Tm Framework Final en 1

TALENT MANAGEMENT FRAMEWORK

Executive Summary

Prepared by

PS Renewal SectionStrategic Human Resources Management DirectorateHuman Resources Branch

Framework for Talent Managementat Industry Canada

Background

The topic of talent management is enjoying unprecedented popularity among executives and managers. In the Public Service of Canada, an ageing workforce coupled with a

reduced supply of knowledge workers and labour generally, has intensified the emphasis on Renewal through finding and

retaining top talent.

Accordingly, “talent management” has become an omnipresent catchphrase for efforts related to how organizations interact

with their employees and develop and deploy human resources. Its meaning has been stretched and conflated to fit

a vast array of circumstances. This is why a common understanding of the concept and a framework for addressing

specific organizational needs within the context of Industry Canada’s People Management Strategy for Renewal and

Results is essential.

The Approach

The Public Service Renewal Section (Strategic Human Resources Management directorate) in the Human Resources

Branch (HRB) has analyzed seven key components of employees’ job cycles. This document offers a preliminary

selection of talent management initiatives, divided by component; that our clients may choose to apply to increase

their success in attracting, developing, managing and retaining talent.

Although the Talent Management (TM) components have natural divisions, many of the initiatives will have an impact in two or more component areas. The initiatives either complement or enhance existing practices at Industry Canada, and for many we have already prepared detailed descriptions and scoping documents.

Next Steps

Talent management initiatives to be offered by HRB must be aligned with client requirements. The following groups will be consulted: Management Committee, Strategic HR Management Committee, Regional Executive Directors, Industry Canada Managers’ Network, and HRB’s various client service groups.

According to client demand, HRB will prepare a simple short-list menu of initiatives for sector clients to choose what Talent Management initiative(s) they will adopt and implement in 2009-2010. HRB will offer to support to clients in the form of advice, planning tools and products that will enable managers to actively manage and develop their employees.

The long-term goal is that the implementation of specific talent management initiatives will be included in the annual Performance Agreements of individual directors.

De-boardingExit Questionnaire

Exit InterviewCorporate Knowledge

TransferDe-boarding KitAlumni Program

Retaining EmployeesThought Leadership

Recognition WallOrganizational Health Survey

Cultural Awareness GuideCorporate Compass

Sessions

Planning for Succession

Talent Gap ReviewsHIPO Advancement PlanExecutive Projects Plan

Mentorship Initiative

Managing PerformanceContinuous Appraisals

360 FeedbackBest Practices

Career Monitoring

Developing EmployeesJob Shadowing

Comprehensive Learning Plan

Extra Mile IncentivesTalent Development

On-boardingOrientation Package

Starting GateOrientation Session

Manager’s GuideEmployee Profile Directory

Finding TalentStudent Scouting

Bridgeable Student DatabaseExecutive RecruitingMid-career RecruitingClient Service RepsStrategic Marketing

Talent Management

Cycle

TALENT MANAGEMENT FRAMEWORK

DELIVERING ONPEOPLE MANAGEMENT STRATEGY

FOR RENEWAL AND RESULTS

Contents Component 1 – Finding Talent (Pillar 3) 5 Component 5 – Planning For Succession (Pillar 1) 10

Initiative 1 – Student Scouting 5 Initiative 20 – Talent Gap Reviews 10Initiative 2 – Bridgeable Student Database 5 Initiative 21 – HIPO Advancement Plan 10Initiative 3 – Executive Recruiting 5 Initiative 22 – Executive Projects Plan 10Initiative 4 – Mid-career Recruiting 5 Initiative 23 – Mentorship Initiative 11Initiative 5 – Client Service Representatives 5Initiative 6 – Strategic Marketing 5 Component 6 – Retaining Employees (Pillar 3) 11

Initiative 24 – Thought Leadership 11Component 2 – On-boarding (Pillar 3) 6 Initiative 25 – Recognition Wall 11

Initiative 7 – Orientation Package 6 Initiative 26 – Organizational Health Survey 12Initiative 8 – Starting Gate 6 Initiative 27 – Cultural Awareness Guide 12Initiative 9 – Orientation Session 6 Initiative 28 – Corporate Compass Sessions 12Initiative 10 – Manager’s Guide 7Initiative 11 – Employee Profile Directory 7 Component 7 – De-boarding (Pillar 3) 13

Initiative 29 – De-boarding Kit 13Component 3 – Developing Employees (Pillar 3) 7 Initiative 30 – Corporate Knowledge Transfer 13

