talent management framework

7/27/2019 Talent Management Framework

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TALENT MANAGEMENT FRAMEWORK

Executive Summary

Prepared by

PS Renewal SectionStrategic Human ResourcesManagement DirectorateHuman Resources Branch


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Framework for Talent Management

at Industry Canada

Background

The topic of talent management is enjoying unprecedentedpopularity among executives and managers. In the PublicService of Canada, an ageing workforce coupled with a

reduced supply of knowledge workers and labour generally,has intensified the emphasis on Renewal through finding and

retaining top talent.

Accordingly, talent management has become an omnipresentcatchphrase for efforts related to how organizations interact

with their employees and develop and deploy humanresources. Its meaning has been stretched and conflated to fit

a vast array of circumstances. This is why a commonunderstanding of the concept and a framework for addressing

specific organizational needs within the context of IndustryCanadas People Management Strategy for Renewal and

Results is essential.

The Approach

The Public Service Renewal Section (Strategic HumanResources Management directorate) in the Human Resources

Branch (HRB) has analyzed seven key components ofemployees job cycles. This document offers a preliminary

selection of talent management initiatives, divided bycomponent; that our clients may choose to apply to increase

their success in attracting, developing, managing and retainingtalent.

Although the Talent Management (TM) components havenatural divisions, many of the initiatives will have an impact intwo or more component areas. The initiatives eithercomplement or enhance existing practices at Industry Canada,and for many we have already prepared detailed descriptionsand scoping documents.

Next Steps

Talent management initiatives to be offered by HRB must bealigned with client requirements. The following groups will beconsulted: Management Committee, Strategic HRManagement Committee, Regional Executive Directors,Industry Canada Managers Network, and HRBs various clientservice groups.

According to client demand, HRB will prepare a simple short-list menu of initiatives for sector clients to choose what TalentManagement initiative(s) they will adopt and implement in2009-2010. HRB will offer to support to clients in the form ofadvice, planning tools and products that will enable managersto actively manage and develop their employees.

The long-term goal is that the implementation of specific talentmanagement initiatives will be included in the annualPerformance Agreements of individual directors.


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De-boardingExit Questionnaire

Exit InterviewCorporate Knowledge

TransferDe-boarding KitAlumni Program

Retaining EmployeesThought Leadership

Recognition WallOrganizational Health Survey

Cultural Awareness GuideCorporate Compass

Sessions

Planning for

SuccessionTalent Gap ReviewsHIPO Advancement PlanExecutive Projects Plan

Mentorship Initiative

Managing Performance

Continuous Appraisals360 FeedbackBest Practices

Career Monitoring

Developing EmployeesJob Shadowing

Comprehensive LearningPlan

Extra Mile IncentivesTalent Development

On-boardingOrientation Package

Starting GateOrientation Session

Managers GuideEmployee Profile Directory

Finding TalentStudent Scouting

Bridgeable Student DatabaseExecutive RecruitingMid-career RecruitingClient Service RepsStrategic Marketing

TalentManagement

Cycle

TALENT MANAGEMENT FRAMEWORK

DELIVERING ONPEOPLE MANAGEMENT STRATEGY

FOR RENEWAL AND RESULTS


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ContentsComponent 1 Finding Talent (Pillar 3) 5 Component 5 Planning For Succession (Pillar 1) 10

Initiative 1 Student Scouting 5 Initiative 20 Talent Gap Reviews 10Initiative 2 Bridgeable Student Database 5 Initiative 21 HIPO Advancement Plan 10Initiative 3 Executive Recruiting 5 Initiative 22 Executive Projects Plan 10Initiative 4 Mid-career Recruiting 5 Initiative 23 Mentorship Initiative 11Initiative 5 Client Service Representatives 5Initiative 6 Strategic Marketing 5 Component 6 Retaining Employees (Pillar 3) 11

