To address our needs, an HR Planning and Talent Management unit was created in 2003… … with its primary goal to provide a structured, corporate approach to succession management for all departments across government. <ul><li>created tools, processes and programs </li></ul><ul><li>created a role dedicated to implementation </li></ul><ul><li>piloted process and tools in own department </li></ul><ul><li>currently using in other departments </li></ul>
Our challenges… … are met through a flexible approach, adapting tools and processes as required to meet individual departments’ needs. <ul><li>policy and process restrictions around secondments (BU), </li></ul><ul><li>hiring, FTEs, etc. </li></ul><ul><li>perceptions around career opportunities and career paths </li></ul><ul><li>(by both employees and managers) </li></ul><ul><li>changing the notion of development (i.e., development = training) </li></ul><ul><li>alignment of performance management and talent management </li></ul><ul><li>(critical in determining “readiness” for implementation) </li></ul><ul><li>perceptions regarding “traditional” succession management </li></ul>
As we take active steps to build high performance and high involvement work environments in which decision-making is decentralized and leadership is diffused throughout an empowered and diverse workforce, it is critical that we extend beyond the focus on management and leadership roles. <ul><li>there are different types of talent and potential </li></ul><ul><li>an aging workforce and more competition for key talent means talent </li></ul><ul><li>across the organization needs to be considered </li></ul><ul><li>critical positions are found at various levels in the organization—not </li></ul><ul><li>just at the top </li></ul><ul><li>career development planning is important for all employees and is a </li></ul><ul><li>key component of the performance management process </li></ul><ul><li>development activities can take many different forms </li></ul>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 understood by 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 human resource 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.
Plan the process Develop action plans Review the talent ID critical positions Educate Comm-unicate Gain support Follow up Key Activities <ul><li>Pilot with small department—60 people </li></ul><ul><li>Phase 2 with Nova Scotia Environment and Labour, Department </li></ul><ul><li>of Community Services </li></ul><ul><li>Non-unionized and unionized employees </li></ul><ul><li>First Professional Group – HR Community </li></ul><ul><li>Mixed demographics </li></ul>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 other key human resource systems
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 Plan Workshops for Managers & Employees SM Guide (process and tools) Talent Review (process and tools) Identifying Critical Roles (process and tools) HR Strategies for Professional Groups Leadership Development Programs 360 Competency Assessment and Coaching Corporate Calendar Manager’s Guide for Developing People Guide for Mentoring Structure Processes Job Design Leadership and Employee Development Succession Management Organizational Design Affirmative Action Recruitment Strategies Talent Pool Diversity Change Management Toolkit Change Management Knowledge Recovery Knowledge Transfer HR Processes & Practices Knowledge Management Guide Training Leadership Competencies Performance Management Leadership Employee Corporate Orientation Assessments Leadership Competencies Executive Recruitment Management Training (process) Recruitment/Selection
Source: Corporate Leadership Council Best practice in talent management goes beyond identifying and developing talent… … it creates an organizational structure and environment that ensures the best utilization and deployment of talent.
Senior leaders model commitment to development Cultural fit emphasized in the hiring and orientation processes Development through significant business turnaround opportunities and working on cross-functional teams with high amounts of decision-making authority Frequent redefinition of executive roles and responsibilities A best practice approach to talent management is to integrate diverse talent management activities such as 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 for talent management
In addition to integrated talent management— conducting talent reviews and managing the organization’s talent-- a best practice is to include an organizational capability review where the leadership team assesses the capability of the organization to support business priorities and utilize their talent with the best ROI. Targeted questions help focus attention on key organizational design and talent utilization Rating scores are used as a basis for discussion and action planning Questions relate to the structure, the internal processes, and job design, to ensure that they align with the business priorities There is also a focus on developing a talent mindset with the managers—managers are expected to think broadly about the overall talent environment As a result of the capability review, managers are expected to present plans for improving their organizations’ capabilities
Thank You ! Kenda MacFadyen A/Sr. Consultant, HR Planning and Talent Management 424-2706 [email_address]
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