Initiative 12 – Job Shadowing 7 Initiative 31 – Exit Questionnaire 13Initiative 13 – Comprehensive Learning Plan 7 Initiative 32 – Exit Interview 14Initiative 14 – Extra Mile Incentives 8 Initiative 33 – Alumni Program 14Initiative 15 – Talent Development 8

Priority List 15Component 4 – Managing Performance (Pillar 2) 8 LEGEND

Initiative 16 – Continuous Appraisals 8Initiative 17 – 360 Feedback 8Initiative 18 – Best Practices 8Initiative 19 – Career Monitoring 8

Priority initiative -- !Corporate Initiatives – HR

Sector-based Initiatives – S gUse Existing resources – ♦One-time new investment – $New ongoing cost expected – $•

Initiative development in progress – ►Already piloted –

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COMPONENT INITIATIVE AND BRIEF DESCRIPTION PEOPLE MANAGEMENT STRATEGY ALIGNMENT

1. Finding Talent

(Pillar # 3)Employee Engagement

and Renewal

Student Scouting

! HR ♦ Actively soliciting top students for co-op and

internship opportunities with Industry Canada using Student Scouts

Scout works with institutional personnel to pro-actively identify and contact students

• We are successful in recruiting new employees into multiple developmental career streams…

• Staffing resources are focused externally on the recruitment challenge… (pillar 4)

Bridgeable Student DatabaseHR $• ►

Create a bridgeable students’ database that provides a direct benefit to hiring managers

Pro-actively engage and maintain contact with former co-op, FSWEP and internship students who are identified as strong prospects



Mid-career RecruitingHR $•

Attract mid-career level candidates to Industry Canada Open to internal candidates, but marketing will focus

on bringing in fresh perspectives.



Executive RecruitingHR $•

Recruit candidates from private industry for leadership or other senior level or unique positions. (Consider using internal or external recruiters)

• We attract high-performing mid-career executives who have chosen Industry Canada in order to be challenged, develop and grow in their careers. (pillar 1)

Client Service Representatives

! HR ♦

Client Service Representatives (CSR) are the faces/voices for Industry Canada. They guide and maintain contact with prospective employees through the entire recruitment process

Likely an expansion of the HR advisor role

• …Speed of service and client satisfaction are seen as key enablers of the organization’s success in delivering business value. (pillar 2)

Strategic MarketingHR $•

Predominantly targets youth and includes active marketing on campuses, “YouTube”, “Facebook”, job boards, and other electronic and print media ads

Consider innovative promotions, live, online etc.

• …We are recognized for our innovative people management practises.


! – Priority initiativeHR – Corporate Initiatives S – Sector-based Initiatives ♦ – Use Existing resources$ – One-time investment$• – Ongoing investment► – Dev’t in progress – Already piloted

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2. On-boarding


and Renewal

Orientation PackageHR $ ►

First great opportunity for Industry Canada to demonstrate it values its employees

Some contents of the orientation package are initiatives (*) that will be described later in this document. Package info also available online includes:

Welcome Letter (from DM/DG) Starting Gate Survey * Overview of Industry Canada Job Description and Acronym list Line of Authority and Organizational Chart Knowledge Transfer Report History for that

position (eventually) * Invitation Letter for Career Counselling Session * Divisional Employee Profile Directory –

“Facebook” style * Employee Profile Directory Form (to add new

employee to directory) **Does not yet comprise part of the orientation package

• Employees are ambassadors of the organization, understanding its key strategic objectives, where they fit and how they might seek work within the organization that can further their development.

Starting Gate

! S ♦ Starting Gate Initiative (SGI) comprises both a Starting

Gate Survey (SGS) and participation in the Starting Gate Career Counselling Program (SGCCP)

Survey designed to gather information about new employee within first week of employment to understand experience, strengths, and desires pertaining to a potential career path

Survey results forwarded to an assigned career counsellor to form basis of first interview/meeting

This early intervention is designed to convey that Industry Canada cares about the careers of its employees


Orientation SessionHR $•

A one-day session to provide new employees with the orientation package and the information and resources to become comfortable with the content for their work, including government and departmental policies and procedures and the introduction of key management personnel



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Manager’s GuideHR $ ►

On-boarding Guide for Managers (OGM) is a step-by-step procedures guide for supervisors/managers of new employees

• Productivity is improved through the use of automated workflow technology and increased self-service. (pillar 2)