Initiative 24 Thought Leadership 11

Component 2 On-boarding (Pillar 3) 6 Initiative 25 Recognition Wall 11Initiative 7 Orientation Package 6 Initiative 26 Organizational Health Survey 12Initiative 8 Starting Gate 6 Initiative 27 Cultural Awareness Guide 12

Initiative 9 Orientation Session 6 Initiative 28 Corporate Compass Sessions 12Initiative 10 Managers Guide 7Initiative 11 Employee Profile Directory 7 Component 7 De-boarding (Pillar 3) 13

Initiative 29 De-boarding Kit 13Component 3 Developing Employees (Pillar 3) 7 Initiative 30 Corporate Knowledge

Transfer

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Initiative 12 Job Shadowing 7 Initiative 31 Exit Questionnaire 13Initiative 13 Comprehensive Learning Plan 7 Initiative 32 Exit Interview 14Initiative 14 Extra Mile Incentives 8 Initiative 33 Alumni Program 14

Initiative 15 Talent Development 8

Priority List 15Component 4 Managing Performance (Pillar 2) 8 LEGEND

Initiative 16 Continuous Appraisals 8

Initiative 17 360Feedback 8

Initiative 18 Best Practices 8Initiative 19 Career Monitoring 8

Priority initiative -- !Corporate Initiatives HR

Sector-based Initiatives S gUse Existing resourcesOne-time new investment$New ongoing cost expected $

Initiative development in progress

Already piloted 4


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COMPONENT INITIATIVE AND BRIEF DESCRIPTION PEOPLE MANAGEMENTSTRATEGY ALIGNMENT

1. Finding Talent

(Pillar # 3)Employee Engagement

and Renewal

Student Scouting

! HR Actively soliciting top students for co-op and

internship opportunities with Industry Canada usingStudent Scouts

Scout works with institutional personnel to pro-actively

identify and contact students

We are successful in recruitingnew employees into multipledevelopmental career streams

Staffing resources are focusedexternally on the recruitment

challenge (pillar 4)

Bridgeable StudentDatabase

HR$

Create a bridgeable students database that providesa direct benefit to hiring managers

Pro-actively engage and maintain contact with formerco-op, FSWEP and internship students who areidentified as strong prospects


Staffing resources are focusedexternally on the recruitmentchallenge (pillar 4)

Mid-careerRecruiting

HR $

Attract mid-career level candidates to Industry Canada

Open to internal candidates, but marketing will focus

on bringing in fresh perspectives.


Staffing resources are focusedexternally on the recruitmentchallenge (pillar 4)

Executive Recruiting

HR $ Recruit candidates from private industry for leadership

or other senior level or unique posit ions. (Considerusing internal or external recruiters)

We attract high-performing mid-career executives who havechosen Industry Canada in orderto be challenged, develop andgrow in their careers. (pillar 1)

Client ServiceRepresentatives

! HR

Client Service Representatives (CSR) are thefaces/voices for Industry Canada. They guide and

maintain contact with prospective employees throughthe entire recruitment process

Likely an expansion of the HR advisor role

Speed of service and clientsatisfaction are seen as key

enablers of the organizationssuccess in delivering businessvalue. (pillar 2)

Strategic Marketing

HR $ Predominantly targets youth and includes active

marketing on campuses, YouTube, Facebook, jobboards, and other electronic and print media ads

Consider innovative promotions, live, online etc.

We are recognized for ourinnovative people managementpractises.


! Priority initiativeHR Corporate InitiativesS Sector-based

Initiatives Use Existing resources$ One-time investment$ Ongoing investment Devt in progress

Already piloted

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2. On-boarding


and Renewal

Orientation Package

HR $ First great opportunity for Industry Canada to

demonstrate it values its employees

Some contents of the orientation package areinitiatives (*) that will be described later in thisdocument. Package info also available onlineincludes:

Welcome Letter (from DM/DG)

Starting Gate Survey *

Overview of Industry Canada

Job Description and Acronym list

Line of Authority and Organizational Chart

Knowledge Transfer Report History for thatposition (eventually) *

Invitation Letter for Career Counselling Session *

Divisional Employee Profile Directory

Facebook style * Employee Profile Directory Form (to add new

employee to directory) **Does not yet comprise part of the orientation package

Employees are ambassadors ofthe organization, understandingits key strategic objectives,where they fit and how theymight seek work within theorganization that can further theirdevelopment.

