Career Progression

Angelo Mangatal

Manager New Vehicle Efficiency Policy

November 28, 2003

RETREAT

Overview

• Canadian values and ethics, global

influences and Canadian demographics

• Understanding the culture of the

organization – Government Corporate

Culture – (i.e. transition government issue)

• Corporate Culture within specific

departments

Values and Ethics

• Bilingualism

• Pay Equity - Employment Equity

• Diversity - Representative of the face of

the Canadian Public in Government

- Inclusiveness

- Employer of choice

(work life balance)

Bilingualism

• New policy makes bilingualism mandatory for 1 in 3 public service jobs - April 2004

• About 38% of the jobs in the public service are now bilingual

• proportion is much higher in the NCR, where more than 63% of 58,600 jobs are bilingual.

Bilingualism

• Increase in the proportion

of bilingual people,

especially in Quebec

and New Brunswick

• Greater bilingualism

among all linguistic

groups in Quebec.

• Outside Quebec, less

bilingualism among

youth aged 15 to 19.

Proportion bilingual in the 15-19 age

group, Quebec and the rest of

Canada, 1996 and 2001

41.9

18.5

48.1

16.8

0

10

20

30

40

50

60

Quebec Rest of Canada

1996 2001

Language Situation In Quebec

• About 76 % of Allophones and 66% of Anglophones use French at work, at least on a regular basis

Outside Quebec

• Outside Quebec: 67% use French at work -- higher where concentration is greater- (New Brunswick 92%, Ontario 69%, Nova Scotia 65%).

0

10

20

30

40

50

60

70

80

At

Home

At Work At

Home

At Work

Use of French by non-

Francophones, Quebec, 2001

Anglophone Allophones

Corporate Canadian Reality

• Stats Can – immigration counts for more

than 50% of total population growth and

will likely increase

• The workforce and general population is

becoming grayer – population 85 and over

increased by 47%

• Immigrants of the 1990’s account for 70%

of growth in labour force

Workforce becoming greyer

Ratio of Entrants aged 25-34 to Retirees aged 55-64

in Selected Occupations

1.1

0.9

0.5

1.5

1.7

0.7

0.50.4

0.60.7

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

General

practitioners

and family

physicians

Registered

nurses

University

Professors

College

and other

vocational

instructors

Pipefitting

and

Carpentry

trades

1991 2001

Federal Public Service

• Overall aging of the Canadian Labour Force

– Public Service workforce older than the overall workforce

• Mid 90’s

– Accelerated retirements due to departure incentives (ERI, EDI, CRP, EETP) and salary freeze; Lack of recruitment accelerated the aging of the workforce

• End of 90’s and Early 2000

– Growing labour market competitiveness as a result of the economic boom

Federal Public Service Continued

• 2001-2003

– Economic slowdown: federal government seen as desirable employer; less competition for talent, reduced voluntary departures

– PS spins off three Separate Employers who become competitors for employees

– Major expansion in federal govt employment

– Significant hiring of professional and knowledge workers and relatively less hiring of operational and and white collar support personnel

Projected median age FPS

workforce as of Nov 25/02

• Future age profiles unlikely to reverse due to increased hiring of highly educated, hence older, employees

5051 51 51 51 51 51 51 51 51 51

48

494949494848

47

50 50 50 50

44

39

4546 46

47 47 4748 48 48 48 48

38

41

44

47

50

5319

91*

2001

**

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

ExecutivesEX FeedersOverall FPS

EX-01 Feeder Groups – 10

year historic average as of Nov 25/02

EX-01

Vacancies

“Top Ten” Feeder

Groups

PM-06 ES-06

AS-07 CO-03

FS-02 FI-04

PE-06 ES-07

IS-06 AS-08

All Remaining Groups

External Applicants

67%

28%

5%

Career Development and Mobility

• Developmental Programs, Human Resources, Training, Workplace Environment;

• Historical absence of accessible career development programs for all employees;

• resource issues concerning activities (i.e., time, workload and funds);

The “high” level of bilingualism required for certain positions; no access to language training

Absence of an effective mentoring/coaching program;

Focus on Employee

• Define Employment Goals

• Available and recommended training

• Re-organization opportunities before

any new staff arrive

Define Employment Goals

• Personal introspection – What would I like to do?

• Where am I now - personal competency assessment

• Where would I like to go? Timeline? Effort?

• Identify gaps or weak areas to develop

• Engage your immediate supervisor and senior management as required

• Assess corporate culture in the organization – long range plan for the organization

Available and recommended

Training

• NRCan Reference Centre - Online learning

opportunities - Learning Maps

• Work Tools – self assessment - CCRA,

PSC, NRCan competency development

• Learning plans, Training, HR links – SFQ

next level up

• Lunch and Learn

Government Training

Opportunities

• PSC – Training and development Canada - Career Watch

• TBS – Leadership Network

• CCMD – extensive core curriculum entry level to DM Management Training, armchair discussions

• Other: Performance Institute, APEX, EE networks

Networks

• Professional Institutes & Associations i.e.

ADM Secretariat and Middle Managers

community

• Volunteer Organizations

• Colleagues – interdepartmental contacts

• Post Secondary institutions – Colleges,

Universities

Re-organization opportunities - STAFFING/RECRUITMENT

Q. Are managers obliged to staff from

within the Public Service before

considering external recruitment?

• A. The Public Service Employment Act

(PSEA) recommends that it is good

business practice to consider candidates in

the organization first. However, this is not

mandatory.

Possible Progression Factors

Much ‘Ado’ about nothing

High proportion of immigrants of

the 90’s had a university diploma

0

5

10

15

20

25

30

35

40

45

Less than High

School

High School Trades College University

Canadian-born population in 2001 Immigrants of the 1970s

Immigrants of the 1980s Immigrants of the 1990s

Legal Obligation

to Comply with the CHRC and the

NRCan Employment Equity Plan

• external recruitment

- primary vehicle

that will be used in

the short-term to

address EE under-

representation.

• NRCan’s use of

external recruitment

will allow us to

address department

shortfalls in terms of

employment equity