Employee Profile Directory

! S ♦ ►

The Employee Profile Directory (EPD) is designed to help each new employee identify members of the directorate by face and associate them with their position

Directory, link in orientation kit, available in electronic format in “Facebook” style on intranet

Voluntary, but encouraged as part of culture. Aids retention and sense of belonging

• Employees develop a growing sense of affiliation with the department…

3. Developing Employees


and Renewal

Job ShadowingS $•

Job Shadowing Initiative (JSI) serves to enhance retention, loyalty and foster an atmosphere of experience-building and career enhancement

Intra-departmental/branch initiative to allow job shadowing for 20% of time for 3 - 6 months

Initiative matches interested candidates, with manager permission, who learn new functions and “cross-pollinate” with their experience and ideas

• Employees progress within the organization through career development programs which support competency development and provide systematic, rigorous performance feedback and integrated learning opportunities.

• …to work within the organization and explore varied work assignments…

Comprehensive Learning PlanS $•

Comprehensive Learning Plan (CLP) is designed to enhance the current approach to create a more complete and interactive learning process

Conduct annual “training needs analyses” for individuals and divisions

Employee and manager individually complete comprehensive-learning-requirements forms based on results of needs analyses

Manager and employee complete forms and manager may identify other or alternate training that employee requires

Form serves as the basis of discussion for setting/updating the employee’s personal learning plan (PLP)

• Employees progress within the organization through career development programs which support competency development and provide systematic, rigorous performance feedback and integrated learning opportunities.


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Extra Mile IncentivesS $•

Extra Mile incentives provide recognition and financial rewards to employees who consistently go “above and beyond” their job duties

Initiative can be part of, and an enhancement to, current Industry Canada Awards Program

Extra Mile award candidates are nominated by peers and approved by their supervisors or vice versa

To encourage and foster a culture where going the extra mile on a consistent basis is not only recognized, but rewarded

• …We are recognized for our innovative people management practises. (pillar 4)

Talent Development (HRB Model)

S $• ►

A customized version of HRB’s Talent Development and Career Progression Program would be created for other branches within Industry Canada

Used in conjunction with Continuous Appraisal process (below)

• Employees develop a growing sense of affiliation with the department through opportunities to work within the organization and explore varied work assignments, within a culture that supports strong relationships among peer groups and regular mentoring, knowledge transfer and feedback from senior leaders.


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4. Managing Performance


and Renewal

Continuous AppraisalsS $

Continuous Appraisal process ensures employees receive regular and timely feedback on their performance

Serves to manage expectations and demonstrate commitment to employee

Regular, semi-formal sessions using an oral “report card” method to uniformly assess performance & provide constructive feedback

• Management and human resources professionals are working jointly on value-added people management outcomes…

• We maintain the highest possible Management Accountability Framework (MAF) rating for people management excellence. (pillar 4)

360o FeedbackS $

360 o Feedback (360 o) is an appraisal system specifically designed for management, but could be adapted to various levels in the organization

Appraisals contain aspects of feedback from subordinates and peers, as well as leaders.

Non-management receives feedback from peers, team members and managers

Helps employees to understand that their work ethic and treatment of peers and subordinates is as important as treatment of leaders


Best PracticesHR $•

Create an Industry Canada “Wiki” dedicated to departmental “best practices” and searchable by category

Future: Explore the creation of an inter-departmental “best practices” using GCPedia

• Productivity is improved through the use of automated workflow technology and increased self-service. (pillar 2)

Career MonitoringS $•

Career Monitoring Program (CMP) begins where Starting Gate initiative concludes

It’s a pro-active approach to career monitoring, similar to Starting Gate

Semi-annual career check-ups to occur for 18 months followed by annual check-ups

• Employees progress within the organization through career development programs…


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5. Succession Planning

(Pillar # 1)Leadership

Development

Talent Gap ReviewsS $

Regular review (every quarter or trimester) by Managers with Directors of specific talent and talent gaps in sector

In turn, Directors review gaps and assess current talent and needs with Director General

Enables ongoing performance management and involves senior managers in talent management

Independent of employee appraisal process

• We nurture the development of the next generation of new executives largely from within the organization through a focus on targeted leadership development training, performance management training

HIPO (High Potential)

Advancement PlanS $

HIPO Advancement Plan (HAP) complements Talent Development and Talent Gap Reviews

Eligibility requires nomination by employee’s manager and approval by a board consisting of, at least the Director and Director General

Identified employees given opportunity to enhance business acumen and learn and grow quickly through multiple projects

