Hr resource binder

1,282 views

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,282
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
41
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Hr resource binder

  1. 1. HUMAN RESOURCE PLANNINGReference ToolsHUMAN RESOURCE PLANNINGReference Tools
  2. 2. TABLE OF CONTENTSTAB1 Introduction2 Human Resource / Workforce Planning and Departmental Planningo Supplement - A Guide to Integration and Alignment3 Developing a Talent Poolo Succession Planningo Succession Planning and Management Guideo Capacity-Buildingo Relationship-Buildingo Bursarieso Internship Programso Apprenticeship Programso Learning and Developmento Assignment Opportunitieso Entry-Level Positions4 Work Environmento Leadershipo Communicationo Health and Safety5 Organizational Effectivenesso Structures, Processes, and Position Descriptionso Scope of Practiceo Departmental Collaboration6 Additional Resourceso Developing an Integrated Talent Management Programo Entry Interviewso Exit Surveys / Interviewso Attraction and Recruitment Strategies – Public Service CommissionSTRATEGIESHUMAN RESOURCE PLANNING – Reference Tools
  3. 3. INTRODUCTIONIn order to position the organization for success, Departments have been engaged inworkforce planning. Corporately, three key directions have been identified to assistgovernment in managing the workforce changes. They include:1. Building Our Potential2. Strengthening Our Competitiveness3. Renewing Our WorkplaceThe purpose of this exercise was to ensure that our workforce and strategic objectives werealigned to guarantee the delivery of quality programs and services to the public, and thatthe planning would assist in positioning the public service for the future. Through acollaborative process, each department developed their own workforce plan, whichoutlined their critical strategic issues for the next 3 – 5 years as well as proposed strategiesto address those issues.Some key examples of how departments can plan for the future workforce are outlined inthis document and could be used to help mitigate any negative impacts as a result ofdemographics, government priorities and competency requirements. They can also helpensure that departments have what they need to get the job done, and that there is efficientmatching of skills and competencies to departmental tasks, requirements and outcomes.To better compete in the global market, government will need to create and implementcorporate strategies to promote itself as a “preferred employer” – investing in progressiveHR policies and programs with the goal of building a high-performing organization ofengaged people, and fostering and creating a work environment where people want towork, not where they have to work.HUMAN RESOURCE PLANNING – Reference Tools
  4. 4. Retention and attraction in today’s changing labour market requires government to look atthe key drivers that are important to employers and potential employees. Examples ofthese include offering employees:• Diversified and Challenging Work• An Attractive Compensation Package (not just salary)• Advancement Opportunities• Access to Continuous Learning• Opportunities for Personal and Professional Growth• An Inclusive Workplace• Work-Life Balance• Ongoing Recognition of Contributions to the OrganizationHUMAN RESOURCE PLANNING – Reference Tools
  5. 5. HUMAN RESOURCE / WORKFORCE PLANNING ANDDEPARTMENTAL PLANNING - SUPPLEMENTA Guide to Integration and Alignment
  6. 6. H R P O L I C Y A N D P L A N N I N G D I V I S I O NH U M A N R E S O U R C E B R A N C HPublic Service SecretariatApril, 2008Government of Newfoundland and LabradorP.O. Box 8700St. John’sNewfoundland and LabradorA1B4J6
  7. 7. TABLE OF CONTENTSLINKING AND ALIGNING HR / WORKFORCE PLANNING TO DEPARTMENTALPLANNING.....................................................................................................................................1STEP 1 – DETERMINE YOUR BUSINESS GOALS .................................................................2STEP 2 – SCAN THE ENVIRONMENT......................................................................................3WORKFORCE ANALYSIS.................................................................................................................3INTERNAL SCAN............................................................................................................................3EXTERNAL SCAN...........................................................................................................................4STEP 3 – CONDUCT A GAP ANALYSIS...................................................................................5STEP 4 – SET HR PRIORITIES TO HELP ACHIEVE DEPARTMENTAL GOALS...........6STEP 5 – MONITOR, EVALUATE, AND REPORT ON PROGRESS....................................7AN INTEGRATED PLANNING PROCESS ...............................................................................8
  8. 8. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TLinking and Aligning HR / Workforce Planning toDepartmental PlanningEffective alignment of human resources / workforce planning and departmental goals is critical in achieving bothgovernmentpriorities,departmentalgoalsandobjectives,aswellassustainingbusinesscontinuity.o determine current and future human resource (HR) needs, a five step approachcan be employed. Such steps include the following: determining business goals,undertaking environmental scans (including a workforce analysis, as well asinternal and external scans), conducting gap analyses, setting HR priorities, and measuring,monitoring, and reporting on progress. The information and approach contained in this documentis supplementary to the workforce planning guidelines prepared in the Fall of 2006 by the Public ServiceSecretariat. These two documents should be used together to develop a HR / workforceplan.TThe primary focus of this document is to describe the steps involved in linking andaligning HR planning / workforce planning to departmental strategic / business planning.Establishing HR priorities to help achieve business goals and measuring, monitoring andreporting on progress will be critical.1
  9. 9. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TStep1Step 1 – Determine Your Business GoalsA solid understanding of government and ongoing departmental business and HRpriorities, emerging changes and trends, and the impact of legislative reforms are needed todetermine business goals. This step should also consider whether or not strategicpartnerships (to facilitate business and HR planning / workforce planning efforts) shouldbe established and ensure that accountability requirements are met. Government prioritiesare articulated in documents such as the Speech from the Throne, Budget Speeches andother applicable government documents, including departmental Strategic and BusinessPlans. This information is likely already available in existing departmental strategic /business plans.2
  10. 10. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TStep2Step 2 – Scan the EnvironmentWorkforce AnalysisOnce business goals are understood, an understanding of the workforce, as well asplanning for projected shortages and surpluses in specific occupations and skill sets, will berequired. Key demographic employment data and characteristics (e.g. sex, average age,occupational groups, skills/competency profiles, etc.), as well as internal workforce trends(e.g. retirement eligibility, vacancy rates, turnover, etc.), are important factors to considerwhen conducting a comprehensive workforce analysis. This information is likely alreadyavailable in existing departmental workforce plans, though it may require updating.Internal ScanThe internal scan is primarily focused onidentifying the factors within thedepartment that might affect the HRcapacity to meet departmental goals.Each department will be able to identifyinternal opportunities and challenges. Itwill be important for the organization tobuild on its strengths and to minimizechallenges and risks.I N T E R N A L S C A NChanges in legislation, collective agreements, etc.Anticipated changes in funding or budgetsChanges in leadership and prioritiesHealth and safetyCorporate cultureEmployee engagementOrganizational restructuringManagement practicesLeadership stylesInternal policies (ex. immigration, diversity, etc.)that could affect the workforce3
  11. 11. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TExternal ScanThe external scan focuses onidentifying those external factors thatmay affect workforce capacity, givenknown operational needs andemerging issues. An external scanshould consider the opportunities thatexist which can be advantageous to thedepartment. It will also enable thedepartment to identify risks orpotential risks in the externalenvironment so that the departmentcan identify specific strategies tomanage those risks.E X T E R N A L S C A NCurrent workforce trendsDemand and supply of employees in certainoccupationsCandidate poolsCurrent and projected economic conditionsTechnological advancements which could create newemployment or negatively impact certain occupationsor positionsMigration patternsIn-take for occupational groups at post-secondaryinstitutionsEmployment practices of competing organizations4
  12. 12. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TStep3Step 3 – Conduct a Gap AnalysisCurrent and future HR requirements need to be projected based on an analysis ofdepartmental goals and priorities, and environmental scanning. Questions that are helpfulin determining HR needs, identifying gaps, and projecting future HR requirements includethe following:Do you foresee a skill shortage in a specific occupational group?Will changes in program delivery require the acquisition of new skills?Do you have succession plans for critical positions?Have you conducted a risk analysis of the elements of the scan critical to the success ofyour organization?Sample Gap AnalysisBusinessObjectivesHRrequirements todeliver on thebusinessobjectivesGap - does thedepartment havewhat it needs toachievedepartmental goalsOutcome of notaddressing thegapPotential solutions/strategies toaddress the gapImplementthe EnergyPlanEngineers withspecializedtraining andexperience inthe petroleumindustryNo Plan notimplementedHigh negativeimpact ondevelopment ofthe industry• Explore bursary, internshipsetc. to encourage engineers towork in department• Build relationship with MUNand other organizations• Improve the workenvironment• Re-organize and/or redesignorganizational structures,business processes andposition descriptions• Implement Integrated TalentManagement Program• Create entry-level positions5
  13. 13. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TStep4Step 4 – Set HR Priorities to Help Achieve DepartmentalGoalsSubsequent to an examination of the gap analysis outcomes, HR priorities should bedetermined and the strategies needed to achieve desired outcomes must be identified bydepartments. Strategies might address the following issues:S A M P L E S T R A T E G I E SDeveloping a talent poolWork environment improvementsOrganizational developmentCompetency / Skills developmentEmployee engagementWorkplace well-beingRecruitment / staffingRetention6