Starting Gate

! S Starting Gate Initiative (SGI) comprises both a Starting

Gate Survey (SGS) and participation in the StartingGate Career Counselling Program (SGCCP)

Survey designed to gather information about newemployee within first week of employment tounderstand experience, strengths, and desirespertaining to a potential career path

Survey results forwarded to an assigned careercounsellor to form basis of first interview/meeting

This early intervention is designed to convey thatIndustry Canada cares about the careers of itsemployees


! Priority initiativeHR Corporate InitiativesS Sector-basedInitiatives Use Existing resources$ One-time investment

$ Ongoing investment Devt in progress

Already piloted

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Orientation Session

HR $ A one-day session to provide new employees with the

orientation package and the information andresources to become comfortable with the content fortheir work, including government and departmentalpolicies and procedures and the introduction of keymanagement personnel


Managers GuideHR$

On-boarding Guide for Managers (OGM) is a step-by-step procedures guide for supervisors/managers ofnew employees

Productivity is improved throughthe use of automated workflowtechnology and increased self-service. (pillar 2)

Employee ProfileDirectory

! S

The Employee Profile Directory (EPD) is designed tohelp each new employee identify members of thedirectorate by face and associate them with theirposition

Directory, link in orientation kit, available in electronicformat in Facebook style on intranet

Voluntary, but encouraged as part of culture. Aidsretention and sense of belonging

Employees develop a growingsense of affiliation with thedepartment

3. DevelopingEmployees

Job Shadowing

S $ Job Shadowing Initiative (JSI) serves to enhance

retention, loyalty and foster an atmosphere ofexperience-building and career enhancement

Intra-departmental/branch initiative to allow jobshadowing for 20% of time for 3 - 6 months

Initiative matches interested candidates, with managerpermission, who learn new functions and cross-pollinate with their experience and ideas

Employees progress within theorganization through careerdevelopment programs whichsupport competencydevelopment and providesystematic, rigorousperformance feedback andintegrated learning opportunities.

to work within the organizationand explore varied work

assignments

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and Renewal

ComprehensiveLearning Plan

S $

Comprehensive Learning Plan (CLP) is designed toenhance the current approach to create a morecomplete and interactive learning process

Conduct annual training needs analyses forindividuals and divisions

Employee and manager individually complete

comprehensive-learning-requirements forms based onresults of needs analyses

Manager and employee complete forms and managermay identify other or alternate training that employeerequires

Form serves as the basis of discussion forsetting/updating the employees personal learningplan (PLP)

Employees progress within theorganization through careerdevelopment programs which

support competencydevelopment and providesystematic, rigorousperformance feedback andintegrated learning opportunities.

Extra Mile Incentives

S$

Extra Mile incentives provide recognition and financialrewards to employees who consistently go above andbeyond their job duties

Initiative can be part of, and an enhancement to,current Industry Canada Awards Program

Extra Mile award candidates are nominated by peersand approved by their supervisors or vice versa

To encourage and foster a culture where going theextra mile on a consistent basis is not only recognized,but rewarded

We are recognized for ourinnovative people managementpractises. (pillar 4)

Talent Development

(HRB Model)S $

A customized version of HRBs Talent Development

and Career Progression Program would be created forother branches within Industry Canada

Used in conjunction with Continuous Appraisalprocess (below)

Employees develop a growing

sense of affiliation with thedepartment throughopportunities to work within theorganization and explore variedwork assignments, within aculture that supports strongrelationships among peer groupsand regular mentoring,knowledge transfer andfeedback from senior leaders.

