1

Framework for Talent Management
at Industry Canada
Background
The topic of talent management is enjoying unprecedented popularity among executives and managers. In the Public Service 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 omnipresent catchphrase for efforts related to how organizations interact with their employees and develop and deploy human resources. Its meaning has been stretched and conflated to fit a vast array of circumstances. This is why a common understanding of the concept and a framework for addressing specific organizational needs within the context of Industry Canada’s People Management Strategy for Renewal and Results is essential.
The Approach
The Public Service Renewal Section (Strategic Human Resources Management directorate) in the Human Resources Branch (HRB) has analyzed seven key components of employees’ job cycles. This document offers a preliminary selection of talent management initiatives, divided by component; that our clients may choose to apply to increase their success in attracting, developing, managing and retaining talent. / Although the Talent Management (TM) components have natural divisions, many of the initiatives will have an impact in two or more component areas. The initiatives either complement or enhance existing practices at Industry Canada, and for many we have already prepared detailed descriptions and scoping documents.
Next Steps
Talent management initiatives to be offered by HRB must be aligned with client requirements. The following groups will be consulted: Management Committee, Strategic HR Management Committee, Regional Executive Directors, Industry Canada Managers’ Network, and HRB’s various client service groups.
According to client demand, HRB will prepare a simple short-list menu of initiatives for sector clients to choose what Talent Management initiative(s) they will adopt and implement in 2009-2010.HRB will offer to support to clients in the form of advice, planning tools and products that will enable managers to actively manage and develop their employees.
The long-term goal is that the implementation of specific talent management initiatives will be included in the annual Performance Agreements of individual directors.

1

1

Contents

Component 1 – Finding Talent (Pillar 3) / 5 / Component 5 – Planning For Succession (Pillar 1) / 10
Initiative 1 – Student Scouting / 5 / Initiative 20 – Talent Gap Reviews / 10
Initiative 2 – Bridgeable Student Database / 5 / Initiative 21 – HIPO Advancement Plan / 10
Initiative 3 – Executive Recruiting / 5 / Initiative 22 – Executive Projects Plan / 10
Initiative 4 – Mid-career Recruiting / 5 / Initiative 23 – Mentorship Initiative / 11
Initiative 5 – Client Service Representatives / 5
Initiative 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 / 11
Initiative 7 – Orientation Package / 6 / Initiative 26 – Organizational Health Survey / 12
Initiative 8 – Starting Gate / 6 / Initiative 27 – Cultural Awareness Guide / 12
Initiative 9 – Orientation Session / 6 / Initiative 28 – Corporate Compass Sessions / 12
Initiative 10 – Manager’s Guide / 7
Initiative 11 – Employee Profile Directory / 7 / Component 7 – De-boarding (Pillar 3) / 13
Initiative 29 – De-boarding Kit / 13
Component 3 – Developing Employees (Pillar 3) / 7 / Initiative 30 –Corporate Knowledge Transfer / 13
Initiative 12 – Job Shadowing / 7 / Initiative 31 –Exit Questionnaire / 13
Initiative 13 – Comprehensive Learning Plan / 7 / Initiative 32 – Exit Interview / 14
Initiative 14 – Extra Mile Incentives / 8 / Initiative 33 – Alumni Program / 14
Initiative 15 – Talent Development / 8
Priority List / 15
Component 4 – Managing Performance (Pillar 2) / 8 / LEGEND

Initiative 16 – Continuous Appraisals / 8
Initiative 17 – 360 Feedback / 8
Initiative 18 – Best Practices / 8
Initiative 19 – Career Monitoring / 8

