Listen to the Welcome Message from the Secretary of the Cabinet

Transcription

1 Start Here Listen to the Welcome Message from the Secretary of the Cabinet Select Play to hear what Shelly Jamieson, the Secretary of the Cabinet, has to say about Talent Management in the OPS. Hi, I'm Shelly Jamieson, Secretary of the Cabinet and head of the Ontario Public Service. I'd like to welcome you to our Talent Management program. It's all about inspiring, developing, and motivating you, our top talent. So I'm glad you're here. The OPS's Talent Management system is world class and I'm really proud of the results. We're identifying tomorrow's leaders today and equipping them with the skills they need. And we're improving succession planning and developmental opportunities across the OPS. Through this elearning session, you'll understand how to make the most of this valuable tool by engaging in honest conversations and assessments. This will help you and us to maximize your talent and make sure our organization has what it needs to provide effective public services for years to come. Hear about Success Stories The Talent Management Program has influenced the careers of individual management employees and has greatly benefited the organization. Each person pictured has a story to tell about the success of TM. Select a person to hear their story. Martha Talent Management paved the way for me to land the position that I am currently in. When I learned about the initiatives to modernize HR, I realized that there might be some regional opportunities in human resources, a field of huge professional interest to me. I updated my TM profile to ensure that it reflected my interest in senior HR positions in the London area. Some months later I was invited to an interview for the position of Director West Regional HR Services. What a tremendous opportunity for me to move into a job that I really love. Amin Okay, so how has Talent Management helped my area? So, my name's Amin and I work for echannel branch at ServiceOntario. I have about 10 direct reports at this time. It helps to have that conversation that you want to have about performance, and it's a consistent conversation because you have the basic essentials that are mandatory. But you also have

2 things that are specific to each manager, which are tailored to that manager's strengths and weaknesses. They're easy because there's a basis for that discussion. It's just a tool. It's a tool that helps to have that discussion. It just all aligns. It works. Frank We all need to be committed to developing talent in the OPS. I hope you agree, because it s such an important part of our future. That s why in 2008, Regional Talent Management Forums were created in the East, West and North regions to support Talent Management with a real and distinct focus on the unique challenges and needs of the regions. The Regional Talent Management Forums have provided a great opportunity for Regional Directors to come together and talk about and promote the movement of talent across ministries and for staff to learn more about opportunities in other ministries. We are working hard at breaking down silos in the regions and paving the way for the development and deployment of talent across the regions. I think it s great to see the Talent Management program really taking shape and being more impactful and the regional Talent Management piece is such an important component of that. Lynn Hi, I'm Lynn Betzner, Deputy Minister of Communications. Talent Management is vital to our communications community and to the Ontario Public Service. It's a great opportunity for us to invest in the development of our talent. It helps us to identify our future leaders and give them every opportunity to grow. And it helps foster the honest conversations that we need to have that develop leaders who can excel in this fast-paced environment. Simply put, Talent Management is helping people to achieve their career goals. But more importantly, it's helping the OPS to grow, to lead, and to excel. And that's good for everyone. If you experience problems with the videos, select Refresh on your browser and try again. Learn to Navigate this Site From the home page, you can access any of the four modules: Start Here, Learn It, Link It, or Live It, and a page containing Talent Management Resources. You will find two types of pages: those with videos, and those containing text. The text pages will frequently include documents to download, or additional information that can be explored with a click. Instructions on the page will assist you in uncovering this extra information. Wherever you see the orange target, more information can be revealed with a click. You can start any video by clicking the Play button. Pause a video by selecting the Pause button.

