TALENT MANAGEMENT FRAMEWORK

Executive Summary
Prepared by PS Renewal Section Strategic Human Resources Management Directorate Human Resources Branch

Framework for Talent Management at 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 Canadas 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 HRBs various client service groups. According to client demand, HRB will prepare a simple shortlist 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.

TALENT MANAGEMENT FRAMEWORK

Finding Talent
Student Scouting Bridgeable Student Database Executive Recruiting Mid-career Recruiting Client Service Reps Strategic Marketing

De-boarding
Exit Questionnaire Exit Interview Corporate Knowledge Transfer De-boarding Kit Alumni Program

On-boarding
Orientation Package Starting Gate Orientation Session Managers Guide Employee Profile Directory

Retaining Employees
Thought Leadership Recognition Wall Organizational Health Survey Cultural Awareness Guide Corporate Compass Sessions

Talent Management Cycle

Developing Employees
Job Shadowing Comprehensive Learning Plan Extra Mile Incentives Talent Development

Planning for Succession

Talent Gap Reviews HIPO Advancement Plan Executive Projects Plan Mentorship Initiative

Managing Performance
Continuous Appraisals 360 Feedback Best Practices Career Monitoring

DELIVERING ON PEOPLE MANAGEMENT STRATEGY FOR RENEWAL AND RESULTS

Contents
Component 1 Finding Talent (Pillar 3) Initiative 1 Student Scouting Initiative 2 Bridgeable Student Database Initiative 3 Executive Recruiting Initiative 4 Mid-career Recruiting Initiative 5 Client Service Representatives Initiative 6 Strategic Marketing Component 2 On-boarding (Pillar 3) Initiative 7 Orientation Package Initiative 8 Starting Gate Initiative 9 Orientation Session Initiative 10 Managers Guide Initiative 11 Employee Profile Directory Component 3 Developing Employees (Pillar 3) Initiative 12 Job Shadowing Initiative 13 Comprehensive Learning Plan Initiative 14 Extra Mile Incentives

5 5 5 5 5 5 5 6 6 6 6 7 7 7 7 7 8
8 8 8 8 8 8

Component 5 Planning For Succession (Pillar 1)

Initiative 20 Talent Gap Reviews Initiative 21 HIPO Advancement Plan Initiative 22 Executive Projects Plan Initiative 23 Mentorship Initiative
Component 6 Retaining Employees (Pillar 3) Initiative 24 Thought Leadership Initiative 25 Recognition Wall Initiative 26 Organizational Health Survey Initiative 27 Cultural Awareness Guide Initiative 28 Corporate Compass Sessions

10 10 10 10 11 11 11 11 12 12 12 13 13 13 13 14 14 15

Component 7 De-boarding (Pillar 3) Initiative 29 De-boarding Kit Initiative 30 Corporate Knowledge Transfer Initiative 31 Exit Questionnaire Initiative 32 Exit Interview Initiative 33 Alumni Program Priority List LEGEND
Priority initiative -- ! Corporate Initiatives HR Sector-based Initiatives S g Use Existing resources One-time new investment $ New ongoing cost expected $ Initiative development in progress Already piloted

Initiative 15 Talent Development

Component 4 Managing Performance (Pillar 2) Initiative 16 Continuous Appraisals Initiative 17 360 Feedback Initiative 18 Best Practices Initiative 19 Career Monitoring

COMPONENT 1. Finding Talent

INITIATIVE AND BRIEF DESCRIPTION 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 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 Attract mid-career level candidates to Industry Canada Open to internal candidates, but marketing will focus on bringing in fresh perspectives.

PEOPLE MANAGEMENT STRATEGY ALIGNMENT

We are successful in recruiting new employees into multiple developmental career streams Staffing resources are focused externally on the recruitment challenge (pillar 4) We are successful in recruiting new employees into multiple developmental career streams Staffing resources are focused externally on the recruitment challenge (pillar 4) We are successful in recruiting new employees into multiple developmental career streams Staffing resources are focused externally on the recruitment challenge (pillar 4) We attract high-performing midcareer executives who have chosen Industry Canada in order to be challenged, develop and grow in their careers. (pillar 1) Speed of service and client satisfaction are seen as key enablers of the organizations success in delivering business value. (pillar 2)

(Pillar # 3) Employee Engagement and Renewal

Bridgeable Student Database HR $

! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Mid-career Recruiting HR $

Executive Recruiting HR $

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

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 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.

Strategic Marketing HR $

We are recognized for our innovative people management practises. We are successful in recruiting new employees into multiple developmental career streams

2. On-boarding

Orientation Package HR $

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) *
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.

(Pillar # 3) Employee Engagement and Renewal

! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Starting Gate !S

*Does not yet comprise part of the orientation package 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

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.

Orientation Session HR $

Managers Guide HR $

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 On-boarding Guide for Managers (OGM) is a step-bystep procedures guide for supervisors/managers of new employees 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 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 crosspollinate with their experience and ideas

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. Productivity is improved through the use of automated workflow technology and increased selfservice. (pillar 2)

Employee Profile Directory !S

Employees develop a growing sense of affiliation with the department

3. Developing Employees

Job Shadowing S $

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

(Pillar # 3) Employee Engagement and Renewal

! Priority initiative HR Corporate Initiatives S Sector-based
Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Comprehensive Learning Plan S $

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 employees personal learning plan (PLP) 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 A customized version of HRBs Talent Development and Career Progression Program would be created for other branches within Industry Canada Used in conjunction with Continuous Appraisal process (below)

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

! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Extra Mile Incentives S $

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

Talent Development
(HRB Model)

S $

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.