  14. 14. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TStep5Step 5 – Monitor, Evaluate, and Report on ProgressMonitoring, evaluating, and reporting on HR performance outcomes is key to assessingprogress in target areas, organizational learning and improvement, and to determiningfuture priorities.Consider the following questions:Have clear and measurable HR goals been identified?Are the HR performance measures aligned with other existing accountability measures(ex. measures that already exist in departmental strategic plans, etc.)?Are systems in place to track performance indicators and analyze any cost benefit?Do results from performance indicators inform priority setting for the next fiscal year?What is the degree of success that has been achieved?7
  15. 15. H U M A N R E S O U R C E A N D D E P A R T M E N T A L P L A N N I N GA G U I D E T O I N T E G R A T I O N A N D A L I G N M E N TAn Integrated Planning ProcessEnsuring HR priorities are aligned with and support organizationaldirectionsSTEP 1:Determine your BusinessGoals8STEP 2:Scan the EnvironmentSTEP 3:Conduct a Gap AnalysisSTEP 4:Set HR Priorities to HelpAchieve Departmental GoalsSTEP 5:Measure, Monitor and Reporton ProgressSTRATEGIESo Developing a Talent Poolo Work EnvironmentImprovementso Organizational Effectivenesso Competency / SkillsDevelopmento Employee Engagemento Workplace Well-beingo Recruitment / Staffingo Retention
  16. 16. NOTES9
  17. 17. SUCCESSION PLANNINGSuccession Planning is embedded within Government’s broader planning processes, andcorresponds with Human Resource gap analysis. The process itself is usually flexible andadaptable, and can vary depending on the needs and structure of the departments, but thecritical elements involve the knowledge of what and where the key/critical positions are,the development of competency requirements, and the development of a talent pool toacquire these competencies.When undertaking a Succession Planning process, there are general requirements whichcould be considered:Identification of key positions – through the workforce planning gap analysisIdentification of core position competencies – establish requirement for positionincumbent; basis for learning/development plans; means to assess potentialcandidatesIdentification of potential candidates – self-identification; executive/managementidentificationAssessment of potential candidates – screening process to identify both short- andlong-term candidates (“feeder” group)Create development plans – through individual learning plans re: critical/requiredopportunities to meet career development needs of employeesImplementation of plans – monitor and measure Succession Planning progress re:development of “feeder” group (effectiveness would be a longer term measure)HUMAN RESOURCE PLANNING – Reference Tools
  18. 18. SUCCESSION PLANNING AND MANAGEMENT GUIDE
  19. 19. H R P O L I C Y A N D P L A N N I N G D I V I S I O NH U M A N R E S O U R C E B R A N C HPublic Service SecretariatApril, 2008Government of Newfoundland and LabradorP.O. Box 8700St. John’sNewfoundland and LabradorAIB 4J6
  20. 20. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N ETable of ContentsINTRODUCTION........................................................................................................................................ 3WHAT IS SUCCESSION PLANNING?.................................................................................................... 4SUCCESSION PLANNING SUPPORTS WORKFORCE PLANNING................................................. 5IMPORTANT CONSIDERATIONS FOR SUCCESSION PLANNING................................................ 6SUCCESSION PLANNING PROCESS..................................................................................................... 7STEP 1 – IDENTIFYING KEY POSITIONS OR KEY GROUPS.............................................................................. 8STEP 2 – IDENTIFYING COMPETENCIES......................................................................................................... 9STEP 3 – IDENTIFYING AND ASSESSING POTENTIAL CANDIDATES.............................................................. 10STEP 4 – LEARNING AND DEVELOPMENT PLANS........................................................................................ 12STEP 5 – IMPLEMENTATION AND EVALUATION .......................................................................................... 132
  21. 21. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EIntroductionThe concept of succession planning is driven by two complementary elements that are available to the Core PublicService(CPS).irst is the established design of the organization, which functionalizes broadGovernment commitments to the Newfoundland and Labrador (NL) public intodiscrete, highly specialized jobs. There are literally thousands of unique jobs withinthe CPS, each with a set of roles and responsibilities that must be fulfilled. Manyof these positions are specific to the public service and, thus, skill sets may not be readilyavailable in the labour market.FSecond, of course, are the people who assume these roles and responsibilities. Given thescope of work that occurs within the CPS, employees are often highly specialized in theirjobs. Focusing on a rather small set of duties, out of the thousands that exist within theorganization, allows employees to become an expert in their particular field of practice. Inturn, this expertise allows the CPS to operate efficiently and effectively. However, for anumber of different reasons, employees may move from one job to another over relativelyshort periods of time. Keeping a job filled with a qualified person can sometimes bechallenging but is necessary to ensure business continuity.Business continuity refers to the organization’s ability to ensure that qualified employees arealways available and in place to carry out its plethora of job functions. Developing thepotential for business continuity is emerging as a priority in the CPS. As part of a broaderhuman resource (HR) planning framework, succession planning is just one strategy that canhelp or support the organization to address HR issues related to:The ageing workforceIncreasing retirement eligibility in the CPSCompetitive labour marketsNegative net migration and shrinking populationPotential skill shortagesInternal competency gapsImmigration and employment equityAs the CPS prepares for these emerging issues, succession planning and management isbecoming an important corporate and departmental responsibility. The following guidelinesare intended to provide a general method to help departments develop and implement theirown succession planning process.3
  22. 22. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EWhat is Succession Planning?Essentially, succession planning is a conscious decision by an organization to foster andpromote the continual development of employees, and ensure that key positions maintainsome measure of stability, thus enabling an organization to achieve business objectives.Traditionally, succession planning has sometimes taken a replacement approach, oftenfocusing on executive-level positions. One or two successors might be identified andselected, probably based on the exclusive input of their immediate supervisor, and thenplaced on the fast-track into a senior position. However, succession planning has evolvedinto a process that can be used to:1. Replenish an organization’s HR at a broad or specific level;2. Identify, assess and develop employee knowledge, skills and abilities to meet thecurrent and future staffing needs of the organization; and3. Ensure a continuous supply of talent by helping employees develop their potential,as successors for key departmental positions.Some of the current practices in succession planning include the following:Knowing what jobs at various levels, if removed, would cause a significant loss to theorganization, and which of these jobs represent the greatest retention risk.Knowing which employees are both interested in, and demonstrate short- and/or long-termpotential for, succession into key positions.Significant investment to ensure that employees have appropriate and structured learning,development and training opportunities to fulfill their potential.Aligning succession planning with current and anticipated business goals and objectives.Succession management is principally about knowing the needs of the organization and itsemployees and developing the capacity to address emerging issues that can or will affect businesscontinuity.4
  23. 23. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N E5Succession Planning SupportsWorkforce PlanningContemporary succession planning should not be done in isolation of the broader HR / workforce planningprocess. Specifically, a gap analysis might identify succession planning as one of several priority strategies forthe organization.Human Resource /Workforce PlanningReview Business Goals andObjectivesConduct Environmental ScanConduct Gap Analysis ofWorkforceSet HR Priorities and DevelopStrategiesImplement and Evaluate StrategiesSuccession PlanningProcessIdentify Key Positions or KeyGroupsPlan Learning and DevelopmentIdentify Competencies forPositions / GroupsIdentify and Assess PotentialCandidatesImplement Strategy and EvaluateEffectiveness
  24. 24. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EImportant Considerations forSuccession PlanningAs part of the broader workforce planning process, there are several considerations thatshould preface any succession planning initiative. Some preliminary questions to considerinclude the following:What is the business case for succession planning in the organization?Is planning based on short- and long-term goals and objectives?Have the key stakeholders and decision-makers been consulted?How involved are the leaders?Is succession planning linked with workforce planning?Can succession planning be linked with other HR strategies?Is there accountability at the departmental level?Are HR professionals and departmental planners involved with the planningprocess?What are the roles and responsibilities of stakeholders?Is the process, and its expected outcomes, clearly understood by everyone involved?What decisions should be made at the departmental and corporate levels?How will the process demonstrate value for transparency, fairness and accessibility?How will the department ensure that all employees are provided the sameopportunities and are treated without significant bias?Is there a plan or strategy to manage employee expectations?Do employees understand that they are not guaranteed a promotion?What resources are required to plan effectively and efficiently?How will succession plans be evaluated?How will evaluation results affect decision-making?Do employees understand they are responsible for managing their own careerpath(s)?Is the department capable of supporting necessary learning and development?Is the work environment supportive of succession planning?How will the collection, retention, use, and protection of personal information becompliant with the Access to Information and Protection of Privacy Act?6
  25. 25. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N ESuccession Planning ProcessIt is important to acknowledge that succession planning will vary slightly betweenorganizations. Different resources, different organizational designs and different attitudes allmean that succession planning should be flexible and adaptable in order to accommodatevarying needs and achieve business continuity. However, there is a general framework thatdepartments can use as the basis and guide for their succession planning activities. Thisframework involves:STEP 1:Identifying key positions or key groups(current and/or future)STEP 2:Identifying competenciesSTEP 3:Identifying and assessing potentialcandidatesSTEP 4:Learning and development plansSTEP 5:Implementation and evaluation7