1

COMPONENT / INITIATIVE AND BRIEF DESCRIPTION / PEOPLE MANAGEMENT STRATEGY 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 using Student Scouts
Scout works with institutional personnel to pro-actively identify and contact students / •We are successful in recruiting new employees into multiple developmental career streams…
•Staffing resources are focused externally on the recruitment challenge… (pillar 4)
Bridgeable Student Database
HR$•► / Create a bridgeable students’ database that provides a direct benefit to hiring managers
Pro-actively engage and maintain contact with former co-op, FSWEP and internship students who are identified as strong prospects / •We are successful in recruiting new employees into multiple developmental career streams…
•Staffing resources are focused externally on the recruitment challenge… (pillar 4)
Mid-career Recruiting
HR $• / Attract mid-career level candidates to Industry Canada
Open to internal candidates, but marketing will focus on bringing in fresh perspectives. / •We are successful in recruiting new employees into multiple developmental career streams…
•Staffing resources are focused externally on the recruitment challenge… (pillar 4)
Executive Recruiting
HR $• / Recruit candidates from private industry for leadership or other senior level or unique positions. (Consider using internal or external recruiters) / •We attract high-performing mid-career executives who have chosen Industry Canada in order to be challenged, develop and grow in their careers. (pillar 1)
Client Service Representatives
! HR♦ / Client Service Representatives (CSR) are the faces/voices for Industry Canada. They guide and maintain contact with prospective employees through the entire recruitment process
Likely an expansion of the HR advisor role / •…Speed of service and client satisfaction are seen as key enablers of the organization’s success in delivering business value. (pillar 2)
Strategic Marketing
HR $• / Predominantly targets youth and includes active marketing on campuses, “YouTube”, “Facebook”, job boards, and other electronic and print media ads
Consider innovative promotions, live, online etc. / •…We are recognized for our innovative people management practises.
•We are successful in recruiting new employees into multiple developmental career streams…
2. On-boarding

(Pillar # 3)
Employee Engagement
and Renewal
/ Orientation Package
HR $ ► / First great opportunity for Industry Canada to demonstrate it values its employees
Some contents of the orientation package are initiatives (*) that will be described later in this document. Package info also available online includes:
  • 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 that position (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 of the organization, understanding its key strategic objectives, where they fit and how they might seek work within the organization that can further their development.
Starting Gate
! S ♦ / Starting Gate Initiative (SGI) comprises both a Starting Gate Survey (SGS) and participation in the Starting Gate Career Counselling Program (SGCCP)
Survey designed to gather information about new employee within first week of employment to understand experience, strengths, and desires pertaining to a potential career path
Survey results forwarded to an assigned career counsellor to form basis of first interview/meeting
This early intervention is designed to convey that Industry Canada cares about the careers of its employees / •Employees are ambassadors of the organization, understanding its key strategic objectives, where they fit and how they might seek work within the organization that can further their development.
Orientation Session
HR $• / A one-day session to provide new employees with the orientation package and the information and resources to become comfortable with the content for their work, including government and departmental policies and procedures and the introduction of key management personnel / •Employees are ambassadors of the organization, understanding its key strategic objectives, where they fit and how they might seek work within the organization that can further their development.
Manager’s Guide
HR$ ► / On-boarding Guide for Managers (OGM) is a step-by-step procedures guide for supervisors/managers of new employees / •Productivity is improved through the use of automated workflow technology and increased self-service. (pillar 2)
Employee Profile Directory
! S ♦► / The Employee Profile Directory (EPD) is designed to help each new employee identify members of the directorate by face and associate them with their position
Directory, link in orientation kit, available in electronic format in “Facebook” style on intranet
Voluntary, but encouraged as part of culture. Aids retention and sense of belonging / •Employees develop a growing sense of affiliation with the department…
3. Developing Employees