4. Managing Performance

Continuous Appraisals S$

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

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)

(Pillar # 3) Employee Engagement and Renewal

360o Feedback S$

! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

We maintain the highest possible Management Accountability Framework (MAF) rating for people management excellence. (pillar 1)

Best Practices HR $

Productivity is improved through the use of automated workflow technology and increased selfservice. (pillar 2)

Career Monitoring S $

Employees progress within the organization through career development programs

5. Succession Planning

Talent Gap Reviews S$

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 HIPO Advancement Plan (HAP) complements Talent Development and Talent Gap Reviews Eligibility requires nomination by employees 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 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 candidates 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 through a focus on targeted leadership development training, performance management training

(Pillar # 1) Leadership Development

! Priority initiative HR Corporate Initiatives S Sector-based
Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

HIPO (High Potential) Advancement Plan S$

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 Plan S$

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 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 departments top talent in departments strategic thinking and planning; also assists in succession planning 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

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

Thought Leadership HR $

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)

(Pillar # 3) Employee Engagement and Renewal

! Priority initiative HR Corporate Initiatives S Sector-based
Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Recognition Wall HR $

Employees develop a growing sense of affiliation with the department We are recognized for our innovative people management practises. (pillar 4)

! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

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Organizational Health Survey HR $

Organizational Health Survey (OHS) to take departmental pulse semi-annually Properly monitored, the initiative will help determine a collective imbalance between employees 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 Government of Canada (GOC) 1wants 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 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/1ADM: Annual Webcast for all employees, to share the vision, goals, and direction of the department 1DGs: Semi-annual meeting to share vision, goals, and direction of the branch 1Directors: Monthly meeting to share vision, goals, and direction of the directorate 1Managers: Weekly meeting to communicate vision, goals, and direction of the section Similar to State of the Union address

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

Cultural Awareness Guide HR $

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

Corporate Compass Sessions HR/S $

Employees develop a growing sense of affiliation with the department

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7. De-boarding

De-boarding Kit HR $

(Pillar # 3) Employee Engagement and Renewal

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 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 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

Employees are ambassadors of the organization

! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Corporate Knowledge Transfer ! HR $

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

Exit Questionnaire HR $

Management and human resources professionals are working jointly on value-added people management outcomes, improving the workplace Employees are ambassadors of the organization

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! Priority initiative HR Corporate Initiatives S Sector-based

Initiatives Use Existing resources $ One-time investment $ Ongoing investment Devt in progress Already piloted

Exit Interview HR $

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 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

Management and human resources professionals are working jointly on value-added people management outcomes, improving the workplace Employees are ambassadors of the organization

Alumni Program HR $

Employees are ambassadors of the organization

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PRIORITIES ( In progress; ! Next priority)

Initiative 32 Exit Questionnaire Initiative 33 Exit Interview Initiative 9 Orientation Session Initiative 7 Orientation Package Initiative 2 Bridgeable Student Database Initiative 10 Managers Guide Initiative 11 Employee Profile Directory ! Initiative 8 Starting Gate ! Initiative 31 Corporate Knowledge Transfer ! Initiative 5 Client Service Representatives ! Initiative 1 Student Scouting ! Initiative 15 Talent Development Initiative 20 Thought Leadership Initiative 34 Alumni Program Initiative 4 Mid-career Recruiting Initiative 3 Executive Recruiting Initiative 30 De-boarding Kit Initiative 26 Talent Gap Reviews Initiative 19 Career Monitoring Initiative 16 Continuous Appraisals 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Initiative 13 Comprehensive Learning Plan Initiative 22 Recognition Wall Initiative 23 Organizational Health Survey Initiative 27 HIPO Advancement Plan Initiative 25 Corporate Compass Sessions Initiative 12 Job Shadowing Initiative 14 Extra Mile Incentives Initiative 28 Executive Projects Plan Initiative 24 Cultural Awareness Guide Initiative 18 Best Practices Website Initiative 29 Mentorship Initiative Initiative 6 Strategic Marketing Initiative 17 360o Feedback 21 22 23 24 25 26 27 28 29 30 31 32 33

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CORPORATE INITIATIVES (HR)

Student Scouting Bridgeable Student Database Mid-career Recruiting Executive Recruiting Client Service Representatives Strategic Marketing Orientation Package Orientation Session Managers Guide Best Practices Mentorship Initiative Thought Leadership Recognition Wall Organizational Health Survey Cultural Awareness Guide Corporate Compass Sessions De-boarding Kit Corporate Knowledge Transfer Exit Questionnaire Exit Interview Alumni Program

SECTOR-BASED INITIATIVES (S)

Starting Gate Employee Profile Directory Job Shadowing Comprehensive Learning Plan Extra Mile Incentives Talent Development Continuous Appraisals 360 Feedback Career Monitoring Talent Gap Reviews HIPO (High Potential) Advancement Plan Executive Projects Plan Corporate Compass Sessions

ONE-TIME CAPITAL COST ($)

Orientation Package Managers Guide Continuous Appraisals 360 Feedback Talent Gap Reviews HIPO (High Potential) Advancement Plan Executive Projects Plan Mentorship Initiative Thought Leadership Recognition Wall Cultural Awareness Guide De-boarding Kit

ONGOING MAINTENANCE COSTS ($)

Student Scouting Bridgeable Student Database Mid-career Recruiting Executive Recruiting Client Service Representatives Strategic Marketing Starting Gate Orientation Session Employee Profile Directory Job Shadowing Comprehensive Learning Plan Extra Mile Incentives Talent Development (HRB Model) Best Practices Career Monitoring Organizational Health Survey Corporate Compass Sessions Corporate Knowledge Transfer Exit Questionnaire Exit Interview Alumni Program

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