  26. 26. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EStep1Step 1 – Identifying Key Positions or Key GroupsA key position or occupational group can be defined in many different ways, but twoimportant criteria that should be considered are criticality and retention risk. A critical positionis one that, if it were vacant, would have a significant impact on the organization’s ability toconduct normal business. The significance of the impact could be considered in terms ofsafety, operation of equipment, financial operation, efficiency, public opinion, and so on.Retention risk refers to positions where the departure of an employee is expected (e.g.retirement) or likely (e.g. history of turnover). By examining these criteria on a low-to-highscale, an organization can determine what positions require short- or long-term planning.A gap analysis, as a part of workforce planning, can also be an invaluable tool to identify keyareas or occupational groups. Information that may help identify key positions can include:Current and future strategic goals and objectivesRetirement forecastsTurnover ratesCurrent and expected vacanciesChanges to existing programs and servicesHighly specialized functionIn addition to the analysis of criticality, retention risk, and other workforce data, it might bebeneficial to consider the following types of questions:What jobs, if vacant, have the potential to prevent the organization from achievinggoals and objectives?What jobs have a direct impact on the public?What jobs would be difficult to fill because of required expertise or because theexiting incumbent possesses a wealth of unique and/or corporate knowledge?Is there a projected labour market shortage for relevant job skills?Is there a need to plan for anticipated positions that do not currently exist?8
  27. 27. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EStep2Step 2 – Identifying CompetenciesAll positions have a requisite set of knowledge, skills and abilities that are expected ofemployees who are filling that function. Thus, knowing the competencies of a job is amandatory component of recruitment, serving as a general baseline to measure againstinterested potential candidates. However, succession planning provides an opportunity toreview the competencies traditionally associated with jobs, particularly with respect tocurrent goals and objectives. Several ways to determine and develop required competenciesinclude:Reviewing job descriptions, advertisements, and relevant merit criteriaInterviewing current and former job incumbentsInterviewing supervisors, clients, and other stakeholdersConducting focus groups or surveysReviewing any existing development programs (i.e. leadership competencies)Reviewing organizational valuesAlthough job descriptions offer a good starting point for the identification of competencies,it is important to consider some of the other sources of information listed above.Current incumbents, for example, would have a good understanding of which competenciesare the most important to their job. Interviewing these people may reveal knowledge, skillsand abilities that are necessary for the job, but are not currently identified in the jobdescription. Given the practical scope of any job, valid identification of competencies isnecessary for:Establishing minimum requirements for job success;Creating a baseline for assessing interested potential candidates; andIdentifying appropriate learning and development opportunities.Some questions to consider might include:What are the specific functional competencies that apply to a key job or group?What competencies apply to all employees and groups? Are these competenciesaligned with the organization’s vision, mission and values?9
  28. 28. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EStep3Step 3 – Identifying and Assessing PotentialCandidatesThe key purpose of identifying and assessing employees against core job competencies is tohelp focus their learning and development opportunities in order to prepare them for futureroles in the organization. Traditional approaches to succession planning have the potential toresult in a one-sided selection process – the organization identifies a key position, and thenexecutives select a high-potential individual for preparation or training. Given the potentialsensitivity around the decision-making process in these situations, an employee might beadvised about their prospective opportunity for advancement in private. This process is nottransparent and can negatively impact the morale of other employees (including the personchosen for succession) and their relationship with the organization.Modern approaches to succession planning suggest that transparency and accountability arethe best practices for an organization. Recruitment in the public service is based on merit,fairness and respect, and these concepts are maintained and supported by the successionplanning process. To demonstrate these values, succession planning must be:Objective and independent of personal bias;Merit-based;Communicated to and understood by all employees; andTransparent at all stages of the process.Under these circumstances, self-identification is a useful starting point to see whichemployees are interested in leadership roles, career advancement or lateral moves that mightnot be easily attained without focused training or other learning and developmentopportunities. Several ways to solicit for self-identification include:Circulating an expression of interestEmployees discussing career goals and objectives with their supervisorDeveloping an inventory of employee skills/competencies and careers interests10
  29. 29. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EThere are a number of other supporting methods to identify potential candidates once apool of interested candidates has been established. Some of these methods can include:Written examsCandidate interviewsReview of résumés/CVsSimulated work exercisesPerformance reviewsReference checksTalent review meetingsThis step of the succession planning process is closely related to regular recruitmentpractices, but succession planning goes one step further by helping interested candidatesdevelop the requisite skills prior to the formal recruitment process that begins once aposition becomes vacant. Public service organizations should consider consulting with thePublic Service Commission to ensure that the steps used for identifying potential candidatessupport decisions that are based on merit, fairness and respect.Some critical questions that may help departments prepare for this step include:Has there been one-on-one discussion with employees regarding their career goalsand interests?Have all employees been made aware of available succession opportunities?Do employees understand the purpose and process of succession planning?Specifically, do they understand that they are not guaranteed a promotion as a resultof this process?Do employees who were not considered for a current opportunity understand thatthey can be considered in the future with further development of their knowledge,skills, and abilities?How will the organization communicate the outcome of a succession-basedappointment?Have alternative career paths (i.e., relevant lateral moves) been identified foremployees who were not considered for a current opportunity?Will the organization use multiple sources of information when assessing acandidate?How will the organization develop an inventory of employee skills and interests?Are an appropriate number of candidates being developed for a key job?How will the candidate pool demonstrate the organization’s value for employmentequity and diversity?11
  30. 30. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EStep4Step 4 – Learning and Development PlansOnce the relevant candidates have been identified, based on their interest and potential forsuccess in a key position, the organization must ensure that these employees have access tofocused learning and development opportunities.Some key points to remember when developing learning and development plans are:Plans should focus on decreasing or removing the gap between expectedcompetencies and the current knowledge, skills and abilities of candidates.Manage expectations – modern succession planning is based on learning anddevelopment to fulfill employee potential, rather than merely filling a vacancy.There are a wide range of learning and development opportunities to consider,which can include:o Job assignments that develop and/or improve a candidate’s competencies;o Job rotations; ando Formal training.Ensure appropriate strategies are in place to support the transfer of corporateknowledge to candidates for key jobs, which can include:o Mentoring, coaching or job-shadowing;o Documenting critical knowledge;o Exit interviews; ando Establishing communities of practice.12
  31. 31. S U C C E S S I O N P L A N N I N G A N D M A N A G E M E N T G U I D E L I N EStep5Step 5 – Implementation and EvaluationEvaluating succession planning efforts will help to ensure the effectiveness of the process byproviding information regarding:How the process operates – the relationship between inputs, activities, outputs, and outcomesImpact of the process relative to stated goals and objectivesFunctional strengths and weaknessesPotential gaps in planning and assumptionsCost-effectiveness and cost-benefitPlanning to collect and assess these types of information will ensure that the organizationmonitors its succession planning activities, appropriately measures success, and adjusts theprocess accordingly given sufficient evidence. Some evaluative questions for departments toconsider might include:Have all key jobs been identified and do they have succession plans?What is the impact of succession plans on business continuity in key positions?Are successful candidates performing well in their new roles?What is the impact of learning and development efforts? Are employees ready tocompete for a vacant key position?Is the candidate pool diverse and reflective of employment equity values?What are the areas for improvement in the succession planning process?Once a succession plan has been established, monitoring its efficiency and effectiveness willbe essential. Thus, each succession plan should be developed within an evaluationframework in order to measure progress and success, as well as provide any evidence tosupport changes to the succession planning process.13
  32. 32. NOTES14
  33. 33. CAPACITY-BUILDINGCommitment to learning and development and career enhancement is imperative if theorganization is to prepare its human resources to meet future skill and knowledgerequirements.Development is not only a competitive advantage, it is essential in building a culture ofinnovation and for the development and delivery of best-in-class programs and services.We know that to retain our top talent and deliver the best programs and services, we needto ensure that people have access to programs that enhance their knowledge, skills andabilities; interesting and challenging work; and opportunities to advance their careers.Furthermore, we need to be ever cognizant that roles in government are not always foundin university / college course calendars, but are often specific to the public service. Theseskills need to be continuously nurtured, honed and developed.Effectively managing people and having appropriate tools, programs, and initiativesavailable to assist employees, managers and departments to maximize the talent ofemployees is essential in meeting organizational goals and ensuring the provision ofexcellence in the public service, and will develop and enhance the pool of suitable talentwithin the organization.Departments and Agencies may want to consider the following as options to staff. Theseare examples of some of the opportunities, but could certainly include more:Linking learning with organizational requirements of future skills,Career Development,Reassignment (i.e. temporary assignment on a special project),Entry-Level positions.HUMAN RESOURCE PLANNING – Reference Tools