! Priority initiativeHR Corporate InitiativesS Sector-basedInitiatives Use Existing resources$ One-time investment$ Ongoing investment Devt in progress

Already piloted


Already piloted

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4. ManagingPerformance


and Renewal

ContinuousAppraisals

S $

Continuous Appraisal process ensures employeesreceive regular and timely feedback on theirperformance

Serves to manage expectations and demonstratecommitment to employee

Regular, semi-formal sessions using an oral reportcard method to uniformly assess performance &provide constructive feedback

Management and humanresources professionals areworking jointly on value-addedpeople managementoutcomes

We maintain the highest

possible ManagementAccountability Framework (MAF)rating for people managementexcellence. (pillar 4)

360o Feedback

S $ 360 o Feedback (360 o) is an appraisal system

specifically designed for management, but could beadapted to various levels in the organization

Appraisals contain aspects of feedback fromsubordinates and peers, as well as leaders.

Non-management receives feedback from peers, team

members and managers Helps employees to understand that their work ethic

and treatment of peers and subordinates is asimportant as treatment of leaders

We maintain the highestpossible ManagementAccountability Framework (MAF)rating for people management

excellence. (pillar 1)

Best Practices

HR $ Create an Industry Canada Wiki dedicated to

departmental best practices and searchable bycategory

Future: Explore the creation of an inter-departmentalbest practices using GCPedia

Productivity is improved throughthe use of automated workflowtechnology and increased self-service. (pillar 2)

Career MonitoringS $

Career Monitoring Program (CMP) begins whereStarting Gate initiative concludes

Its a pro-active approach to career monitoring, similarto Starting Gate

Semi-annual career check-ups to occur for 18 monthsfollowed by annual check-ups

Employees progress within theorganization through careerdevelopment programs

! Priority initiativeHR Corporate InitiativesS Sector-based

Initiatives Use Existing resources$ One-time investment$ Ongoing investment Devt in progress

Already piloted

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5. SuccessionPlanning

(Pillar # 1)Leadership

Development

Talent Gap Reviews

S $ Regular review (every quarter or trimester) by

Managers with Directors of specific talent and talentgaps in sector

In turn, Directors review gaps and assess currenttalent and needs with Director General

Enables ongoing performance management and

involves senior managers in talent management Independent of employee appraisal process

We nurture the development ofthe next generation of newexecutives largely from withinthe organization through a focuson targeted leadershipdevelopment training,

performance managementtraining

HIPO (High Potential)Advancement Plan

S $

HIPO Advancement Plan (HAP) complements TalentDevelopment and Talent Gap Reviews

Eligibility requires nomination by employees managerand approval by a board consisting of, at least theDirector and Director General

Identified employees given opportunity to enhancebusiness acumen and learn and grow quickly through

multiple projects Similar to Accelerated Executive Development

Program but designed for promising new talentthrough to EX minus 2 level

Plan may be precursor to Executive Projects below

We nurture the development ofthe next generation of newexecutives largely from withinthe organization through a focuson targeted leadership

development training,performance managementtraining

Executive ProjectsPlan

S $

Executive Projects Plan (EPP) designed to developemployees at EX minus 1 level who are targeted forfuture advancement

Candidates offered opportunity to work withexecutives to scope out, lead and implement

executive projects Project participation should require no more than 25%

of candidates time

Program designed to create more business-savvy EXleaders and maintain a sense of value, loyalty and adesire to remain with Industry Canada

We nurture the development ofthe next generation of newexecutives largely from withinthe organization

We actively manage ourexecutive talent to ensure

individuals have an opportunityto develop the range of job andmanagement competenciesrequired to sustain career

! Priority initiativeHR Corporate InitiativesS Sector-basedInitiatives Use Existing resources

$ One-time investment$ Ongoing investment Devt in progress

Already piloted

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Mentorship Initiative

HR Mentorship Initiative is a pro-active approach to match

designated employees with experienced leaders

Senior managers are encouraged to mentor a new orjunior employee at least once every three years for upto six months

