quarterly basis that contain important demographic data used for succession planning, which is considered timely, accurate and relevant for succession planning. However, information considered necessary for succession planning, including retirement eligibility data and transfers of staff among Sectors within the Department, is no longer made available to the Sectors. The information on retirement eligibility is no longer accessible to federal government departments because pension data is now collected by the Pension Centre and subject to Privacy Act considerations. This impacts the Department’s ability to effectively forecast for succession planning.
Key Position Identification
In 2014-15, in response to the prior year’s MAF results which identified succession planning as an opportunity for improvement, a department-wide approach to succession planning was implemented for the first time. Previously Sectors had engaged in succession planning at different levels. In September 2014 Corporate HR provided all Sectors a standard template to use for the identification of key/critical positions. The broad definition used by NRCan for a key/critical position was taken from the Treasury Board Secretariat.
[The key positions are those that exert critical influence on the operational activities or the strategic objectives of the organization. Without this role the organization would be unable to deliver effectively on its business objectives.]
Definition adopted by Treasury Board Secretariat
The template consisted of one set of questions to be applied across the organization, when in practical application the needs of each Sector are quite varied. As a result, Sectors that had previously developed their own definitions and processes for identifying key positions received approval from the Corporate HR Function to use these results as their final numbers. Other Sectors began the exercise with the provided tool but further customized the tool as they proceeded, finding that it did not meet their needs.
Guidance and procedures on how to use the tool were limited to email exchanges and discussions at both the HRRC and Succession Planning Task Force meetings. Committee representatives would then relay the information to their respective Sector Management Teams. Formal training was not provided.
The audit found that, although all Sectors actively participated on department-wide committees, there is an opportunity for greater representation of Corporate HR at Sector specific human resource committee meetings. Such representation would enable human resource professionals to gain a deeper understanding of the Sector specific challenges and provide timely advice and guidance directly to Sector management teams. It should be noted that senior HR representatives recently began attending Sector Management Team meetings on a periodic basis, a valuable practice the audit believes should continue.
In February 2015 the final analysis of key/critical positions was presented to the Executive Committee. As mentioned previously this exercise identified a total of 252 positions as key/critical, including 156 key/critical S&T positions. The final analysis included a number of positions that had been identified by certain Sectors as key but not critical, due to ambiguity in differentiating between key and critical positions. The analysis also identified key/critical positions that had been vacant for more than a year without appearing to impact the organization’s ability to deliver on its business objectives; as Sectors redistributed work to manage these interim vacancies.
Overall, the implementation of a departmental process for the identification of key/critical positions was beneficial in encouraging a department-wide dialogue about succession planning.
HR Processes Supporting Succession Planning and Management
The identification of key/critical positions and capabilities is a necessary precursor for the development and implementation of succession and knowledge transfer plans including recruitment and retention strategies.
The key/critical position identification process was only recently completed in early 2015 and therefore the Department is in the early stages of refining specific succession and knowledge transfer plans including recruitment and retention strategies for these positions. Priority has been placed on developing strategies to address the vacant non-Executive positions that were identified as key/critical. Of the 24 key/critical vacant positions identified during the 2014-15 MAF exercise six were identified as vacant for 2015-16 MAF reporting at June 30, 2015; the other positions had been staffed and/or duties had been reassigned. Expectations are to fill all vacant key/critical positions by the end of summer 2015. Going forward it will be important that the Department establishes formal succession plans for all of the identified key/critical positions in order to minimize vacancies and therefore ensure continued delivery against its mandate.
To support the development and retention of employees for succession planning purposes, NRCan has developed a talent management approach, accessible by all employees on the departmental Wiki page. Talent management tools and policies to support natural progression to management have also been prepared specifically for members of the Research Scientist classification to strengthen the S&T community. For effective succession management; however, knowledge transfer and various strategies and tools to facilitate development opportunities must also be considered for effective planning and implementation. Within this context, the audit noted that NRCan does provide some guidance on recruitment procedures, such as non-advertised staffing processes and Interchange Canada, which is communicated to S&T managers through the departmental Wiki page and Intranet website.
RISK AND IMPACT
The absence of data and formal guidance supporting succession planning may impact the Department’s ability to fill vacant key/critical positions in a timely manner. Delays in filling vacant key/critical positions present a risk to the organization’s ability to effectively deliver on its business objectives.
RECOMMENDATIONS
- Sector Assistant Deputy Ministers (ADMs), in collaboration with the Director General Human Resources should continue to work towards effective succession management through the development and implementation of specific recruitment and retention strategies for identified key/critical positions.
- The Senior Director, Corporate Human Resources, in consultation with Sectors, should consider the ‘lessons learned’ from the first succession planning exercise; and provide formal guidance to Sectors to better enable the consistent identification of key/critical positions.
- Sector ADMs should request that a senior-level representative from Corporate HR attend the Sector’s human resource management committee meetings to ensure they are provided with ongoing timely advice, to facilitate sharing of best practices and to provide guidance regarding succession planning.
- The ADM, Corporate Management Services Sector, should find a mechanism that identifies employees’ eligibility for retirement to ensure Sectors can consider this data in developing strategies to facilitate transitions and succession management activities.
MANAGEMENT RESPONSE AND ACTION PLAN
Management agrees.