  34. 34. RELATIONSHIP-BUILDING (WITH STUDENTS AND LEARNING INSTITUTIONS )Increasing opportunities for students to participate in student employment and part-timeemployment within the public service provides opportunities for the organization todevelop and hone skills needed for excellence in the provision of public service.Likewise, investing in internships, work-terms and co-op placements offers opportunitiesfor the employer to introduce students to public service work and establish an attachment tothe organization. It may also provide an opportunity to showcase Government as a viableoption as a future employer, and instill in students a sense of attachment to theorganization.A key component of this activity will be to offer meaningful opportunities, giving studentsa true sense of real work in the public service and preparing them for eventual employment,preferably in the public service.Examples of various programs or initiatives that Departments may want to considerinclude:Apprenticeship Programs,Internships,Bursary Programs,Fellowship Programs,Co-op programs,Part-time student employment.Either of these options provide an opportunity for the student to:Try out an employment field;Cultivate industry contacts; andFurther develop skill setsSee Government as a viable option for future employmentHUMAN RESOURCE PLANNING – Reference Tools
  35. 35. BURSARIESBursary Programs are used to provide assistance to selected candidates to pursue a specificarea of expertise by providing candidates with the opportunity to gain valuable practicaltraining experience in a particular field of work. The candidate, in return for the assistance,commits to work for a specified period of time.By providing structured, on-the-job training to qualified candidates, the Program can be amutually rewarding experience, aiding Trainees in their personal and professionaldevelopment and helping the organization, or host department, to create a more dynamicworkplace and build needed skill sets for future HR planning.Such Programs guarantee that government has the employees required to fill “challenging”positions and skills gaps, and builds the pool of employees entering the public service.HUMAN RESOURCE PLANNING – Reference Tools
  36. 36. INTERNSHIP PROGRAMSInternships provide students with an opportunity to experience work in the public service inspecific areas of interest to the student, but of benefit to the organization since it offerssupport (i.e. research, analysis) in completing certain goals or objectives, and theopportunity to identify potential employees.For the organization, Internships provide an opportunity to:Access junior professional-level workersAchieve progress on projectsContribute to a young person’s knowledgeInfluence a career path, by promoting government as a potential employerInformation on Internships for specific program areas can be found on the websites of thevarious schools of study (e.g. Political Science - www.mun.ca/posc/undergraduate/internships;Engineering - http://www.engr.mun.ca/graduate/intern.php).Additional information on Cooperative Education can be found on the websites of the variousprovincial learning institutions.HUMAN RESOURCE PLANNING – Reference Tools
  37. 37. APPRENTICESHIP PROGRAMSAn apprenticeship is an opportunity for a student to learn and develop certain skills with anemployer who needs to build capacity in that area and can be viewed as a "earning whilelearning" (practical, paid experience) arrangement.Apprenticeship help the student gain knowledge and develops skills associated with thejob, and often involves:Supervision from experienced, seasoned professionalsSupplemental specialized, in-class trainingHUMAN RESOURCE PLANNING – Reference Tools
  38. 38. LEARNING AND DEVELOPMENTThe organization is committed to putting in place processes that encourage and promoteemployees to access learning and development opportunities. Learning and development isan important component of developing a workforce that is well-positioned to meet theneeds of its clients and should be linked with current and future organizational and skillsrequirements.It is a responsibility of the employee, the manager and the organization, and can consist ofa range of interventions and activities that can improve individual competencies and thusincrease the organization’s capacity to deliver service excellence.Currently, government offers:Education and training opportunities through the Centre for Learning andDevelopment, as well as through departmental initiatives. Further integration ofthese initiatives is needed to ensure that effective educational support is available toall employees, including the development of an Individual Learning Plan.A Tuition Re-imbursement Program that enables employees to access funding toassist with tuition. Further refinement of this program is necessary and the conceptof scholarship programs needs to be explored for possible implementation.Departments and Agencies may also want to consider encouraging continuous education asa means to keep pace with the latest methodologies and technologies that are being appliedin various areas of expertise; ensuring a skills gap analysis is occurring at the divisionallevel; ensuring that departmental priorities are being established and are in focus, and thatall executives have a learning plan that is aligned with those priorities. This may beaccomplished through such activities as:Educational exchanges,Relevant courses at universities and colleges,HUMAN RESOURCE PLANNING – Reference Tools
  39. 39. Study tours,Attendance and participation in conferences, andMembership on associations or boards.The benefits of such activities are numerous and invaluable to the employee and theorganization, on a whole, and include:Expanding knowledge and skills;Gaining valuable experience from other professionals in the field;Gaining insight into best practices used by other jurisdictions to solve problems;Providing a forum to share experiences, methodologies and techniques; andProviding an opportunity to build networks (community of learning)Employee development is both personal and professional in nature and is directly linked tothe employee’s ability to be successful in work and in life. The employer must ensure thatemployees have the tools required to complete required tasks and duties, and be givenopportunities to increase knowledge, improve existing skills and develop new ones.Leaders may want to consider:follow-up sessions with employees to discuss outcomes of a screening process fora development opportunity in which they were unsuccessful;look at areas to improve; and,develop those areas for future opportunities.For these to be successful, departments will need to ensure that a skills gap analysis isoccurring at the divisional level, that departmental priorities are being established and arein focus, and that all executives have a learning plan that is aligned with those priorities.(See TAB – CLD Training Forms)HUMAN RESOURCE PLANNING – Reference Tools
  40. 40. CENTRE FOR LEARNING & DEVELOPMENTPublic Service SecretariatREGISTRATION FORMTO BE COMPLETED BY EMPLOYEE:LOCATION:COURSE TITLE: G St. John’sDATE(S): G Gander/Grand Falls-WindsorG Corner Brook/StephenvilleYour job responsibilities related to course content: G Happy Valley/Goose Bay___________________________________________________ G Other________________________________________________________ (please specify)G Ms. G Mr. G Other (please specify)NAME: OFFICE TEL. NO.:DEPARTMENT: FAX NO.:DIVISION: POSITION TITLE:E-MAIL ADDRESS: __________________________________________PAY LEVEL: G HLWORKPLACE G GSMAILING ADDRESS: G Other(please specify)POSTAL CODE: CLASSIFICATION:G Support StaffG SupervisoryG ManagementG Other:(please specify)Special Needs Request (medical/accessibility): ____________________________________________________________________TO BE COMPLETED BY IMMEDIATE SUPERVISOR:NAME: OFFICE TEL. NO.:FAX NO.:POSITION TITLE:Your expectations of this learning event for theemployee/organization:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________(Signature of Supervisor)Please ensure registration form is completed in full and mailed or faxed (729-4114) to the Centre for Learning & Development, Public ServiceSecretariat, 5th Floor, West Block, Confederation Building, P. O. Box 8700, St. John’s, NL, A1B 4J6, at least fifteen (15) days prior to the coursecommencement dateDATE RECEIVED:_______________________________
  41. 41. ASSIGNMENT OPPORTUNITIESEmployers can build needed capacity within the organization by offering employees theopportunity for reassignment to other areas of a department or government where supportsare required to complete a particular task. Such opportunities, though required by theorganization, provide the employee with hands-on learning and development.This can occur in a number of situations:Reassignment occurs when an employee moves from a current position to anotherone where additional support is required to complete a task;Temporary Assignment occurs when an employee performs the work of another,often higher, classification in the absence of the regular incumbent for a period oftime; andSecondment occurs when an employee is offered the opportunity to occupy adifferent position within the organization, normally taking their current salary to thenew position.Either of these situations could be considered as a means to fulfill certain operationalrequirements of the organization, and though it may be challenging to refill the positionsthat are vacated by the assignment opportunity, the approval for the Assignment indicatesthe employer’s support of the continuing learning and development of the employee.HUMAN RESOURCE PLANNING – Reference Tools
  42. 42. ENTRY-LEVEL POSITIONSEntry-level positions can be created within an organization to enable the employer to offeran opportunity to an individual to gain significant “hands-on” experience in a particulararea of expertise. In such cases, the individual may not possess all the skill sets required todo the job, but possess other skills or the aptitude to learn those skills if given theopportunity to excel. These positions are usually remunerated at a lower pay level thanexperienced employees.The benefits to the new incumbent include:Awareness that there is the ability to advance in the future;Opportunity to learn from experienced staff; and,Opportunity for on-going learning and development to further expand skillsThe benefits to the organization include opportunities to:Manage future succession;Expand the pool of talent for a particular field;Integrate employees into the corporate culture;Contribute to the development of employeeHUMAN RESOURCE PLANNING – Reference Tools
  43. 43. WORK ENVIRONMENTThere are various elements, or practices, in the workplace that affect the level of employeeengagement, and that can also influence employee attraction and retention. To promoteand encourage engagement, a leader must improve / enhance work and the workenvironment to ensure the success of employees, overall productivity, and the achievementof the organization’s broader goals.HUMAN RESOURCE PLANNING – Reference Tools
