Effective Talent Management
   and Succession Planning
            June 2007
        Kelly Kummerfield
                   ...
Overview


• The Challenge

• Talent Management
  Strategies

  - University of Regina
  - Other Sectors
The Challenge

• Increasing Aboriginal
  participation in the
  university sector and in
  Saskatchewan’s workforce

• Fac...
The Challenge

• Actively address challenges at retaining and
  recruiting talent in the University

• Meeting the future ...
Talent Management Strategies

University of Regina

• Representative Workforce Strategy

• Leadership Institute

• Apprent...
Representative Workforce Strategy
• Government of Saskatchewan
  introduced Aboriginal Employment
  Development Program in...
Representative Workforce Strategy

• Partnership agreement
  commits University in
  principle to three key
  areas:
   – ...
Representative Workforce Strategy


• Post-secondary sector

• Potential employment opportunities

• Aboriginal people und...
Representative Workforce Strategy

• Partnership Agreement Principles

  –   Fairness and equity
  –   Consistency of appr...
Representative Workforce Strategy

Aboriginal Employment Trends in Saskatchewan


Year           Labour Force Age         ...
Representative Workforce Strategy
Aboriginal Employment Trends in Saskatchewan

    •   8 out of 10 Aboriginal people of w...
Representative Workforce Strategy
Aboriginal Awareness Training

•   To ensure an open and welcoming work environment that...
Representative Workforce Strategy

Discovering Knowledge … Sharing a Path

• Dispel myths and misconceptions

• Create awa...
Representative Workforce Strategy
Administrative Assistant Project

•   Application and intake of Aboriginal
    candidate...
Representative Workforce Strategy
Strategies
   Diversity Consultant

   Networks with Aboriginal Agencies

   Event pa...
Representative Workforce Strategy

Strategies

Integration with Student Affairs
 Aboriginal Student Centre

 Student Men...
Leadership Institute
Objectives

• Bring together potential academic and
  administrative leaders from all levels within t...
Leadership Institute
Objectives

• Ability to grow capabilities through an integrated
  succession management and leadersh...
Leadership Institute

Application and Selection

•   Comprehensive application

•   Three sponsors (work-related)

•   Sup...
Leadership Institute
   Program Design

• Program will be limited to sixteen (16) candidates for
  an eighteen (18) month ...
Leadership Institute

The program design will be aligned with
    three dimensions of leadership




                     ...
Leadership Institute
   Components

• Orientation (overview, mentorship preparation and contextual
  learning)

• Mentorsh...
Leadership Institute
   Components
• Electives (opportunity to pursue specific and focused learning
  linked to individual...
Leadership Institute

                                                                                                    ...
Apprentice Employment
Compelling Reasons

• Apprentice employment and training a scarce human
  resource practice

• Poten...
Apprentice Employment
Age and equity group composition of journeypersons and
   apprentices merits employing more apprenti...
Apprentice Employment
University Plan
Design Apprentice employment and training program with a focus to
  promote Aborigin...
Apprentice Employment
University Plan

Internal development program
 Working with an assigned coach (mentorship preparati...
Apprentice Employment

University Plan

Number of apprentice positions based on annual
  approved budget

Opportunity to p...
Talent Management Strategies

  Other Sectors

• Expand professional and technical programs at post-
  secondary instituti...
Talent Management Strategies