Enables mentees to act in their substantive positions

more effectively, obtain advice and developleadership skills

Mentors enhance leadership skills and are engaged inthe development of future public service leaders

We nurture the development ofthe next generation of newexecutives largely from withinthe organization

within a culture that supportsstrong relationships among peergroups and regular mentoring(pillar 3)

6. RetainingEmployees


and Renewal

Thought Leadership

HR$ Purpose is to collectively study global, national,

governmental, and departmental issues and generateideas to help DM with departmental direction

Group comprised of cross section of talent andexperience

Members nominated by supervisor and selected bycommittee

Thought leadership group created to engagedepartments top talent in departments strategicthinking and planning; also assists in successionplanning

Employees progress within theorganization through careerdevelopment programs

We nurture the development ofthe next generation of new

executives largely from withinthe organization through a focuson targeted leadershipdevelopment training (pillar 1)

Recognition Wall

HR $ Everyone wants to be recognized!

Wall would be physical and virtual and includenumerous categories to encompass a variety ofaccomplishments. Aids retention

Idea is in keeping with the ManagementAccountability Framework (MAF) regarding Awardsand Recognition program


We are recognized for ourinnovative people management

practises. (pillar 4)


Already piloted


Already piloted

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OrganizationalHealth Survey

HR $

Organizational Health Survey (OHS) to takedepartmental pulse semi-annually

Properly monitored, the initiative will help determine acollective imbalance between employees personaland professional lives

A short bi-annual online survey with carefully

designed questions that pertain to work flexibility,leave arrangements, work load, environment andother factors that are specific and measurable

Management and humanresources professionals areworking jointly on value-addedpeople management outcomes,improving the workplace

Cultural AwarenessGuide

HR $

Government of Canada (GOC) 1wants focus on hiringvisible minorities

Cultural Awareness guide designed to educatemanagers/employees regarding diverse business,social, and religious etiquette and practices in theCanadian workplace

We maintain the highestpossible ManagementAccountability Framework (MAF)rating for people managementexcellence. (pillar 4)

Corporate CompassSessions

HR/S $

Compass Sessions designed to foster understandingand appreciation of the departmental objectives andhow each employee can contribute towards thoseobjectives

Sessions to be held by senior management:

DM/1ADM: Annual Webcast for all employees, toshare the vision, goals, and direction of thedepartment

1DGs: Semi-annual meeting to share vision,goals, and direction of the branch

1Directors: Monthly meeting to share vision, goals,and direction of the directorate

1Managers: Weekly meeting to communicatevision, goals, and direction of the section

Similar to State of the Union address


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7. De-boarding


and Renewal

De-boarding Kit

HR $ De-boarding kit available in both paper and electronic

formats

Manager/supervisor gives departing employee kitwithin two weeks of departure

Kit contains:

Thank you letter (from manager and DG)

Exit Questionnaire

Invitation to exit interview with HR advisor

Knowledge Transfer Report

Departing employees To do list

Token of appreciation

Alumni application form

Employees are ambassadors of

the organization

CorporateKnowledge Transfer

! HR $

Corporate Knowledge Transfer Initiative (CKTI)comprised of two phases:

Knowledge Transfer Report (KTR)

Report designed to capture general and specificstrategic, tactical, and operational knowledge fromretiring or transferring employees

Knowledge Transfer Interviews (KTI)Designed for selected retirees whose tenure orposition places them in a crucial knowledge rolewhere information over and above that gatheredby the report is essential to extract

Both phases already fully scoped

Collaborating with IMB on knowledge transfer

supports strong relationshipsamong peer groups and regularmentoring, knowledge transferand feedback from seniorleaders.

