Talent Management An Experience From The Public Sector Kenda MacFadyen A/Senior Consultant, HR Planning and Talent Management And Talent Management Advisor June 26, 2007
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Talent Management
An Experience From The Public Sector
Kenda MacFadyenA/Senior Consultant, HR Planning and Talent ManagementAnd Talent Management AdvisorJune 26, 2007
Our Strategy
To address our needs, an HR Planning andTalent Management unit was created in 2003…
…with its primary goal to provide a structured, corporate approach to succession managementfor all departments across government.
created tools, processes and programs
created a role dedicated to implementation
piloted process and tools in own department
currently using in other departments
Our challenges…
…are met through a flexible approach, adapting tools and processes as required to meet individual departments’ needs.
policy and process restrictions around secondments (BU), hiring, FTEs, etc.
perceptions around career opportunities and career paths (by both employees and managers)
changing the notion of development (i.e., development = training)
alignment of performance management and talent management (critical in determining “readiness” for implementation)
perceptions regarding “traditional” succession management
Our Philosophy
As we take active steps to build high performance and high involvement workenvironments in which decision-making is decentralized and leadership isdiffused throughout an empowered and diverse workforce, it is critical that weextend beyond the focus on management and leadership roles.
there are different types of talent and potential
an aging workforce and more competition for key talent means talent across the organization needs to be considered
critical positions are found at various levels in the organization—not just at the top
career development planning is important for all employees and is a key component of the performance management process
development activities can take many different forms
Our processes and tools are based on our philosophy:
a program or a project and it is not HR’s responsibility
integrated with all HR programs, especially with performance management, and it is an approach that is transparent and understoodby all employees
It is not… It is…
For us, talent management is more than“filling names in boxes”…
…it is a long-term HR strategy based on the humanresource and business plan requirements.
Stage 1 – Prepare
Stage 2 – Identify Talent
Stage 3 Manage Talent
–
Talent Management Defined: A deliberate and systematic effort to encourage individual advancement and ensure leadership continuity in key positions, including management, professional and technical specialist roles.
Our Successes
Plan the process
Develop action plans
Review the talent
ID critical positions
EducateComm-unicate
Gain support
Followup
Key Activities
Pilot with small department—60 people Phase 2 with Nova Scotia Environment and Labour, Department of Community Services Non-unionized and unionized employees First Professional Group – HR Community Mixed demographics
Implementations
Critical Success Factors
Commitment from senior leaders
HR capacity
Tools and training for career development planning
Strong project management planning
Communication and change management
Flexibility in approach
Integration with performance management and otherkey human resource systems
Our Future
Integration -- We have a lot of programs, processes, and tools already developed or under development…
…all of which help us to manage our talent.
Career Development PlanWorkshops for Managers & EmployeesSM Guide (process and tools)Talent Review (process and tools)Identifying Critical Roles (process and tools)HR Strategies for Professional Groups
Leadership Development Programs360 Competency Assessment and CoachingCorporate CalendarManager’s Guide for Developing PeopleGuide for Mentoring
StructureProcessesJob Design
Leadership and Employee Development
Succession Management
Organizational Design
Affirmative ActionRecruitment StrategiesTalent Pool
Diversity
Change Management Toolkit
Change Management
Knowledge RecoveryKnowledge TransferHR Processes & Practices
Knowledge Management
GuideTrainingLeadership Competencies
Performance Management
LeadershipEmployee
Corporate Orientation
AssessmentsLeadership CompetenciesExecutive RecruitmentManagement Training (process)
Recruitment/Selection
Source: Corporate Leadership Council
Best practice in talent management goes beyond identifyingand developing talent…
…it creates an organizational structure and environmentthat ensures the best utilization and deployment of talent.
A ttr a c t in g , d e v e lo p in g , a n dr e ta in in g th e b e s t ta le n t .
E s ta b lis h in g th e r ig h t o r g a n iz a t io n a lc ir c u m s ta n c e s to g e t m a x im u m R O Ifr o m o u r ta le n t .
O r g a n iz a t io n a l C a p a b il ityT a le n t M a n a g e m e n t
B u s in e s s P r io r it ie s
+= S tra te g ic T a le n t M a n a g e m e n t
Organizational CapabilityTalent Management
Business Priorities
Senior leaders modelcommitment to development
Cultural fit emphasized in the hiring andorientation processes
Development through significant business turnaroundopportunities and working on cross-functional teams with highamounts of decision-making authority
Frequent redefinition of executive roles andresponsibilities
A best practice approach to talentmanagement is to integrate diversetalent management activities suchas leadership development,recruiting, organizational strategy,Diversity, performance management, etc.
Tools that gather critical information to improve discussions about talent development, performance, and organizational impact
Performance systems and measures are in place to hold managers accountable fortalent management
Organizational CapabilityTalent Management
Business PrioritiesIn addition to integrated talent management—conducting talent reviews and managingthe organization’s talent-- a best practiceis to include an organizational capabilityreview where the leadership team assessesthe capability of the organization to supportbusiness priorities and utilize their talentwith the best ROI.
Targeted questions helpfocus attention on keyorganizational design andtalent utilization
Rating scores are used as a basis fordiscussion and action planning
Questions relate to the structure, the internalprocesses, and job design, to ensure that they alignwith the business priorities
There is also a focus on developing a talent mindset with themanagers—managers are expected to think broadly about the overalltalent environment
As a result of the capability review, managers are expected to present plans forimproving their organizations’ capabilities