  Other Sectors

• Saskatchewan Immigrant Nominee Program

• Quality Workplace initiatives

...
Thank you
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  1. 1. Effective Talent Management and Succession Planning June 2007 Kelly Kummerfield CAUBO
  2. 2. Overview • The Challenge • Talent Management Strategies - University of Regina - Other Sectors
  3. 3. The Challenge • Increasing Aboriginal participation in the university sector and in Saskatchewan’s workforce • Facing increased competition for certain jobs • Workforce and population demographics
  4. 4. The Challenge • Actively address challenges at retaining and recruiting talent in the University • Meeting the future human resource needs requires a Human Resource strategy • Focus on key occupations in areas where there are shortages or high turnover • Support and enhance a quality workplace
  5. 5. Talent Management Strategies University of Regina • Representative Workforce Strategy • Leadership Institute • Apprentices Employment
  6. 6. Representative Workforce Strategy • Government of Saskatchewan introduced Aboriginal Employment Development Program in 1995 – Health sector initial focus – Post secondary sector followed – Broader public sector now embracing • University Partnership Agreement with First Nations & Metis Relations • Employers work collaboratively with unions and Aboriginal community to create representative workforce
  7. 7. Representative Workforce Strategy • Partnership agreement commits University in principle to three key areas: – Employment Development – Cultural Awareness – Economic Development • The key is to ready the workplace and the community
  8. 8. Representative Workforce Strategy • Post-secondary sector • Potential employment opportunities • Aboriginal people under-represented in post-secondary sector workforce
  9. 9. Representative Workforce Strategy • Partnership Agreement Principles – Fairness and equity – Consistency of approach – Mutual respect and dignity – Open communications – Mutual trust
  10. 10. Representative Workforce Strategy Aboriginal Employment Trends in Saskatchewan Year Labour Force Age Employed 1995 64,000 31.0% 2005 101,000 25.0% 2015 135,000 20.0% 2045 311,000 11.0% Source: FSIN Report Saskatchewan and Aboriginal people in the 21st Century
  11. 11. Representative Workforce Strategy Aboriginal Employment Trends in Saskatchewan • 8 out of 10 Aboriginal people of workforce age are under- or un-employed • Cost to the province is $1.5 billion per year of lost productivity and income maintenance • Employment gap is widening • Next 10 years, additional 46,000 jobs will have to be found in Saskatchewan alone
  12. 12. Representative Workforce Strategy Aboriginal Awareness Training • To ensure an open and welcoming work environment that not only benefits aboriginal employees and employees of the University but helps us better understand the needs of our aboriginal students • Provide staff at the University with information regarding the Aboriginal community to ready the workplace
  13. 13. Representative Workforce Strategy Discovering Knowledge … Sharing a Path • Dispel myths and misconceptions • Create awareness of the historical factors that places Aboriginal people in the current situation • Improve race relations and understanding of differing cultures • Create knowledge of the current agreements and initiatives
  14. 14. Representative Workforce Strategy Administrative Assistant Project • Application and intake of Aboriginal candidates • Interview process • Selection of candidates • Placement
  15. 15. Representative Workforce Strategy Strategies  Diversity Consultant  Networks with Aboriginal Agencies  Event participation  Provincial and National distribution of Career Opportunities  Self Declaration process  Diversity Committee  Respectful Work and Learning Environment Policy and Procedures  Resume Collection and Referral
  16. 16. Representative Workforce Strategy Strategies Integration with Student Affairs  Aboriginal Student Centre  Student Mentorship program connects elementary and high school Aboriginal students with University mentors  Aboriginal Career Centre 12% of University of Regina students are Aboriginal Students potential future employees
  17. 17. Leadership Institute Objectives • Bring together potential academic and administrative leaders from all levels within the University candidates • Foster leadership potential, skills and creation of a leadership community • Prepares employees for future lateral or upward opportunities
  18. 18. Leadership Institute Objectives • Ability to grow capabilities through an integrated succession management and leadership development system • Add to the pool of current and emerging leaders at the University of Regina • Develop a potential leaders mental and emotional strengths through self assessment, personalized development plans, interactions with Senior Executive and action learning
  19. 19. Leadership Institute Application and Selection • Comprehensive application • Three sponsors (work-related) • Support by immediate Dean/Director/Manager • Final selection by President
  20. 20. Leadership Institute Program Design • Program will be limited to sixteen (16) candidates for an eighteen (18) month period. • Concept to allow participants to receive a graduate level course in University leadership that can be taken for credit towards some graduate degree at the University of Regina
  21. 21. Leadership Institute The program design will be aligned with three dimensions of leadership Community Self Organization Community
  22. 22. Leadership Institute Components • Orientation (overview, mentorship preparation and contextual learning) • Mentorship/Coaching (collaboration with assigned mentor) • Self Assessment (360 Leadership Effectiveness Analysis pre-program and at the end of the program) and Self-Awareness Tools • Personal Leadership Plans • Core Content (4 core content sessions each session 3 days in length). The core content sessions will cover topics that fit within the three dimensions of leadership.
  23. 23. Leadership Institute Components • Electives (opportunity to pursue specific and focused learning linked to individual learning needs; could include reading; project; classroom based) • Projects (Vice-Presidents sponsor the projects; projects will have significant impact and priority for the University) • Reflective Leadership Journal (prepare a journal throughout the program) • Quarterly meetings (participants report back on progress of projects; opportunity to network with Senior Executive; guest speakers)
  24. 24. Leadership Institute Electives Applications & Selection Post 360 Assessment Pre 360 Assessment Journals Strategic Directions Program Design Core Content 2 Core Content 1 Core Content 3 Core Content 4 Graduation Orientation Personal Learning Plans Mentor/Coach Projects Q Meetings Legacy Pre-Program Months 1 – 6 Months 7 – 17 Month 18 Oct - Dec Jan - June July - May June
  25. 25. Apprentice Employment Compelling Reasons • Apprentice employment and training a scarce human resource practice • Potential for apprentice employment growth in Saskatchewan • Competition is increasing both within Saskatchewan and from outside the province for skilled tradespersons • University has range of positions requiring journeyperson certification and significant opportunity for development of apprentices
  26. 26. Apprentice Employment Age and equity group composition of journeypersons and apprentices merits employing more apprentices  Two-thirds of University’s journeypersons older than 45 years  Need to replace one-third of University’s journeypersons in the next five years
  27. 27. Apprentice Employment University Plan Design Apprentice employment and training program with a focus to promote Aboriginal people in the trades Program will have two streams of entry  Internal candidates  External Aboriginal candidates Assessment and evaluation of external and internal applicants  Consideration of pre-employment program or first year apprenticeship equivalent  Core competencies developed for the apprentice position
  28. 28. Apprentice Employment University Plan Internal development program  Working with an assigned coach (mentorship preparation)  Coach receives training Partner with Aboriginal organizations as part of Representative Workforce Strategy Partner with other employers to offer apprentice employment opportunities
  29. 29. Apprentice Employment University Plan Number of apprentice positions based on annual approved budget Opportunity to partner with union to promote apprentice employment  Collective agreement amended for more flexibility in hiring
  30. 30. Talent Management Strategies Other Sectors • Expand professional and technical programs at post- secondary institutions • Target bursaries to fill vacancies with return in service commitment • Provide development opportunities • Leadership development
  31. 31. Talent Management Strategies Other Sectors • Saskatchewan Immigrant Nominee Program • Quality Workplace initiatives • Representative workforce strategy  Agreements  Language in collective agreements  Investment in cultural awareness
  32. 32. Thank you

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