3 You can expand any video so it fills your whole screen. To exit the full screen view, press Escape on your keyboard. When more than one video appears on a screen, it will open in a pop-up window. To close the video, select the X in the top right hand corner. The links across the top of the screen allow you to jump to any page with one click. The Resources page contains all of the documents referred to throughout this site and more. Now that you've had this introduction to navigating this site, feel free to begin your exploration of Talent Management in the OPS. Learn It Explore What's in it for You Our integrated Talent Management approach benefits both employees and managers. Select a role to learn more. Manager The Talent Management approach encourages meaningful conversations between employees and their managers. Conversations about performance, career aspirations, learning and development; all create a stronger relationship, enabling you to support your employees in the most effective way. With greater awareness of your employee s career interests, skills and experiences, you can make suggestions for their development and determine work that will be interesting and relevant to their goals. When you know what learning and development your employees need and want, building on their potential becomes easier. When you invest this kind of quality time with your employees, they are more engaged and inspired to perform at higher levels, encouraging them to stay in the OPS. These in depth discussions create a clearer picture of your employees progress on performance commitments, making it easier to give timely feedback and assign a performance rating based on actual results. The Talent Management approach also makes recruitment easier, giving you access to a talent pool of over 8000 potential candidates from across the OPS. Improved relationships, engaged employees, greater clarity in terms of performance goals, access to a vast OPS talent pool. All of these make the Talent Management Program a benefit to everyone involved. Employee The Talent Management Approach helps you and your manager have authentic conversations about your performance, career aspirations, learning and development needs, and activities.

4 In-depth discussions with your manager allow you to get a clearer picture of your performance goals, connect your work to the bigger picture of government priorities, and ensures you receive regular feedback on your performance. Your participation helps the organization to invest in you in a targeted way, a way that meets your assessed needs and helps you to realize your career goals. You share your career goals in your Talent Profile, which is readily available to hiring managers for recruitment and succession planning. Discover the Basics The pace of retirement eligibility is increasing. In the coming years, the OPS will see higher numbers of senior managers who will be eligible to retire. What does this mean for you? This means that opportunities are opening up for OPS management employees. To take advantage of these opportunities, develop yourself into the person you want to be tomorrow. This is Talent Management. Talent Management ensures that employees and their managers work together to achieve professional and organizational success. Talent Management helps employees to realize their full potential, and supports the modernization of government to establish the OPS as a world-class organization. When you participate, the OPS Talent Management Framework guides you through all the steps in the process. The OPS TM Framework involves assessing, developing, and deploying talent. The program integrates recruitment, assessment of competencies, learning and development, performance management, pay-for-performance, and succession planning. All levels of management employees, in all OPS ministries, take part in the annual Talent Management Program. Over 8,000 participants are involved. Link It Delve into the Details At the centre of Talent Management are you, and your Leader-Manager Competencies and personal attributes. The OPS Leader-Manager Competency Model consists of four leader-manager competencies: Transforms, Delivers, Inspires and Connects. The model also includes two personal attributes: Integrity and Self-awareness. These are observable personal qualities, capabilities and attributes that describe the result we want to achieve and how we achieve them in the OPS.

5 These Leader-Manager Competencies and Personal Attributes have multiple applications with the OPS TM framework: Assess, Develop, Deploy, such as Performance Planning, Talent Assessment, Learning and Development, Succession Management, and Talent Acquisition. You will be guided through this framework to help you understand how all aspects of TM work together to support your development in the OPS. We will begin with definitions of the Leader-Manager Competencies and Personal Attributes. Transforms is defined as: Leads change by identifying or acting on opportunities to transform the OPS business and culture to meet the changing needs of diverse clients, stakeholders and the public. Delivers is defined as: Takes accountability and delivers excellent results for the OPS by recognizing and using the diverse capabilities and talents of OPS employees. Inspires is defined as: Effectively communicates and demonstrates OPS vision and values leading by example, gaining consensus and motivating people to action. Connects is defined as: Builds and maintains respectful, ethical, trusting working relationships and network of contacts with diverse range of individuals, teams, partners, customers, and other stakeholders. Now let s look at the Personal Attributes. The first Personal Attribute is Integrity. Integrity is defined as: Demonstrates high standards of integrity and ethical behaviour both privately and publicly, consistent with the OPS values, principles and professional standards. Self Awareness is defined as: Understands and is aware of one s own emotions and the impact that these emotions have on others; knows one s own strengths and development areas and uses this knowledge for personal and professional growth. Move on to the next section to explore each component of the TM Framework: Assess, Develop, Deploy. Explore the TM Framework Select the part of the framework you wish to explore. Assess: Plan your Performance 'What' and 'How' I Deliver Performance Planning is part of an ongoing, interactive process where you and your manager work together to set key performance commitments for the coming period. How do I write Performance Commitments? Performance commitments are specific tasks, activities, and functions That link to government and ministry business objectives Include measures to gauge achievement And are supported by relevant learning and development strategies.

