Standards for Canadian organizations

2020 Edition

Workforce Development and Support Services (CA-WDS) 2: Personnel

Program personnel have the competency and support needed to provide services and meet the needs of job seekers.

Interpretation

Competency can be demonstrated through education, training, or experience. Support can be provided through supervision or other learning activities to improve understanding or skill development in specific areas.
2020 Edition

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Purpose

Job seekers who receive workforce development, support, and financial asset building services achieve increased economic self-sufficiency.
1
All elements or requirements outlined in the standard are evident in practice, as indicated by full implementation of the practices outlined in the Practice Standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the Practice Standards; e.g.,  
  • With some exceptions, staff (direct service providers, supervisors, and program managers) possess the required qualifications, including education, experience, training, skills, temperament, etc., but the integrity of the service is not compromised; or
  • Supervisors provide additional support and oversight, as needed, to the few staff without the listed qualifications; or 
  • Most staff who do not meet educational requirements are seeking to obtain them; or 
  • With few exceptions, staff have received required training, including applicable specialized training; or
  • Training curricula are not fully developed or lack depth; or
  • Training documentation is consistently maintained and kept up-to-date with some exceptions; or
  • A substantial number of supervisors meet the requirements of the standard, and the organization provides training and/or consultation to improve competencies when needed; or
  • With few exceptions, caseload sizes are consistently maintained as required by the standards or as required by internal policy when caseload has not been set by a standard; or
  • Workloads are such that staff can effectively accomplish their assigned tasks and provide quality services and are adjusted as necessary; or
  • Specialized services are obtained as required by the standards.
3
Practice requires significant improvement, as noted in the ratings for the Practice Standards.  Service quality or program functioning may be compromised; e.g.,
  • A significant number of staff (direct service providers, supervisors, and program managers) do not possess the required qualifications, including education, experience, training, skills, temperament, etc.; and as a result, the integrity of the service may be compromised; or
  • Job descriptions typically do not reflect the requirements of the standards, and/or hiring practices do not document efforts to hire staff with required qualifications when vacancies occur; or 
  • Supervisors do not typically provide additional support and oversight to staff without the listed qualifications; or
  • A significant number of staff have not received required training, including applicable specialized training; or
  • Training documentation is poorly maintained; or
  • A significant number of supervisors do not meet the requirements of the standard, and the organization makes little effort to provide training and/or consultation to improve competencies; or
  • There are numerous instances where caseload sizes exceed the standards' requirements or the requirements of internal policy when a caseload size is not set by the standard; or
  • Workloads are excessive, and the integrity of the service may be compromised; or 
  • Specialized staff are typically not retained as required and/or many do not possess the required qualifications; or
  • Specialized services are infrequently obtained as required by the standards.
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the Practice Standards.
Self-Study EvidenceOn-Site EvidenceOn-Site Activities
  • Table of contents of training curricula
  • Procedures or other documentation relevant to continuity of care and case assignment
  • Sample job descriptions from across relevant job categories
  • Coverage schedule for previous six months documenting availability of supervisors for consultation at all times services are provided
  • Documentation tracking staff completion of required trainings and/or competencies
  • Training curricula
  • Caseload size requirements set by  policy, regulation, or contract, when applicable
  • Documentation of current caseload size per worker, when applicable
  • Interviews may include:
    1. Program director
    2. Relevant personnel
  • Review personnel files

CA-WDS 2.01

Supervisors qualified by a bachelor’s degree, or equivalent training and experience, are available to provide case consultation at all times services are provided.

CA-WDS 2.02

All direct service personnel are trained on, or demonstrate competency in:
  1. identifying support networks of family, friends, and community resources;
  2. screening topics relevant to the identified service population;
  3. adult learning principles and the diversity of workforce development approaches;
  4. working with youth to explore career opportunities, when applicable; and
  5. common barriers to employment.

CA-WDS 2.03

Direct service personnel who provide financial asset-building services are trained on, or demonstrate competency in:
  1. counselling individuals on any local or provincial asset limitation regulations and their implications for continued receipt of public assistance;
  2. identifying local programs that provide assistance and incentives for financial asset building; and
  3. overcoming obstacles to asset building for immigrants, refugees, and migrant or seasonal workers, including predatory lending.
NA The organization does not provide financial asset-building services.
Examples: Obstacles to asset building for immigrants, refugees, and migrant or seasonal workers can include a lack of appropriate documentation or identification; difficulty understanding local banking, mortgage, and business systems; and prejudice among employers, local businesses, and citizens.

CA-WDS 2.04

The organization minimizes the number of workers assigned to job seekers over the course of their contact with the organization by:
  1. assigning a worker at intake or early in the contact; and
  2. avoiding the arbitrary or indiscriminate reassignment of direct service personnel.

CA-WDS 2.05

Employee workloads support the achievement of client outcomes and are regularly reviewed.
Examples: Factors that may be considered when determining employee workloads include, but are not limited to:
  1. the qualifications, competencies, and experience of the worker including level of supervision needed;
  2. the work and time required to accomplish assigned tasks and job responsibilities; and
  3. service volume, accounting for assessed level of needs of persons served.