Talent Management

An Experience From The Public Sector

Kenda MacFadyenA/Senior Consultant, HR Planning and Talent ManagementAnd Talent Management AdvisorJune 26, 2007

Our Strategy

To address our needs, an HR Planning andTalent Management unit was created in 2003…

…with its primary goal to provide a structured, corporate approach to succession managementfor all departments across government.

created tools, processes and programs

created a role dedicated to implementation

piloted process and tools in own department

currently using in other departments

Our challenges…

…are met through a flexible approach, adapting tools and processes as required to meet individual departments’ needs.

policy and process restrictions around secondments (BU), hiring, FTEs, etc.

perceptions around career opportunities and career paths (by both employees and managers)

changing the notion of development (i.e., development = training)

alignment of performance management and talent management (critical in determining “readiness” for implementation)

perceptions regarding “traditional” succession management

Our Philosophy

As we take active steps to build high performance and high involvement workenvironments in which decision-making is decentralized and leadership isdiffused throughout an empowered and diverse workforce, it is critical that weextend beyond the focus on management and leadership roles.

there are different types of talent and potential

an aging workforce and more competition for key talent means talent across the organization needs to be considered

critical positions are found at various levels in the organization—not just at the top

career development planning is important for all employees and is a key component of the performance management process

development activities can take many different forms

Our processes and tools are based on our philosophy:

a program or a project and it is not HR’s responsibility

integrated with all HR programs, especially with performance management, and it is an approach that is transparent and understoodby all employees

It is not… It is…

For us, talent management is more than“filling names in boxes”…

…it is a long-term HR strategy based on the humanresource and business plan requirements.

Stage 1 – Prepare

Stage 2 – Identify Talent

Stage 3 Manage Talent

–

Talent Management Defined: A deliberate and systematic effort to encourage individual advancement and ensure leadership continuity in key positions, including management, professional and technical specialist roles.

Our Successes

Plan the process

Develop action plans

Review the talent

ID critical positions

EducateComm-unicate

Gain support

Followup

Key Activities

Pilot with small department—60 people Phase 2 with Nova Scotia Environment and Labour, Department of Community Services Non-unionized and unionized employees First Professional Group – HR Community Mixed demographics

Implementations

Critical Success Factors

Commitment from senior leaders

HR capacity

Tools and training for career development planning

Strong project management planning

Communication and change management

Flexibility in approach

Integration with performance management and otherkey human resource systems

Our Future

Integration -- We have a lot of programs, processes, and tools already developed or under development…

…all of which help us to manage our talent.

Career Development PlanWorkshops for Managers & EmployeesSM Guide (process and tools)Talent Review (process and tools)Identifying Critical Roles (process and tools)HR Strategies for Professional Groups

Leadership Development Programs360 Competency Assessment and CoachingCorporate CalendarManager’s Guide for Developing PeopleGuide for Mentoring

StructureProcessesJob Design

Leadership and Employee Development

Succession Management

Organizational Design

Affirmative ActionRecruitment StrategiesTalent Pool

Diversity

Change Management Toolkit

Change Management

Knowledge RecoveryKnowledge TransferHR Processes & Practices

Knowledge Management

GuideTrainingLeadership Competencies

Performance Management

LeadershipEmployee

Corporate Orientation

AssessmentsLeadership CompetenciesExecutive RecruitmentManagement Training (process)

Recruitment/Selection

Source: Corporate Leadership Council

Best practice in talent management goes beyond identifyingand developing talent…

…it creates an organizational structure and environmentthat ensures the best utilization and deployment of talent.

A ttr a c t in g , d e v e lo p in g , a n dr e ta in in g th e b e s t ta le n t .

E s ta b lis h in g th e r ig h t o r g a n iz a t io n a lc ir c u m s ta n c e s to g e t m a x im u m R O Ifr o m o u r ta le n t .

O r g a n iz a t io n a l C a p a b il ityT a le n t M a n a g e m e n t

B u s in e s s P r io r it ie s

+= S tra te g ic T a le n t M a n a g e m e n t

Organizational CapabilityTalent Management

Business Priorities

Senior leaders modelcommitment to development

Cultural fit emphasized in the hiring andorientation processes

Development through significant business turnaroundopportunities and working on cross-functional teams with highamounts of decision-making authority

Frequent redefinition of executive roles andresponsibilities

A best practice approach to talentmanagement is to integrate diversetalent management activities suchas leadership development,recruiting, organizational strategy,Diversity, performance management, etc.

Tools that gather critical information to improve discussions about talent development, performance, and organizational impact

Performance systems and measures are in place to hold managers accountable fortalent management

Organizational CapabilityTalent Management

Business PrioritiesIn addition to integrated talent management—conducting talent reviews and managingthe organization’s talent-- a best practiceis to include an organizational capabilityreview where the leadership team assessesthe capability of the organization to supportbusiness priorities and utilize their talentwith the best ROI.

Targeted questions helpfocus attention on keyorganizational design andtalent utilization

Rating scores are used as a basis fordiscussion and action planning

Questions relate to the structure, the internalprocesses, and job design, to ensure that they alignwith the business priorities

There is also a focus on developing a talent mindset with themanagers—managers are expected to think broadly about the overalltalent environment

As a result of the capability review, managers are expected to present plans forimproving their organizations’ capabilities

Thank You !

Kenda MacFadyenA/Sr. Consultant, HR Planning and Talent Management

424-2706macfadk@gov.ns.ca