6 Your performance plan is the basis for ongoing feedback and formal reviews, against which your final performance rating is set, as part of the OPS performance award programs. Assess: Assess Competencies Assessing my readiness Your Talent Assessment is a yearly assessment of three factors: Performance Readiness Willingness What do these three factors mean? Select a factor to reveal its definition. Performance Your level of performance, relative to your performance goals and objectives. Readiness Your readiness to take on greater levels of responsibility, based on demonstrated behaviours and assuming reasonable opportunities for development. Readiness assessments are based on the Leader- Manager Competency Model. Willingness Your willingness to assume greater responsibility, as well as the organization's capacity to accommodate this. By combining these three factors, you receive a Talent Map Placement in one of five categories: Optimize Now Optimize in the Future Maximize Focus Address Assess: Learn the Meaning of Your Talent Map Placement Your Talent Map Placement guides decision-making about development and deployment for the next 12 months. Select a Talent Map Placement name to reveal its definition. Optimize Now Currently demonstrating all Leader-Manager competencies and personal attributes and assessed as ready for additional challenge/broader scope/higher level assignment within 3 to 6 months; Fully Effective or Outstanding performance rating; and, Willingness for movement.

7 Example of Optimize Now Sunita (a Policy Manager) received an Optimize Now placement and is about to start her new role in a new ministry. In this instance, Sunita's learning goals will relate to helping her get up to speed. She'll want to take advantage of the resources available from the First 100 days website, and consider getting a mentor to help in relating to the ministry's stakeholders. Optimize in the Future Currently demonstrating most Leader-Manager competencies and personal attributes and assessed as requiring focused development to prepare for additional challenge/broader scope in next role within 12 to 24 months; Fully Effective or Outstanding performance rating; Willingness for movement; Target activities to fulfill developmental requirements; and, Coach for development. Example of Optimize in the Future Raj (a Program Manager) is Optimize in the Future and is a potential successor to a specific position in his ministry. For the past year and a half his learning plan commitments have been focused on preparing him for that future position. This year he will be targeting his development in the Transforms competency through coaching and a development assignment. Maximize Currently demonstrating all or most Leader-Manager Competencies and personal attributes, however unwilling to move OR not yet ready for additional challenge/broader scope/higher level assignment; Fully Effective or Outstanding performance rating; Development based on career interests; and, Focus on retention and recognition. Example of Maximize Cecile (Program Specialist) was appointed to her current role 11 months ago and was given a Maximize placement. While she has been able to meet her performance commitments, she still needs to improve her project management skills. She and her manager agreed that she will attend the OPS Project Management course as well as work with an internal coach to guide her through the project management process. Focus Currently demonstrating some Leader-Manager competencies and personal attributes; Conditional Achievement performance rating; Focus on development to succeed in current role; Regularly assess progress; and,