  44. 44. LEADERSHIPWithout effective leadership, employee engagement will be difficult. Having leaders thatare visionary can enhance employee engagement, motivation and productivity. Also,leaders who model the values of the organization and support employees can significantlyimpact the effectiveness of the relationship between the employee and employer.Having leaders one respects and trusts is not only essential to retaining talent, but it is alsocritical to building capacity within the organization, reaching organizational expectations,and ensuring that employees do not become disengaged.In support of such promotion, supports and resources must be in place to ensure thatmanagers:develop positive and constructive relationships with employees;have knowledge of how the organization works;continue to build their skills as managers and leaders to provide vision, direction,motivation and support for the people to whom they manage.One such support is a specialized Resource Management Package offered through theCentre for Learning and Development. This training provides managers with trainingrelevant to managing in the public service, and some tools and strategies to better equipthem to the face challenges and build relationships and trust with the employees theymanage.(See TAB – Leadership & Management Development Program)HUMAN RESOURCE PLANNING – Reference Tools
  45. 45. CENTRE FOR LEARNING AND DEVELOPMENTPublic Service Secretariat
  46. 46. LEADERSHIP AND MANAGEMENT DEVELOPMENT1Centre for Learning and DevelopmentPublic Service SecretariatAcknowledgementsMany people have contributed to the development of this revised competency model. Weextend our appreciation to the individuals who participated in focus groups and interviewsto provide their valuable feedback. Their contribution helped to ensure this strategy isresponsive and relevant to the needs of the Public Service. We also thank them for theircommitment and enthusiasm for learning.We acknowledge the involvement of the team at the Centre for Learning and Development.Their ongoing feedback and guidance has been instrumental to this strategy.July 2007
  47. 47. LEADERSHIP AND MANAGEMENT DEVELOPMENT2Centre for Learning and DevelopmentPublic Service SecretariatIntroductionThe Guide to Leadership and Management Development was developed for the individualuse of leaders and managers in the core public service. This booklet is designed to assist inthe development of individual learning plans. The Centre for Learning and Development(CLD) encourages the use of individual learning plans as a means of approaching learningand development in a systematic and strategic manner. The process of developing anindividual learning plan will assist you in identifying and prioritizing your learning needs,as well as support the requirements of your department and the organization.The purpose of this Guide is to:provide an overview of the Leadership and Management DevelopmentStrategyassist leaders and managers on their journey in leadership and managementdevelopmentintroduce the revised leadership and management competency modelillustrate the steps involved in developing your own individual learning planThis Guide contains the Background to the Leadership and Management DevelopmentStrategy and a Personal Reflection section. It also includes the Competency AssessmentModel overview and the Steps to Developing your Learning Plan. This Guide provides theSelf-Assessment and Peer Assessment tools, which will assist you in identifying learningpriorities. The Learning Plan form and Feedback components are also included. The finalsection of the Guide is devoted to the Resource Management Package.For additional direction on the process, you may wish to attend the “Developing yourLearning Plan” session, which is offered regularly by the CLD. Please see our website,http://www.intranet.gov.nl.ca/learning/, for the delivery schedule in your area.“You don’t have to be great to get started,but you have to get started to be great”.Les Brown
  48. 48. LEADERSHIP AND MANAGEMENT DEVELOPMENT3Centre for Learning and DevelopmentPublic Service SecretariatBackgroundThe CLD provides corporate-wide learning opportunities and consultative services topromote visionary leadership, responsible management and optimum performance. Webelieve that learning is essential to the development of a dynamic workforce. TheLeadership and Management Development Strategy endorses learning and developmentopportunities to strengthen the leadership and management capacity of the Newfoundlandand Labrador Public Service. Your success as a Leader and Manager is vital to building thiscapacity.The goals for the Leadership and Management Development Strategy are:To develop critical knowledge and skills needed to improve organizationaland individual effectiveness and performanceTo foster a learning culture that respects ethics and valuesTo promote consistency in management practices in the public serviceThe CLD believes the onus of continuous learning must be placed with both individualsand the organization to maintain and build competency. The Leadership and ManagementDevelopment Strategy was developed to promote continuous learning in theNewfoundland and Labrador public service through the introduction of a structured andsystematic approach to learning.This Strategy complements the new Executive Competency Model, which supports thedevelopment needs of the Executive level. For those involved in the PerformanceManagement Initiative (Work Planning), you will recognize the linkage between planningfor results and the strategic alignment of learning and development to achieve these results.The Leadership and Management Development Strategy includes:“The illiterate of the 21stcentury will not be those who cannotread and write, but those who cannot learn, unlearn and relearn.”Alvin Toffler
  49. 49. LEADERSHIP AND MANAGEMENT DEVELOPMENT4Centre for Learning and DevelopmentPublic Service Secretariat1. LEARNING PLAN DEVELOPMENT- We use a competency-based model forlearning and development. This Guidebook provides support for developingyour learning plan for leadership and management competencies.2. RESOURCE MANAGEMENT PACKAGE- This is a series of modules designed tobuild the competency of Resource Management in the Newfoundland andLabrador public service. At this time, Resource Management is the only corecompetency that has been deemed a mandatory competency for somemanagers. If you are responsible for managing human resources, financialresources and information resources, then you are required to register for theResource Management Package.There are several scenarios in which individuals would be involved in Leadership andManagement Development.Firstly, there are leaders and managers who will participate in both of theabove components of the Leadership and Management DevelopmentStrategy. A Director, for instance, may complete a learning plan to developher core-competency in “Decision Making”. As well, she may be registered tocomplete the modules in the Resource Management Package.Secondly, there are leaders and managers who will be required to focus theirlearning and development solely on the completion of the ResourceManagement Package modules.Thirdly, there are individuals whose learning will focus on one of the corecompetencies but they do not meet the criteria for registration in the ResourceManagement Package.
  50. 50. LEADERSHIP AND MANAGEMENT DEVELOPMENT5Centre for Learning and DevelopmentPublic Service SecretariatCore competency: The knowledge, skills, and abilities necessary tosuccessful performance as a leader and manager regardless of yourdepartment.Technical competency: The technical knowledge and skills requiredfor a specific position.In addition to the core competencies, there are technical competencies required for each ofthe departments. Technical competencies refer to the technical knowledge and skillsrequired for a specific position. Learning interventions related to technical competenciesare the responsibility of the organization and supported by your Manager in partnershipwith the Human Resources Division for your department, specifically the Manager ofOrganizational Development.
  51. 51. LEADERSHIP AND MANAGEMENT DEVELOPMENT6Centre for Learning and DevelopmentPublic Service Secretariat“Active learning involves the learners taking considerablepersonal responsibility for their learning journey; that is, they areself-directed and identify their own educational needs.”Denicolo et al, 1990Personal ReflectionUnderstanding your values, beliefs and interests is an important aspect of learning anddevelopment. As well, it is essential that you consider establishing goals for your futurecareer development. To assist you in this reflection, ask yourself the following questions:Which work-related activities do I enjoy? not enjoy?In reviewing my past work history, what provided me with the greatestsatisfaction?What do I aspire to do?What kinds of activities and relationships have meaning for me?By determining what you love to do, you will be energized and passionate about yourwork.Your approach to learning is another key dimension in your personal reflection. At theCLD, we believe that learning is not just about training. We do not see learning as a linearevent. Learning is “the development of skills in reflection and inquiry” about the world(McNamara, C., Authenticity Consulting, 1997-2007). Individuals can experience learningin their daily work in many ways, including actively seeking out opportunities to try newmethods or inquiring about what their colleagues are working on.Individual learning styles are also important to learning. We do not all feel comfortablelearning in the same way. Do you prefer to sit back and observe or do you prefer to jumpright in and try a new task? Do you like to learn about new ideas by reading about them orby discussing them with a group? Understanding your preferred learning style will helpyou in choosing more effective learning opportunities in the future.Self-discovery is a critical component of learning. It is valuable to assess your strengths andareas for development, understand your preferred learning style, and consider how yourwork style affects your interactions with others. There are many options available to assistyou with this self-discovery as you begin your journey in learning and development. Theseoptions include courses such as Leadership and Learning: A Discovery Approach(previously titled: A Self Discovery Approach to Leadership) and Myers-Briggs TypeIndicator.
  52. 52. LEADERSHIP AND MANAGEMENT DEVELOPMENT7Centre for Learning and DevelopmentPublic Service SecretariatResourceManagementService DeliveryCommunicationDecision MakingRelationshipBuildingEthics andProfessionalismCreativity andInnovationStrategic FocusSelf ManagementCoreCompetenciesCompetency Assessment ModelThis revised competency assessment tool was developed in Winter 2007 throughconsultation with leaders and managers throughout the core public service. Theassessment tools provide you with an opportunity to assess your personal strengths andareas for improvement in your role as a leader and/or manager.The tool includes nine competency clusters and several behaviour descriptors for eachcluster. These competencies are the key behavioural core competencies for leaders andmanagers in the Government of Newfoundland and Labrador. Note: ResourceManagement is the only core competency that has been deemed mandatory for thosemanagers who manage people, finances and information.