(Pillar # 3)
Employee Engagement
and Renewal

/ Job Shadowing
S $• / Job Shadowing Initiative (JSI) serves to enhance retention, loyalty and foster an atmosphere of experience-building and career enhancement
Intra-departmental/branch initiative to allow job shadowing for 20% of time for 3 - 6 months
Initiative matches interested candidates, with manager permission, who learn new functions and “cross-pollinate” with their experience and ideas / •Employees progress within the organization through career development programs which support competency development and provide systematic, rigorous performance feedback and integrated learning opportunities.
•…to work within the organization and explore varied work assignments…
Comprehensive Learning Plan
S $• / Comprehensive Learning Plan (CLP) is designed to enhance the current approach to create a more complete and interactive learning process
Conduct annual “training needs analyses” for individuals and divisions
Employee and manager individually complete comprehensive-learning-requirements forms based on results of needs analyses
Manager and employee complete forms and manager may identify other or alternate training that employee requires
Form serves as the basis of discussion for setting/updating the employee’s personal learning plan (PLP) / •Employees progress within the organization through career development programs which support competency development and provide systematic, rigorous performance feedback and integrated learning opportunities.
Extra Mile Incentives
S $• / Extra Mile incentives provide recognition and financial rewards to employees who consistently go “above and beyond” their job duties
Initiative can be part of, and an enhancement to, current Industry Canada Awards Program
Extra Mile award candidates are nominated by peers and approved by their supervisors or vice versa
To encourage and foster a culture where going the extra mile on a consistent basis is not only recognized, but rewarded / •…We are recognized for our innovative people management practises. (pillar 4)
Talent Development (HRB Model)
S $• ► / A customized version of HRB’s Talent Development and Career Progression Program would be created for other branches within Industry Canada
Used in conjunction with Continuous Appraisal process (below) / •Employees develop a growing sense of affiliation with the department through opportunities to work within the organization and explore varied work assignments, within a culture that supports strong relationships among peer groups and regular mentoring, knowledge transfer and feedback from senior leaders.
4. Managing Performance

(Pillar # 3)
Employee Engagement
and Renewal
/ Continuous Appraisals
S $ / Continuous Appraisal process ensures employees receive regular and timely feedback on their performance
Serves to manage expectations and demonstrate commitment to employee
Regular, semi-formal sessions using an oral “report card” method to uniformly assess performance & provide constructive feedback / •Management and human resources professionals are working jointly on value-added people management outcomes…
•We maintain the highest possible Management Accountability Framework (MAF) rating for people management excellence. (pillar 4)
360o Feedback
S $ / 360 o Feedback (360 o) is an appraisal system specifically designed for management, but could be adapted to various levels in the organization
Appraisals contain aspects of feedback from subordinates 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 as important as treatment of leaders / •We maintain the highest possible Management Accountability Framework (MAF) rating for people management excellence. (pillar 1)
Best Practices
HR $• / Create an Industry Canada “Wiki” dedicated to departmental “best practices” and searchable by category
Future: Explore the creation of an inter-departmental “best practices” using GCPedia / •Productivity is improved through the use of automated workflow technology and increased self-service. (pillar 2)
Career Monitoring
S $• / Career Monitoring Program (CMP) begins where Starting Gate initiative concludes
It’s a pro-active approach to career monitoring, similar to Starting Gate
Semi-annual career check-ups to occur for 18 months followed by annual check-ups / •Employees progress within the organization through career development programs…
5. Succession Planning

(Pillar # 1)
Leadership Development
/ Talent Gap Reviews
S $ / Regular review (every quarter or trimester) by Managers with Directors of specific talent and talent gaps in sector
In turn, Directors review gaps and assess current talent 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 of the next generation of new executives largely from within the organization through a focus on targeted leadership development training, performance management training
HIPO (High Potential)Advancement Plan
S $ / HIPO Advancement Plan (HAP) complements Talent Development and Talent Gap Reviews
Eligibility requires nomination by employee’s manager and approval by a board consisting of, at least the Director and Director General
Identified employees given opportunity to enhance business acumen and learn and grow quickly through multiple projects
Similar to “Accelerated Executive Development Program” but designed for promising new talent through to EX minus 2 level
Plan may be precursor to Executive Projects below / •We nurture the development of the next generation of new executives largely from within the organization through a focus on targeted leadership development training, performance management training…
Executive Projects Plan
S $ / Executive Projects Plan (EPP) designed to develop employees at EX minus 1 level who are targeted for future advancement
Candidates offered opportunity to work with executives to scope out, lead and implement executive projects
Project participation should require no more than 25% of candidate’s time
Program designed to create more business-savvy EX leaders and maintain a sense of value, loyalty and a desire to remain with Industry Canada / •We nurture the development of the next generation of new executives largely from within the organization…
•We actively manage our executive talent to ensure individuals have an opportunity to develop the range of job and management competencies required to sustain career…
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 or junior employee at least once every three years for up to six months
Enables “mentees” to act in their substantive positions more effectively, obtain advice and develop leadership skills
Mentors enhance leadership skills and are engaged in the development of future public service leaders / •We nurture the development of the next generation of new executives largely from within the organization…
•…within a culture that supports strong relationships among peer groups and regular mentoring… (pillar 3)
6. Retaining Employees