8 Coach for development. Example of Focus Susan (a Program Assistant) has received a Focus talent map placement. She and her manager discussed the Leader - Manager competencies that she needed to develop and they have agreed on certain learning activities, including Susan attending several courses, as well as receiving targeted coaching. Address Requires Significant Performance Management performance rating; Identify reasons for performance rating; Identify reasons for performance challenges; Develop performance improvement plan; Regular monitoring and feedback; Assess employment options and fit; and, Coach for performance improvement. Example of Address Paul (Assistant Supervisor) was given an Address placement. After more than 2 years on the job, he continued to struggle with meeting his performance commitments. He and his manager worked togethis to identify his performance challenges and developed a Performance Improvement Plan. Specific learning and development activities were identified to help Paul become successful in his current role. Develop Close Your Competency Gaps Once your Talent Map Placement is approved, it's time to consider your development. You are responsible for developing your learning plan. How to Build Your Learning Plan How do you build your Learning Plan? Select a number to reveal that step in the process. 1. Select learning activities that will help you achieve your performance commitments for your current job, and help ready you for future roles you aspire to. Set your learning commitments, using your discussions with your manager as a guide (both Talent Assessment and Performance Management). 2. Plan how to address any Leader-Manager competency gaps.\ 3. Include a variety of learning methods, not just classroom courses. The most effective way to learn is through multiple learning methods. Some ideas include mentoring, coaching, actionlearning, podcasts, and self-studies. 4. Take time to identify your own unique learning style, and use this information to help your learning be effective.

9 5. Write down what you expect to learn or achieve. The more you define your end state, the easier it will be for you to carve out a path to get there and the easier it will be to know when you've arrived. 6. Apply your learning. You've got a plan. Now you're ready to action your learning, Deploy Targeted Future Planning Succession Management The OPS uses Succession Management to ensure continuity for key positions. What is Succession Management? Select a chair to learn more. The OPS identifies high-risk leadership positions that require focused planning to ensure business continuity. Managers identify employees who have the ability, engagement and aspiration to rise to, and succeed in, more senior positions as potential successors. Identified successors are prepared to take on future positions, using targeted development action plans. Discover the Succession Management Steps Succession Management Identified successors are prepared to take on future positions, using targeted development action plans. The OPS Succession Management framework includes the following steps: Tip 1. Identify high-risk positions 2. Name potential successors 3. Communicate successor status to potential successors 4. Develop successors for positions 5. Transition successors into incumbents Aim to meet with, and collect the business cards of at least five new people this year. Get to know them, learning whether they could serve as a potential successor to one of your positions. Matching Opportunity to Readiness Talent Acquisition When a position becomes vacant, besides posting a position, deployment opportunities are explored for employees who are ready to take on a new role. How are deployment opportunities identified?

10 Select each question to find out. What happens when a position becomes available? Recruiters and hiring managers review successor lists for potential candidates Hiring managers can request Talent Searches to identify potential candidates What is considered? Talent Searches can find people based on a range of criteria, including: Talent Map Placement Functional skills Work experience Employee mobility information Geographical work preference Specific career interests and aspirations (including employee preferences for future positions and ministries) For more information on the talent search process, refer to these documents: Talking Talent at all Levels Talent Acquisition Talent conversations take place at various levels to identify development and deployment opportunities, including within ministries, regions, functional groups and at enterprise-wide executive tables. During these discussions, employees are identifed as potential candidates for deployment based on their readiness to assume specific positions that align with their career interests and learning plans. Recap In 'Link It', we have explored the: Leader-Management Competency Model definitions TM Framework: Assess, Develop, Deploy TM Program components For more information about any of these topics, visit the Resources section. Live It Do Your Part