  53. 53. LEADERSHIP AND MANAGEMENT DEVELOPMENT8Centre for Learning and DevelopmentPublic Service SecretariatCore Competencies for Leaders and ManagersRESOURCE MANAGEMENT- Manages all resources to achieve organizational goals.Performance ManagementFinancial ManagementInformation ManagementInformation TechnologyChange ManagementProject ManagementSERVICE DELIVERY- Serves the public interest by focusing effort on program policy, programs andservices that support the direction of government.DECISION MAKING- Makes, and takes responsibility for, appropriate decisions in a timely manner.COMMUNICATION- Shares information effectively within and outside the public service.ETHICS AND PROFESSIONALISM- Acts in accordance with the values and beliefs of the public serviceCREATIVITY AND INNOVATION- Encourages and supports innovative ideas and solutions that are beyond theconventional.STRATEGIC FOCUS- Demonstrates an understanding of the long-term issues and opportunities affectingthe department and government.RELATIONSHIP BUILDING- Identifies, builds and maintains working relationships and partnerships that areimportant to the achievement of government objectives.SELF MANAGEMENT- Effectively manages one’s time and work in order to achieve results
  54. 54. LEADERSHIP AND MANAGEMENT DEVELOPMENT9Centre for Learning and DevelopmentPublic Service SecretariatSteps in Developing Your Learning PlanSTEP 1: Complete the Self AssessmentThe self-assessment tool is the foundation for the development of your individual learningplan. This tool (Form 1) will allow you to consider the leadership behaviours which youare using frequently and those which require development. If possible, you shouldcomplete a self-assessment on an annual basis to ensure your learning plans reflect yourcurrent learning priorities.It is essential that you allot sufficient time to complete the assessment with minimaldistractions. The assessment will require approximately 30-45 minutes. Review eachstatement carefully and consider examples of how you have demonstrated the behaviour.The self-assessment tool uses a frequency scale to help you determine how frequently youdemonstrate the identified behaviours:ALMOST NEVER – I rarely act in this mannerOCCASIONALLY – I sometimes act in this mannerFREQUENTLY – I regularly act in this manner and I can provide recentexamplesALMOST ALWAYS – I always behave in this way and I can illustrate with manyrecent examplesYou are also asked to indicate how important these behaviours are in your current role as aleader/manager in the Public Service of Newfoundland and Labrador:NOT IMPORTANT- this behaviour is not relevant in this roleSOMEWHAT IMPORTANT- relevant, but you can be successful withoutapplication of this behaviourIMPORTANT- it would be difficult to be successful without application of thisbehaviourCRITICAL- it would be impossible to be successful without application of thisbehaviourBe honest and objective in your assessment to ensure your results will be meaningful.Remember your first instincts are usually accurate!
  55. 55. LEADERSHIP AND MANAGEMENT DEVELOPMENT10Centre for Learning and DevelopmentPublic Service Secretariatevelopment. You should choose one or two people, such as a co-worker, your manager orrocess, but it is strongly encouraged.STEP 3: Meet with your managerFor the meeting with your manager, be sure to allow ample time to devote to youriscussion. You will proceed through a discussion of each competency. A significant parties foron with your manager should link your assessment to your performanceoals, and specific plans and initiatives of the department. This discussion will assist bothTo determinompleted assessment and peer assessment(s). Ask yourself, “Is this competency critical toSTEP 2: Ask for peer feedbackeer feedback will offer greater objectivity to your identification of areas of strength andPda former colleague, to provide this feedback. Make sure that you choose a person who isfamiliar with your behaviour on the job and is willing to give you an honest opinion.Provide them with the Peer Assessment Form (Form 2). Review these ratings andadjust/revise your assessment as you feel warranted.The peer assessment is an optional component of the pdof your discussion should be on the criticality of each behaviour to the stated priorityour work.Your discussigof you with making decisions regarding the learning priorities.STEP 4: Determine priority learninge which competencies are considered to be priority learning, review yourcthe achievement of results within the next 6-12 months?” As well, look for thosecompetencies that you rated the frequency as “rarely” or “seldom” and you considered
  56. 56. LEADERSHIP AND MANAGEMENT DEVELOPMENT11Centre for Learning and DevelopmentPublic Service Secretariathe discussion with your manager will assist in informing which of the competencies youen individual learning plan is a valuable tool that provides a systematic way of identifyingeek tolease complete one learning plan (Form 3) for each of the competency areas you wish tohen the learning plan is received by the CLD, a Learning and Development Officer willthem to be “important” or “critical” to be applied in your current role. These identifiedcore competencies can be considered as opportunities for priority learning.Tshould consider as areas of priority learning. Your discussion should incorporate yourindividual work plan, the strategic plans for the department/division and the goals of thorganization. This would be an ideal time to discuss issues such as succession planning.STEP 5: Complete the Individual Learning PlanAand addressing your specific development needs. Through the process of developing anindividual learning plan, you will identify and prioritize your learning needs. It isimportant to be realistic in achieving your learning goals. Prioritize your goals and saccomplish one to two every 6-12 months.Paddress. Your manager must approve the plan through provision of his/her signature,prior to its submission to the Centre for Learning and Development.STEP 6: Action the Learning PlanWcontact you offering suggestions that you may consider in addressing your learning goals.Options will be presented using a blended learning approach, which will allow you tomake decisions based on your individual and operational needs. A blended learningapproach recognizes and respects the unique learning styles for individuals. Thisapproach would include learning methodologies such as:Books, articles or manualsOn-the-job experiencesE-Learning programsCoaching and mentoring relationshipsDevelopment OpportunitiesWorkshops and courses
  57. 57. LEADERSHIP AND MANAGEMENT DEVELOPMENT12Centre for Learning and DevelopmentPublic Service Secretariat"We have an innate desire to endlessly learn, grow, and develop.We want to become more than what we already are. Once we yieldto this inclination for continuous and never-ending improvement,we lead a life of endless accomplishments and satisfaction."Chuck GallozziYour learning plan will be held in confidence at the CLD. However, to ensure theintegration of all learning partners in the process, the response letter will be copied to yourManager and the Manager of Organizational Development for your Department.Transferring your new learning to the workplace requires the support and encouragementof your manager. Having opportunities to practice new behaviours learned and allowingtime for individuals to share information from the learning experience are examples ofstrategies that many organizations employ to support the transfer of learning.STEP 7: FeedbackYour learning and development does not end upon your completion of your learningobjectives. It is imperative that you consider whether you have achieved the intendedoutcomes from your learning plan. The purpose of this planned approach to learning is toincrease the organization’s ability to achieve its objectives.Upon completion of learning activities, it is important to establish new learning goals. Asthe demands on work units and individuals change due to new organizationalcommitments, individual work roles must change to accommodate new priorities. Youmay need to build new leadership and management competencies to ensure you continueto be effective.