Similar to “Accelerated Executive Development Program” but designed for promising new talent through to EX minus 2 level

Plan may be precursor to Executive Projects below

• We nurture the development of the next generation of new executives largely from within the organization through a focus on targeted leadership development training, performance management training…

Executive Projects PlanS $

Executive Projects Plan (EPP) designed to develop employees at EX minus 1 level who are targeted for future advancement

Candidates offered opportunity to work with executives to scope out, lead and implement executive projects

Project participation should require no more than 25% of candidate’s time

Program designed to create more business-savvy EX leaders and maintain a sense of value, loyalty and a desire to remain with Industry Canada

• We nurture the development of the next generation of new executives largely from within the organization…

• We actively manage our executive talent to ensure individuals have an opportunity to develop the range of job and management competencies required to sustain career…


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Mentorship Initiative

HR ♦ Mentorship Initiative is a pro-active approach to match

designated employees with experienced leaders Senior managers are encouraged to mentor a new or

junior employee at least once every three years for up to six months

Enables “mentees” to act in their substantive positions more effectively, obtain advice and develop leadership skills

Mentors enhance leadership skills and are engaged in the development of future public service leaders

• We nurture the development of the next generation of new executives largely from within the organization…

• …within a culture that supports strong relationships among peer groups and regular mentoring… (pillar 3)

6. Retaining Employees


and Renewal

Thought LeadershipHR $

Purpose is to collectively study global, national, governmental, and departmental issues and generate ideas to help DM with departmental direction

Group comprised of cross section of talent and experience

Members nominated by supervisor and selected by committee

Thought leadership group created to engage department’s top talent in department’s strategic thinking and planning; also assists in succession planning

• Employees progress within the organization through career development programs…

• We nurture the development of the next generation of new executives largely from within the organization through a focus on targeted leadership development training… (pillar 1)

Recognition WallHR $

Everyone wants to be recognized! Wall would be physical and virtual and include

numerous categories to encompass a variety of accomplishments. Aids retention

Idea is in keeping with the Management Accountability Framework (MAF) regarding “Awards and Recognition” program

• Employees develop a growing sense of affiliation with the department …

• …We are recognized for our innovative people management practises. (pillar 4)


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Organizational Health SurveyHR $•

Organizational Health Survey (OHS) to take departmental pulse semi-annually

Properly monitored, the initiative will help determine a collective imbalance between employee’s personal and professional lives

A short bi-annual online survey with carefully designed questions that pertain to work flexibility, leave arrangements, work load, environment and other factors that are specific and measurable

• Management and human resources professionals are working jointly on value-added people management outcomes, improving the workplace…

Cultural AwarenessGuideHR $

Government of Canada (GOC) wants focus on hiring visible minorities

Cultural Awareness guide designed to educate managers/employees regarding diverse business, social, and religious etiquette and practices in the Canadian workplace


Corporate Compass SessionsHR/S $•

Compass Sessions designed to foster understanding and appreciation of the departmental objectives and how each employee can contribute towards those objectives

Sessions to be held by senior management: DM/ADM: Annual Webcast for all employees, to

share the vision, goals, and direction of the department

DG’s: Semi-annual meeting to share vision, goals, and direction of the branch

Directors: Monthly meeting to share vision, goals, and direction of the directorate

Managers: Weekly meeting to communicate vision, goals, and direction of the section

Similar to “State of the Union” address

• Employees develop a growing sense of affiliation with the department …


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7. De-boarding


and Renewal

De-boarding KitHR $

De-boarding kit available in both paper and electronic formats

Manager/supervisor gives departing employee kit within two weeks of departure

Kit contains: Thank you letter (from manager and DG) Exit Questionnaire Invitation to exit interview with HR advisor Knowledge Transfer Report Departing employees “To do list” Token of appreciation Alumni application form

• Employees are ambassadors of the organization…

Corporate Knowledge Transfer! HR $•

Corporate Knowledge Transfer Initiative (CKTI) comprised of two phases: Knowledge Transfer Report (KTR)

Report designed to capture general and specific strategic, tactical, and operational knowledge from retiring or transferring employees

Knowledge Transfer Interviews (KTI)Designed for selected retirees whose tenure or position places them in a crucial knowledge role where information over and above that gathered by the report is essential to extract

Both phases already fully scoped Collaborating with IMB on knowledge transfer

• …supports strong relationships among peer groups and regular mentoring, knowledge transfer and feedback from senior leaders.