In response to recommendation 1, the Canadian Forest Service, Earth Sciences Sector, Innovation and Energy Technology Sector, and the Minerals and Metals Sector, will develop talent and succession management strategies for their key and critical positions by March 31, 2016. In addition the Science Sectors will work collaboratively through existing governance mechanisms such as the Human Resource Renewal Committee and the Science and Technology Board to assess future scientific expertise needs and develop a formal strategy to address the identified gaps by March 31, 2016.
Management agrees.
In response to recommendation 2, a lessons learned exercise is planned to occur in fall 2015, focusing on the definitions, processes and tools used to establish and confirm key/critical positions. The Senior Director, Corporate Human Resources will work with the Succession Planning task team to review the activities undertaken in 2014/15 and recommend, by February 29, 2016, changes to improve NRCan’s ability to establish key and critical positions through the lens of a consistent understanding of succession risks.
Management agrees.
In response to recommendation 3, the Canadian Forest Service, Earth Sciences Sector, Innovation and Energy Technology Sector, and the Minerals and Metals Sector, will ensure that a senior-level representative from Corporate Human Resources is formally invited to attend Sector’s respective human resource management committee meetings beginning in September 2015. In addition to providing timely advice this will also facilitate the horizontal sharing of practices between Sectors and ensure succession management is achieved through a collective and more coordinated department-wide approach.
Management agrees.
In response to recommendation 4, the Director General, Human Resources and Workplace Management Branch, will identify data sources that enable an approximation of employees’ retirement eligibility and report on such eligibility by sector and occupational group to support proactive succession planning. Completion by March 31, 2016.
APPENDIX A – AUDIT CRITERIA
The criteria were derived from the following sources widely recognized control models (e.g. Management Accountability Framework, CICA Criteria of Control – CoCo) and relevant policies, acts and legislation. Actual performance will be assessed against the audit criteria resulting in either a positive finding or the identification of an area of improvement.
The overall purpose of the audit is to provide reasonable assurance on succession planning activities completed to mitigate risks related to the continuity of NRCan's S&T community.
The following audit criteria were used to conduct the audit:
| Audit Sub-Objectives | Audit Criteria |
|---|---|
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1. The Department has effective governance structures and practices in place for the monitoring and oversight of succession planning for the S&T community. |
1.1 Oversight bodies are established at the appropriate levels of the organization to ensure alignment of succession planning with resources and priorities. |
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1.2 Authority, accountabilities, roles and responsibilities are clearly defined, and communicated. |
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1.3 Results of succession planning performance measurement are documented, reported to required authority levels and factored into decision-making. |
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1.4 The Department actively participates in inter-departmental committees to share practices and develop mitigation strategies with other science-based Departments that face similar HR challenges and risks. |
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2. HR plans are developed that include succession plans and related activities to address specific challenges inherent to the S&T community. |
2.1 HR planning associated with S&T succession planning is aligned with strategic and business plans. |
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2.2 HR plans are documented and include analysis of key positions, succession planning, and current and future resource and competency needs, including those for the S&T community. |
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2.3 Recruitment and retention strategies are established reflecting the needs and risks identified through environmental scans conducted. |
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2.4 The Department has in place a formal approach for talent management. |
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3. Departmental guidance, training, information and tools are available and communicated to support successful succession planning. |
3.1 Managers have access to sufficient tools, resources and information to support HR and succession planning processes. |
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3.2 Suitable policies and procedures, to support the development and management of human resources succession plans are established, maintained and communicated. |
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3.3 External and internal environments are monitored to identify risks that may preclude the achievement of its objectives and that may signal a need to re-evaluate the organization’s objectives, policies, and/or control environment with respect to succession planning. |
APPENDIX B – HUMAN RESOURCE STATISTICS
The following information has been prepared based on the NRCan Standardized Report on human resources as of March 31, 2014.
| Sector | Executive | Non-Executive & Non-S&T | Research Scientists (SERES, SEREM) | Applied Science and Patent Examination (BI, CH, FO, PC, SGSRE) | Architecture Engineering and Land Survey (AR, EN-ENG, EN-SUR) | Technical Services (EG, DD, EL, GT) | Total Number of S&T Positions | Total Number of Positions |
|---|---|---|---|---|---|---|---|---|
| Non S&T Positions | S&T Positions | |||||||
| ESS | 27 | 198 | 193 | 214 | 143 | 181 | 731 | 956 |
| CFS | 22 | 191 | 159 | 122 | 2 | 130 | 413 | 626 |
| IETS | 9 | 93 | 53 | 44 | 146 | 79 | 322 | 424 |
| MMS | 12 | 142 | 52 | 47 | 25 | 94 | 218 | 372 |
| ES | 21 | 345 | 0 | 11 | 38 | 1 | 50 | 416 |
| CMSS | 17 | 620 | 0 | 8 | 0 | 8 | 16 | 653 |
| SPI | 12 | 86 | 0 | 9 | 0 | 0 | 9 | 107 |
| Other | 27 | 216 | 0 | 0 | 1 | 0 | 1 | 244 |
| Total | 147 | 1,891 | 457 | 455 | 355 | 493 | 1760 | 3,798 |
Approximately 46% of NRCan’s human resources were allocated to the S&T community as of March 31, 2014.
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