  58. 58. LEADERSHIP AND MANAGEMENT DEVELOPMENT13Congratulations on taking the initiative to begin the journey of leadership and managementdevelopment. We hope that this process will be meaningful to your success in the publicservice of Newfoundland and Labrador.Should you have questions or comments, please contact us at:Centre for Learning and DevelopmentPublic Service Secretariat5th Floor, West BlockPO Box 8700St. John’s, NLA1A 5K5Tel: (709) 729-3654Fax: (709) 729-4114E-mail: learninganddevelopment@gov.nl.caWebsite: http://www.intranet.gov.nl.ca/learning/Centre for Learning and DevelopmentPublic Service Secretariat
  59. 59. COMMUNICATIONCommunication is one of the fundamental building blocks to creating an engagedworkforce, since it contributes to an employee’s sense of organizational goals and needs,and where they fit into the big picture. It is a key element of the employee-employerrelationship and is an essential component to building an organizational culture that valuesemployees and encourages employees to reach their full potential.For communication to be effective it must be timely and transparent, and should occurthroughout all levels of the organization. Currently, information is shared through:the Public Service Network (intranet);departmental employee newsletter;departmental planning or development sessions in which key priorities and actionplans of the department are communicated or worked on; andDivisional, Branch and Management meetings.Some of the practices an employer may use to promote a communication culture include:providing orientation to new employees and current employees, outlining basicinformation on the organization and its goals, and their place in achieving thosegoals;providing employees with opportunities to communicate on important workplaceand work-related issues with their managers and leaders, as well as amongstthemselves;presenting new programs and policies to employees with a mechanism to providefeedback;providing individual feedback on performance that is detailed, timely andconstructive.HUMAN RESOURCE PLANNING – Reference Tools
  60. 60. HEALTH AND SAFETYCreating organizations and work environments that invest and support people in theirefforts to provide quality public service in an environment that is healthy and safe willpositively impact the delivery of services.In order to be productive and satisfied in the workplace, employee’s need to feel that theorganization is concerned with their overall health and safety, and that it will take measuresto establish and preserve such an environment – one that is free of:violence,discrimination,bullying,harassment,as well as other physical hazards.Workplace health promotion programs can serve as a foundation to build a highperformance organization and tackle difficult cultural issues such as trust and commitment.It can also be associated with improvement in employee attitudes towards the employer.Employers can begin establishing trust through:visible concern for the well-being of employees,ongoing encouragement,feedback,an open-door policy, andgeneral support in dealing with issues.Such a display may influence other staff and result in the establishment of a similar culturein the work environment.HUMAN RESOURCE PLANNING – Reference Tools
  61. 61. ORGANIZATIONAL STRUCTURES, BUSINESS PRACTICES AND PROCESSES, AND POSITIONDESCRIPTIONSOrganizational structures, business practices and processes as well as position descriptionsare developed to ensure the effective delivery of departmental programs and services.Organizational structures systematize work into units, divisions, branches, sectors,divisions, etc. Effective business practices are designed to ensure optimal efficiency andeffectiveness in the delivery of programs and services and position descriptions aredeveloped to identify and clarify individual roles and responsibilities. Decisions onorganization design, assignment of work and business practices are part of sound HRmanagement. These decisions affect the long-term ability of departments to not onlydeliver programs and services and maintain business continuity but also to compete forresources and retain staff.Changes in information and communication technologies have changed how organizationsare structured and managed. Some newer design elements include: de-layering ofhierarchies, creation of team-based networks and multidisciplinary approaches, movementfrom an insular to a broad-based mindset, focus on alliances and partnerships, creation ofinterdependent units rather than independent activities and horizontal organizationalstructures that tend to be more flexible and responsive in service delivery. The impacts ofgood organizational design and business processes include faster response time, largerspans of control and a broader range of assignments and roles, which can in turn increaseemployee engagement and productivity.It is also imperative that the business processes to manage human resources are alignedwith organizational objectives. Internal red tape and outdated process, policies andprocedures must be identified, reviewed and revised to ensure alignment withorganizational objectives and needs.During an internal scan, organizational structures, business process and positiondescriptions should be reviewed to ensure they are effective and also to encourageHUMAN RESOURCE PLANNING – Reference Tools
  62. 62. individual responsibility and decision making. The ultimate goal is to enhance theorganization’s ability to effectively and efficiently achieve its goals. Some questions toconsider during a review of organizational structures, business process and positiondescriptions include:• Does the structure meet your operational needs now and in the foreseeable future? Isthere a need to change?• Can the current structure support anticipated changes in program delivery?• Are the lines of authority clearly indicated so that overlap and and duplication of effortare avoided?• Is each person’s span of control reasonable?• Is all the work performed clearly and explicitly idenfitied?• Does all work facilitate the achievement of departmental goals?• Are the functions clearly established and evely distributed?• Is work allocated effectively and is it balanced? Is workload evenly distributed?• Are services provided at appropriate levels (e.g. administrative services)?• Are existing organizational charts and position descriptions up-to-date?HUMAN RESOURCE PLANNING – Reference Tools
  63. 63. SCOPE OF PRACTICEThe scope of practice concept is important in determining appropriate organizationalstructures, designing effective business practices and appropriately assigning work.Departments should strive to ensure that they are fully utilizing employee competenciesgained through education and experience. As an example, if a department hires aprofessional human resources practitioner to conduct human resources planning, lead thedevelopment of a departmental workforce planning initiative and develop strategies toaddress recruitment and retention challenges but subsequently assigns work that is notaligned with the individuals education and experience (e.g. performing some routineadministrative functions), this will have a negative impact on the both the individual andHUMAN RESOURCE PLANNING – Reference Toolsthe department. The department is not fully utilizing the skills and competencies of thisindividual. As well, the individual may become dissatisfied and disengaged. Whencombined, these factors will likely have a negative impact on organizational productivity.Given these circumstances, it will become almost impossible for a department to achieveits goals.
  64. 64. DEPARTMENTAL COLLABORATIONEach Department / Agency possesses employees with specific competencies, skill-sets andexpertise as it pertains to organizational and project requirements. These skills, thoughspecific, have the potential to benefit other areas of government if departments were awareof the existence of such skills. Rather than seek specialized support through contracting oroutsourcing when skill-sets are not readily available, such skills could be shared betweendepartments/agencies.Collaboration could allow departments to achieve organizational / corporate priorities.Examples already exist in government of horizontal commitments that involve theparticipation of various departments to achieve preferred outcomes and measures (i.e.Poverty Reduction Strategy, Northern Strategic Plan).The purpose of the collaboration can take many forms and evolve with changingorganizational priorities:Human resource sharing (skills / particular position)Information-sharing (from attendance at conferences and trade shows)Joint program DevelopmentThese may be accomplished through:departmental assessment of internal talent in specialized areas that may bebeneficial to the organization;the establishment of a small working group of public sector management/executiveto manage the collaboration process; andthe expansion of the PSN to include ideas, information and resources, in the spiritof collaboration.In a first instance, it may be more appropriate to assess the additional skills and talents ofmanagement level employees and executive, given possible complexities surroundingbargaining unit employees.HUMAN RESOURCE PLANNING – Reference Tools
  65. 65. HUMAN RESOURCE PLANNING – Reference Tools
  66. 66. DEVELOPING AN INTEGRATED TALENT MANAGEMENTPROGRAMA Human Resource Management Framework
  67. 67. H R P O L I C Y A N D P L A N N I N G D I V I S I O NH U M A N R E S O U R C E B R A N C HPublic Service SecretariatApril, 2008Government of Newfoundland and LabradorP.O. Box 8700St. John’sNewfoundland and LabradorA1B 4J6
  68. 68. TABLE OF CONTENTSINTRODUCTION................................................................................................................................................................ 1MANAGING TALENT ....................................................................................................................................................... 3BEING A PREFERRED EMPLOYER.............................................................................................................................. 4BENEFITS OF A TALENT MANAGEMENT PROGRAM ........................................................................................... 5FOUNDATION FOR AN INTEGRATED TALENT MANAGEMENT PROGRAM................................................... 6GATHERING AND ANALYZING THE EVIDENCE...................................................................................................................... 6DEVELOPING TALENT POOLS............................................................................................................................................... 7ATTRACTING EXTERNAL TALENT ........................................................................................................................................ 7BUILDING AN EXTERNAL TALENT POOL .............................................................................................................................. 8INVESTMENT IN THE ORGANIZATION’S INTERNAL TALENT.................................................................................................. 9ORGANIZATIONAL CULTURE.............................................................................................................................................. 10PREPARING TO DEVELOP AN INTEGRATED TALENT MANAGEMENT PROGRAM................................... 12CRITICAL SUCCESS FACTORS................................................................................................................................... 13SUMMARY OF THE PROGRAM DEVELOPMENT PROCESS ............................................................................... 14
  69. 69. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KIntroductionDeveloping an Integrated Talent Management Program will assist Departments in achievingsuccessful organizational outcomes.alent management is about more than just attracting and retaining talent. It is also aboutresearching, developing, and implementing a series of human resource (HR) initiativesand looking at how these initiatives fit together to manage the talent available to aDepartment.TBuilding and enhancing employee potential will not only benefit employees, it will also supportthe organization in meeting its goals and objectives while focusing on the provision of excellencein public service.The development of an Integrated Talent Management Program (ITMP) can be used bydepartments as a key strategy for addressing a number of critical HR issues in theNewfoundland and Labrador Public Service. Managing an organization’s HR and the talentthat is available to the organization is both a corporate and a departmental priority.C R I T I C A L H R I S S U E SCurrent competency requirementsSkills gapsCompetitive labour marketFast-pace changes in work and workenvironmentChanging needs and interests ofcurrent and potential employeesThis guide provides departments with some general tools and processes that can be used indeveloping a department-wide ITMP or one that is specific to a particular occupationalgroup.1
  70. 70. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KHuman Resource /Workforce Planning ProcessReview Business Goals andObjectivesConduct Environmental ScanConduct Gap Analysis ofWorkforceSet HR Priorities and DevelopStrategiesImplement and EvaluateStrategiesDeveloping an IntegratedTalent Management ProgramBeing a “Preferred Employer”Organizational CultureDeveloping Internal Talent PoolsBuilding External Talent PoolsOrganizational Readiness2
