In May 1999, the Committee of Senior Officials (COSO) reviewed the state of Canada’s federal public service workforce. It recognized the substantial efforts to analyze and address human resource issues across the Government of Canada. It also recognized the clear need for leadership to achieve substantially more results — now.

In October 1999, three COSO Sub-Committees (Recruitment, Workplace Well-Being, and Learning and Development) began work to provide that leadership and ensure those results.

COSO gave the Recruitment Sub-Committee a multifaceted objective. It asked the Sub-Committee to develop a problem statement, a federal strategy, and a work plan to address recruitment needs, including departmental, functional community, and corporate components.

It assigned to the Sub-Committee the role of making recommendations to COSO regarding the present and future recruitment needs of departments, functional communities, and the Public Service as a whole, and to developing a strategic approach and work plan for addressing these needs.

COSO asked the Sub-Committee to ensure that the recommendations consider options for, among other things, the strategic use of recruitment, future government-wide recruitment campaigns, the preparation and review of departmental and functional community recruitment plans, the role of regional councils and other non-headquarters perspectives in recruitment activities, the integration of recruitment activities with the broader program integrity exercise, and the improvement of representativeness through recruitment.

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