Exit Questionnaire

HR $ Exit Questionnaire in online or paper format given to

employees who retire from or leave Industry Canada

Questionnaire designed to provide all departingemployees an opportunity to assess experience atIndustry Canada and provide feedback ondepartmental strengths/weaknesses

Demonstrates value of employee and their opinions


Employees are ambassadors ofthe organization


Already piloted

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Exit Interview

HR $ Prior to departure, each employee receives interview

invitation letter in de-boarding kit

Exit Interview is final opportunity for employees todiscuss confidentially, in person, their Industry Canadaexperience

Departing employee meets with HR advisor



Alumni Program

HR $ Alumni Program is concluding initiative for those

leaving Industry Canada, and not only those who haveretired from department

Program offers two options:

Placed in Alumni database with active status forthose wishing to be considered for consultationand solicitation of their expertise. Option reservedfor retired alumni who want to remain engaged

Second option or Spectator status for those whowant to remain connected to IC throughnewsletters and events, but not actively participate

Opportunity to create ambassadors for IC as theymove to other departments



Already piloted

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PRIORITIES ( In progress; ! Next priority)Initiative 32 Exit Questionnaire 1 Initiative 13 Comprehensive Learning Plan 21

Initiative 33 Exit Interview 2 Initiative 22 Recognition Wall 22

Initiative 9 Orientation Session 3 Initiative 23 Organizational Health Survey 23Initiative 7 Orientation Package 4 Initiative 27 HIPO Advancement Plan 24

Initiative 2 Bridgeable Student Database 5 Initiative 25 Corporate Compass Sessions 25

Initiative 10 Managers Guide 6 Initiative 12 Job Shadowing 26

Initiative 11 Employee Profile Directory! 7 Initiative 14 Extra Mile Incentives 27Initiative 8 Starting Gate ! 8 Initiative 28 Executive Projects Plan 28Initiative 31 Corporate Knowledge Transfer ! 9 29Initiative 5 Client Service Representatives ! 10 Initiative 24 Cultural Awareness Guide 30

Initiative 18 Best Practices WebsiteInitiative 1 Student Scouting ! 11 Initiative 29 Mentorship Initiative 31

Initiative 15 Talent Development 12 Initiative 6 Strategic Marketing 32Initiative 20 Thought Leadership 13 Initiative 17 360o Feedback 33Initiative 34 Alumni Program 14Initiative 4 Mid-career Recruiting 15

Initiative 3 Executive Recruiting 16Initiative 30 De-boarding Kit 17Initiative 26 Talent Gap Reviews 18Initiative 19 Career Monitoring 19Initiative 16 Continuous Appraisals 20

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CORPORATE INITIATIVES (HR) SECTOR-BASED INITIATIVES (S)Student ScoutingBridgeable Student DatabaseMid-career RecruitingExecutive RecruitingClient Service RepresentativesStrategic MarketingOrientation PackageOrientation SessionManagers GuideBest PracticesMentorship InitiativeThought LeadershipRecognition WallOrganizational Health SurveyCultural Awareness GuideCorporate Compass SessionsDe-boarding KitCorporateKnowledge TransferExit QuestionnaireExit InterviewAlumni Program

Starting GateEmployee Profile DirectoryJob ShadowingComprehensive Learning PlanExtra Mile IncentivesTalent DevelopmentContinuous Appraisals

360Feedback

Career MonitoringTalent Gap ReviewsHIPO (High Potential)Advancement PlanExecutive Projects PlanCorporate Compass Sessions

ONE-TIME CAPITAL COST ($) ONGOING MAINTENANCE COSTS ($)Orientation PackageManagers GuideContinuous Appraisals

360FeedbackTalent Gap ReviewsHIPO (High Potential)Advancement PlanExecutive Projects PlanMentorship InitiativeThought LeadershipRecognition WallCultural Awareness GuideDe-boarding Kit

Student ScoutingBridgeable Student DatabaseMid-career Recruiting

Executive RecruitingClient Service RepresentativesStrategic MarketingStarting GateOrientation SessionEmployee Profile DirectoryJob ShadowingComprehensive Learning PlanExtra Mile Incentives

Talent Development (HRB Model)Best PracticesCareer Monitoring

Organizational Health SurveyCorporate Compass SessionsCorporateKnowledge TransferExit QuestionnaireExit InterviewAlumni Program

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talent management framework

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