Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service

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1 Talent Management & Succession Planning Finding, Developing and Selecting the Next Generation of Leaders in Public Service

2 Contents Executive Talent Management is Critical Challenges and Keys to success Causes of Poor Performance Succession Planning the Minimum Executive Talent Management Talent Management the elements Role of HR and Senior Management Principles and Ethics- Merit and Selection Demographics Static and Flow Re-defining Competencies Closing Competency Gaps Talent Development Programs Coaching and mentoring Evaluating Success Thanks

3 Talent Management is Critical Public Service Needs Strong leadership in line with government direction Build and sustain a workforce of excellence competent & productive Practical HRM policies and programs Enabling Work Environment (values, principles, health and safety, diversity, etc.) Talent Management Finds & delivers leaders the key to performance Aligns the right person to the right work Speeds recruitment, selection & staffing Stability with smooth succession Closes talent gaps speeds knowledge transfer Completes management teams Forces senior mngt. to confront poor performance Reinforces personal & professional accountability & performance management Every manager is responsible for developing the next generation

4 Challenges & Keys to Success Linkage to government/ministry direction and priorities Performance Management is generally weak Organizational culture & political realities partisanship, neutrality, favouritism, systemic bias Capacity of HR to implement Top down support Ethics and values merit, fairness, openness & transparency Competitive compensation, investment in development Executives and key talent as a government-wide or Ministry resources Career based vs. position based public service development vs. grooming Attraction, recruitment, retention (getting the programs right) Dealing with poor fits and poor performers With competing priorities and limited resources the competitive edge for government is increasing performance and productivity

5 Causes of Performance Gaps Poor performance feedback High individual stress levels/health problems No performance standards Lack of clear individual goals Rewards and compensation not performance based Poor performance continues to be rewarded No career planning Fear of failure or punishment Lack of or poor training Low compensation Talent management starts performance improvement at the top

6 Succession Planning the minimum Competencies identified Assess current strength including turnover risk Future Needs Strategies (finding, developing, retaining) Vacant, key and imminent positions first High flyers Target groups Retention Training and Development

7 Executive Talent Management Building the business case Painting a solid picture with demographics.. Assess current situation, issues, future needs Agreeing on principles and approaches e.g. the best people for the highest priority, merit, Re-defining competencies based upon government-wide, ministry & program needs Measurement & assessment tools Executive talent & succession strategy Orientation, development and continuous learning Performance Agreements and Learning Plans

8 Talent Management the elements It starts at the top identified leader with every executive accountable for development Governance: includes stakeholders, professional organizations Clear ethics and principles A national resource with a formal management structure a central information source Performance Management Framework... Performance agreements, contracts, standards, performance measurement linked to mandate and priorities Funding Staffing & selection redesign Mobility and Retention Strategies (including outplacement) Attraction & Recruitment strategy e.g. increasing women executives Executive compensation strategy linkage Executive orientation and continuous learning strategy, access to schools of public management Outside recruitment, inside and outside participation in selection Formal Policy Infrastructure support Gold room

9 Role of Senior Management & HR all management decisions have an HR implication Committed Senior Mgnt. Do you have the leadership and talent needed? Are their qualified replacements available Define the HR issues in program or business terms Focus on high risk areas Active participation & direction of HR management programs Coaching and mentoring investment Professional HR Workforce analysis and business case Define the issues in people terms Focus on business directed areas Design & administer programs Monitor & Evaluate Success is demonstrably linked to the quality of People Management

10 Principles & Ethics Merit & Selection Succession planning as part of talent management is not finding crownprinces or pre-selection it is the action taken to ensure that qualified professional people are available as needed It is about building an executive and professional cadre of excellence Fairness, confidentiality, honesty, in dealing with people Openness, transparency of processes of evaluation and selection Treating people with dignity and respect Individuals are accountable for their own careers Management will not shuffle around their poor performers Poor performers will be dealt with using a plan of action to improve or to choose another career Ethics and values in selection at senior levels changes culture throughout the organization

11 Demographics static and flow Current State - Workforce Workforce Numbers Levels, distribution Average ages Diversity, gender Salary & compensation costs Turnover, attrition rates Geography, location Education Feeder source Individual Service Level, length of time in position Retirement potential Qualifications Special talents Assessments Potential (high, average) Special considerations Poor fit, poor performer Future Needs Positions Select Groups Management Teams Vacant, imminent Key Developmental assignments/ secondments Stepping stone jobs New/different talents Women, diversity, target groups

12 Re-defining Competencies Management Leadership Planning Organizing Budgeting Controlling Directing 60s Communicating Problem solving Leadership Client-focused Quality Efficiency Effectiveness Business-like Change management Accountability Tailored Leadership Profiles Now Stewardship Risk management Values, ethics People management Information & technology management Performance management Conflict resolution Relationship building Flexible, resultsoriented

13 Closing Competency Gaps Development & Continuous Learning Mandatory Education & Training Professional Qualifications Knowledge and Experience Personal Attributes Mandatory knowledge Compulsory Programs An overview of the country s context both inside and globally Fundamental laws and legislation policy development, Government and public service organizations and institutions Relationship of politicians and bureaucrats accountability Government priorities and role of management and professionals Stewardship and Public Trust Customizing Developmental Needs to the Individual

14 Talent Development Programs Executive Development (central programs) To identify, evaluate and develop candidates with the potential to function effectively at the executive and senior executive level Based upon continuous learning and competencies Often two programs entry and senior Mandatory (including orientation) Targeted & individualized development plan Development Programs both formal and experiential Classroom, specific position, special assignment, project, internal training, group project, formal training e.g. executive MBA On-line tools for learning Formal coaching or mentoring Conferences, seminars linked to a performance agreement/learning plan Learning report cards

15 Identification & Selection Manager identified (watch list based on track record) Self-identified Ongoing or formal process Could include, completion of a formal educational program, application, CV, track record, support of senior management, written examination, written paper, interview, management assessment centre, presentation to a board, performance evaluation, 360, assessment of readiness/development needs Decision ready, some development or needs significant development Successful candidates are identified as either part of a qualified pool or as a potential replacement for one or more positions Final appointment by senior management... Merit based

16 Coaching & Mentoring Choosing & training executive coaches Private learning.. Expert insight Supports Experiential Learning Finding wisdom (knowledge that is proven to be of value) Real-time problem solving E-Help & Online simulation Effective and inexpensive support and source of learning

17 Evaluating Success % of people identified as potential leaders Quality of new appointees after one year Targets and strategies realized Executive Satisfaction Survey Employee Satisfaction Survey Performance Agreements/Contracts Realized

18 Thank You! OECD... Public Sector Leadership in the 21 st Century (2001) Corporate Leadership Council The Leadership Imperative (Strategies for increasing Leadership Bench Strength 2001) Leadership Network (Gov t of Canada) Royal Canadian Mounted Police

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