Exit QuestionnaireHR $• ►

Exit Questionnaire in online or paper format given to employees who retire from or leave Industry Canada

Questionnaire designed to provide all departing employees an opportunity to assess experience at Industry Canada and provide feedback on departmental strengths/weaknesses

Demonstrates value of employee and their opinions




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Exit InterviewHR $• ►

Prior to departure, each employee receives interview invitation letter in de-boarding kit

Exit Interview is final opportunity for employees to discuss confidentially, in person, their Industry Canada experience

Departing employee meets with HR advisor



Alumni ProgramHR $•

Alumni Program is concluding initiative for those leaving Industry Canada, and not only those who have retired from department

Program offers two options: Placed in Alumni database with “active” status for

those wishing to be considered for consultation and solicitation of their expertise. Option reserved for retired alumni who want to remain engaged

Second option or “Spectator” status for those who want to remain connected to IC through newsletters and events, but not actively participate

Opportunity to create ambassadors for IC as they move to other departments



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PRIORITIES (► In progress; ! Next priority) Initiative 32 – Exit Questionnaire ► 1 Initiative 13 – Comprehensive Learning Plan 21Initiative 33 – Exit Interview ► 2 Initiative 22 – Recognition Wall 22Initiative 9 – Orientation Session 3 Initiative 23 – Organizational Health Survey 23Initiative 7 – Orientation Package ► 4 Initiative 27 – HIPO Advancement Plan 24Initiative 2 – Bridgeable Student Database ► 5 Initiative 25 – Corporate Compass Sessions 25

Initiative 10 – Manager’s Guide ► 6 Initiative 12 – Job Shadowing 26Initiative 11 – Employee Profile Directory ►! 7 Initiative 14 – Extra Mile Incentives 27Initiative 8 – Starting Gate ! 8 Initiative 28 – Executive Projects Plan 28Initiative 31 – Corporate Knowledge Transfer ! 9 29Initiative 5 – Client Service Representatives ! 10 Initiative 24 – Cultural Awareness Guide 30

Initiative 18 – Best Practices WebsiteInitiative 1 – Student Scouting ! 11 Initiative 29 – Mentorship Initiative 31Initiative 15 – Talent Development ► 12 Initiative 6 – Strategic Marketing 32Initiative 20 – Thought Leadership 13 Initiative 17 – 360o Feedback 33Initiative 34 – Alumni Program 14Initiative 4 – Mid-career Recruiting 15

Initiative 3 – Executive Recruiting 16Initiative 30 – De-boarding Kit 17Initiative 26 – Talent Gap Reviews 18Initiative 19 – Career Monitoring 19Initiative 16 – Continuous Appraisals 20

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CORPORATE INITIATIVES ( HR ) SECTOR-BASED INITIATIVES ( S ) Student ScoutingBridgeable Student DatabaseMid-career RecruitingExecutive RecruitingClient Service RepresentativesStrategic MarketingOrientation PackageOrientation SessionManager’s GuideBest PracticesMentorship InitiativeThought LeadershipRecognition WallOrganizational Health SurveyCultural Awareness GuideCorporate Compass SessionsDe-boarding KitCorporate Knowledge TransferExit QuestionnaireExit InterviewAlumni Program

Starting GateEmployee Profile DirectoryJob ShadowingComprehensive Learning PlanExtra Mile IncentivesTalent DevelopmentContinuous Appraisals360 FeedbackCareer MonitoringTalent Gap ReviewsHIPO (High Potential) Advancement PlanExecutive Projects PlanCorporate Compass Sessions

ONE-TIME CAPITAL COST ($) ONGOING MAINTENANCE COSTS ($•)Orientation PackageManager’s GuideContinuous Appraisals360 FeedbackTalent Gap ReviewsHIPO (High Potential) Advancement PlanExecutive Projects PlanMentorship InitiativeThought LeadershipRecognition WallCultural Awareness GuideDe-boarding Kit

Student ScoutingBridgeable Student DatabaseMid-career RecruitingExecutive RecruitingClient Service RepresentativesStrategic MarketingStarting GateOrientation SessionEmployee Profile DirectoryJob ShadowingComprehensive Learning PlanExtra Mile Incentives

Talent Development (HRB Model)

Best PracticesCareer MonitoringOrganizational Health SurveyCorporate Compass SessionsCorporate Knowledge TransferExit QuestionnaireExit InterviewAlumni Program

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Tm Framework Final en 1

Documents

topic of talent management

talent pillar

recognition wall11 initiative

retaining employees

public service of canada

contents component

component areas

human resources branch