  71. 71. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R K3Managing TalentManaging talent is about ensuring that the organization has an external talent pool availablefrom which to draw, qualified candidates, while at the same time continuing to build on theexisting talent that exists within the organization.Strategies forBuilding andEnhancingInternal TalentExternalAttraction andRecruitmentEfforts
  72. 72. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KBeing a Preferred EmployerBeing a preferred employer is integral to competing for talent. It is necessary for bothattracting new hires to the organization and retaining the talent that the organizationcurrently employs. Being an employer that people want to work for is about more than justhitting or exceeding market medium with respect to wages. There are many factors thatinfluence the attraction and retention of workers, in addition to compensation.While compensation is important to competitiveness, it is often not the single mostimportant factor to employees or potential employees. People want to work for anorganization that they are proud to be working for. Other factors that influence a person’sdecision to accept or remain with an employer are noted in the following text box.I N F L U E N C I N G F A C T O R SSupport for professional developmentOpportunities for career advancementHaving respected and trusted leadersAbility to direct individual workAbility to influence organizational initiativesand directionsFlexible work environmentsWorkplace innovationCommunicationRecognition and respectIn managing talent, an organization must build an attractive employer brand so that theperception of the organization to both potential and existing employees is one of a progressiveemployer that is focused on achieving organizational priorities and excellence in public service,and recognizes the value of employees to organizational efforts.4
  73. 73. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R K5Benefits of a Talent Management ProgramOrganizations that effectively manage their talent provide benefits to the employee and to the clientswhom the organization serves.The outcomes associated with effective talent management are depicted in the figure below.IncreasesemployeeproductivityAligns employeework withorganizationalgoalsSupportsemployeeengagementeffortsFocuses on theprovision ofexcellence inpublic serviceSupportsbusinesscontinuityRicher careerdevelopmentand careermanagementprogramsAssists theorganization indevelopingtalent poolsSupportseffectiveworkforceplanningTALENTMANAGEMENT
  74. 74. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KFoundation for an Integrated Talent ManagementProgramFor an ITMP to work effectively it must be informed by evidence. This evidence needs to beanalyzed and strategies then formulated based on the findings. It is important to recognizethat no one strategy may be the best, rather a set of strategies (HR bundling) may need tooccur to effectively address HR issues.Gathering and Analyzing the EvidenceData that is required to determine what strategies may be effective in the management of anorganization’s talent can be achieved through a number of methods, including, but notlimited to:• Organizational directions, priorities, goals and objectives• Exit surveys/interviews• Entry interviews• Regular employee surveys• Surveys and qualitative information from students and other potential employees• Divisional and departmental meetings• Employee demographics• Demographics of the external labour market• Documented attraction and retention difficulties• Internal departmental scan of culture, leadership, management practices, workenvironment, decision-making and other business processes and practices• Documentation gained from recruitment processes6
  75. 75. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KDeveloping Talent PoolsThe organization must continuously be engaged in developing and building talent pools,especially for those professional and technical skills for which there exists a high labourmarket demand, or where specialized knowledge and skills are required.Developing a talent pool is essentially building sources of talent available to theorganization that can be drawn upon when the need arises. The talent base can be eitherinternal or external, or both, and is developed in an effort to ensure business continuity.Strategies will differ depending on the type of skill set required, when it is required, andhow critical it is in meeting organizational priorities. Strategies to address immediate needsmay differ from those that can be established to address future needs. Moreover,organizational priorities continuously shift, so a skill set critical to operations may alsochange.S T E P S T O C O N S I D E RReview position descriptionDevelop competency profiles for critical positionsAssess current competencies available to the DepartmentDetermine whether competencies can be found internallyDevelop strategies to address current or immediate needsPlan for future needs nowAttracting External TalentStrategies employed in attracting experienced new hires may include building an employerbrand that is conducive to attracting top talent. This may mean developing strategies toshowcase public service work, especially for those positions that are critical to the currentrequirements of the organization. In building the employer brand, the organization mustalso ensure that the work environment and organizational culture supports a positiveemployee-employer relationship and meets or exceeds employee expectations.Moreover, developing strategies focused on diversity or immigration, continuing toparticipate in career fairs and expos that market the organization and public service work,and developing specialized recruitment programs specific to critical occupational groupscan also assist the organization in its efforts to attract new and experienced talent to theorganization. Success in implementing these strategies will involve the collaboration andcooperation of central agencies and departments.7
  76. 76. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KBuilding an External Talent PoolKey to building a talent pool from which to draw upon is to support the development of a longterm attachment to the organization. In order to do this, the organization must have effectiveand supportive leadership that will lay the foundation on which this will occur.Engaging students in the early stages of their studies is important to building an externalpool. Encouraging students to pursue a career in the public service will also assist theorganization in building a potential talent base and offer the organization an opportunity tonot only begin the development of a long term attachment of the student to theorganization, but also develop specific skill sets needed in the public service.O P P O R T U N I T I E SLook for opportunities to create entry-levelpositionsHire students on a temporary basis to assesspotentialConsider working with a post-secondaryinstitute to develop specific skill requirementsif they are not readily available in the labourmarketEngage current staff to speak with potentialemployees – develop an EmployeeAmbassador ProgramActively participate in job fairs and careerexposParticipate in student internships and begintraining of specialized skills needed within thepublic serviceStrategies to engage students include:• Student employment• Part-time employment• Summer employment• Organizational support forCo-operative programsInternshipsFellowshipsBursariesApprenticeshipsSeat Purchase ProgramsExchange Programs“Career Pathing” – e.g. bring aCo-op student back for 2nd, 3rdand 4thwork terms, until pointof hire.Note: Keep your fingers on the pulse… When students are employed with the Department, ask them whatthey are looking for in an employer. This provides insight into what is important to students in terms ofbeing a preferred employer.8
  77. 77. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KInvestment in the Organization’s Internal TalentBuilding on the organization’s existing talent will support the organization’s efforts to planand address critical skill requirements. Furthermore, investing in the organization’s currenthuman resources will benefit the employee, which will increase the likelihood of retention andenhance individual and organizational performance.With respect to managing internal talent there are three major elements:1. Professional Development2. High Potential Development3. Performance ManagementStrategies for enhancing the organization’s internal talentProfessionalDevelopmentHigh Potential Development Performance ManagementAccess to assessmentcentres and toolsTargeted learning andtrainingEducational supportprogramsMentoringCareer assignment programs(stretch and short-term specialassignments)Cross-functional opportunities(involvement in cross-departmental work teams)National and internationalcommittee involvementCoachingSupport to present work atnational and international eventsParticipation in professionalorganizationsInvolvement with internalworking groups, committees, andcommunities of practicePerformance enhancement –establish individual goals andprioritiesCompetency assessmentPerformance feedbackIndividual learning planRewards and recognitionWork load analysis (resourcemanagement, decrease non-valueadded work)Supports to work within full scopeof practice9
  78. 78. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R K10Organizational CultureAn important component of managing an organization’s talent is developing strategies toimprove elements of the organizational culture and the work environment.toimprove elements of the organizational culture and the work environment.Retention and employee satisfaction, and thus, organizational performance is enhanced by anumber of factors involving the employment relationship, work environment and quality ofwork life.Retention and employee satisfaction, and thus, organizational performance is enhanced by anumber of factors involving the employment relationship, work environment and quality ofwork life.EmployeeSatisfaction/EngagementWorkEnvironmentHealth and safetyEffective ManagementPhysical and social workenvironmentBusiness processesAdequate ResourcesLearning & DevelopmentQuality ofWork-LifeReasonable workdemandsSkilled co-workersWork-Life balanceEmploymentRelationshipHigh TrustCommitmentInfluenceCommunicationEnhancedOrganizational PerformanceImproved productivity and retentionReduced absenteeism
  79. 79. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KSome questions to consider…1. What are the organization’s values?2. Does the organization’s business processes and culture support these values?3. Is the organization diverse? (i.e. Does it represent the population it serves?)4. Is the organization flexible? (i.e. How adaptable is the organization and its peopleto shifting organizational priorities?)5. Does the organization value creativity and innovation? If so, how?6. How effective is the organization’s leadership in setting a vision for thedepartment and articulating this vision to staff?7. What types of management practices and supervisory styles are evident? Giventheir content, which ones work and which ones do not?8. How effective are the organization’s internal communication methods? (i.e. Dosupervisors and managers hold regular staff meetings where organizationalpriorities are discussed and employee input is encouraged?)9. What are the business and decision-making processes of the organization?11
  80. 80. D E V E L O P I N G A N I N T E G R A T E D T A L E N T M A N A G E M E N T P R O G R A MA H U M A N R E S O U R C E M A N A G E M E N T F R A M E W O R KPreparing to Develop an Integrated TalentManagement ProgramUnderstanding Organizational Readiness Other HR Strategies Moving ForwardBefore starting todevelop an ITMP, itis critical thatdepartmentalmanagers /supervisors have agood understandingof what talentmanagement meansfor the department,and be committedto the process.How ready is the department tostart the development process?Does the department havesupporting HR programsavailable?(e.g. performancemanagement/performanceenhancement; individuallearning plans; workforceplanning)Are departmental employeesactively engaged in theseprograms?How accountable are managersand supervisors for employeedevelopment?What is the level ofcommitment by departmentalexecutives?Does a supportiveorganizational culture exist?(e.g. flexibility, effectiveleadership, effectivecommunication processes)How open are departmentalmanagers to change?Do other strategies need tobe developed to supportan integrated talentmanagement program?(e.g. diversity strategy,immigration strategy,employer branding,marketing campaigns)Ensure HR workforceplanning is acontinuous process. Itis often the impetusfor developing anITMP. Workforceplanning is also vitalin the identification ofcritical needs andresource requirements,including present skillsgaps and forecastedrequirements.Collect data fromother sources toensure that theprogram is informedby evidence. Ifunreliable/invalidinformation is used indeveloping a program,its effectiveness willbe limited or non-existent.Develop a projectplan with deliverablesand engage incontinuous evaluationand programmodification.12

×