(Pillar # 3)
Employee Engagement
and Renewal

/ Thought Leadership
HR$ / Purpose is to collectively study global, national, governmental, and departmental issues and generate ideas to help DM with departmental direction
Group comprised of cross section of talent and experience
Members nominated by supervisor and selected by committee
Thought leadership group created to engage department’s top talent in department’s strategic thinking and planning; also assists in succession planning / •Employees progress within the organization through career development programs…
•We nurture the development of the next generation of new executives largely from within the organization through a focus on targeted leadership development training… (pillar 1)
Recognition Wall
HR $ / Everyone wants to be recognized!
Wall would be physical and virtual and include numerous categories to encompass a variety of accomplishments. Aids retention
Idea is in keeping with the Management Accountability Framework (MAF) regarding “Awards and Recognition” program / •Employees develop a growing sense of affiliation with the department …
•…We are recognized for our innovative people management practises. (pillar 4)
Organizational Health Survey
HR $• / Organizational Health Survey (OHS) to take departmental pulse semi-annually
Properly monitored, the initiative will help determine a collective imbalance between employee’s personal and professional lives
A short bi-annual online survey with carefully designed questions that pertain to work flexibility, leave arrangements, work load, environment and other factors that are specific and measurable / •Management and human resources professionals are working jointly on value-added people management outcomes, improving the workplace…
Cultural Awareness
Guide
HR $ / Government of Canada (GOC) wants focus on hiring visible minorities
Cultural Awareness guide designed to educate managers/employees regarding diverse business, social, and religious etiquette and practices in the Canadian workplace / •We maintain the highest possible Management Accountability Framework (MAF) rating for people management excellence. (pillar 4)
Corporate Compass Sessions
HR/S $• / Compass Sessions designed to foster understanding and appreciation of the departmental objectives and how each employee can contribute towards those objectives
Sessions to be held by senior management:
  • DM/ADM: Annual Webcast for all employees, to share the vision, goals, and direction of the department
  • DG’s: Semi-annual meeting to share vision, goals, and direction of the branch
  • Directors: Monthly meeting to share vision, goals, and direction of the directorate
  • Managers: Weekly meeting to communicate vision, goals, and direction of the section
Similar to “State of the Union” address / •Employees develop a growing sense of affiliation with the department …
7. De-boarding

(Pillar # 3)
Employee Engagement
and Renewal

/ De-boarding Kit
HR $ / De-boarding kit available in both paper and electronic formats
Manager/supervisor gives departing employee kit within 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 specific strategic, tactical, and operational knowledge from retiring or transferring employees
  • Knowledge Transfer Interviews (KTI)
Designed for selected retirees whose tenure or position places them in a crucial knowledge role where information over and above that gathered by the report is essential to extract
Both phases already fully scoped
Collaborating with IMB on knowledge transfer / •…supports strong relationships among peer groups and regular mentoring, knowledge transfer and feedback from senior leaders.
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 departing employees an opportunity to assess experience at Industry Canada and provide feedback on departmental strengths/weaknesses
Demonstrates value of employee and their opinions / •Management and human resources professionals are working jointly on value-added people management outcomes, improving the workplace…
•Employees are ambassadors of the organization…
Exit Interview
HR $•► / Prior to departure, each employee receives interview invitation letter in de-boarding kit
Exit Interview is final opportunity for employees to discuss confidentially, in person, their Industry Canada experience
Departing employee meets with HR advisor / •Management and human resources professionals are working jointly on value-added people management outcomes, improving the workplace…
•Employees are ambassadors of the organization…
Alumni Program
HR $• / Alumni Program is concluding initiative for those leaving Industry Canada, and not only those who have retired from department
Program offers two options:
  • Placed in Alumni database with “active” status for those wishing to be considered for consultation and solicitation of their expertise. Option reserved for retired alumni who want to remain engaged
  • Second option or “Spectator” status for those who want to remain connected to IC through newsletters and events, but not actively participate
  • Opportunity to create ambassadors for IC as they move to other departments
/ •Employees are ambassadors of the organization…

1