11 Understanding Talent Management is important, but actually living it impacts your career and the OPS. Do your part by following these steps: 1. Create and regularly update your Talent Profile. 2. Engage in Performance Planning & Review Discussions. 3. Assess your Leader-Manager Competencies and Personal Attributes and identify your career interests and aspirations. 4. Prepare for conversations with your manager. In the LIVE IT section you will discover how you can make the most of Talent Management. Create and Update Your Talent Profile Your Talent Profile is an online resume that OPS recruiters can access at any time. The TM System creates a preliminary profile for you, based on basic information that can be found in the OPS Workforce Information Network (WIN). You should update your Talent Profile to reflect your: Career history o Where have you worked? o What are your functional skills? o What is your educational background? Career mobility o Are you willing to relocate? If so, to which regions? Career goals o What are your career interests? o Which three OPS positions do you aspire to? o Which three ministries would you prefer for your next role? Be sure to keep your Profile up-to-date to market your skills to potential hiring managers. Did You Know? You can update your Talent Profile any time during the year. When you indicate in your Talent Profile that you'd prefer to stay in your current geographical location, it does not mean that you're not willing to take on a new or more complex role. Talent Profiles are searched by the organization for recruitment and succession planning purposes and to identify candidates for talent pools. Engage in Performance Planning & Review Discussions

12 Your Performance Plan is part of an ongoing process where you and your manager work together to establish your individual commitments for your position during the year. Through feedback and planned development, your plan can also be an effective tool to maximize your growth as a professional. Learn how to create and manage your Performance Plan by watching this presentation. What steps are involved in creating a well-thought out Performance Plan? Carefully reflect on what you need to deliver and how your success will be measured, based on your role, responsibilities and accountabilities. Remember to consider how to best demonstrate the Leader- Manager Competencies and Personal Attributes. Performance Plans include commitments which are: Aligned with, and contribute to, government priorities specifically, ministry and divisional priorities. SMART: Specific, Measurable, Achievable, Relevant and Time-specific. Set at a challenging level which reflects the high level of performance expected. Describe how the commitments will be achieved by applying the Leader-Manager Competencies and Personal Attributes. Think about the learning activities that will assist you to perform at a higher level in your current position. Do your learning activities support the achievement of your performance commitments? Do they address any Leader-Manager Competencies and Personal Attribute competency gaps? Include a variety of learning delivery methods not just classroom courses. Identify and incorporate your own unique learning style. Most importantly, apply what you learn. How do you do that? Include your learning commitments in your performance plan and remember to look at every task as an opportunity to achieve your performance commitments and meet your learning goals. When you re done writing, submit your Performance Plan to your manager and prepare for your first conversation. Your initial discussion allows you to gain agreement with your manager regarding your performance and learning commitments, as well as how your success will be measured. After your manager approves your Performance Plan, feel free to update your plan to record your accomplishments or make any changes to the work you ve been assigned. A Performance Plan is required for every acting and permanent assignment you had during the fiscal year. It must be established within 60 days of the start of the fiscal year or commencement of a new position.

13 Your mid-term discussion focuses on reviewing the progress you ve made to deliver on your Performance Plan commitments. It also provides your manager with the opportunity to discuss your approved Talent Map Placement. During this discussion, you and your manager can discuss additional learning activities to address any competency gaps. The mid-term review allows you to receive formal performance feedback, identify issues and what support you need to successfully achieve all your commitments by the end of the performance period. All managers are required to ensure that all of their direct reports have end-of-term finalized Performance Plans. Update your Performance Plan at the end of the assignment period or fiscal year-end. Receive formal performance feedback based on your established commitments, performance measures and learning objectives. Once complete, submit your Performance Plan to your manager for an end-of-term review. Your manager will propose a performance rating for you after your end-of-term performance discussion. This rating determines your performance award and informs your Talent Map Placement. Use the Play button to find out more. Understand Your Performance Ratings Depending on your achievements, one of the following performance ratings will be applied: Select a performance rating for more information. Outstanding This rating is reserved for those employees who produce results of excellent quality and who demonstrate a high level of productivity and timeliness. The employee is a model of excellence in both the results achieved and the means by which they are achieved. The employee has gone beyond the plan and performance has exceeded unit/branch/region/division/ministry/ops expectations and have resulted in improved results for the unit/branch/ region/ division/ ministry/ops. Strong teamwork and leadership have contributed to achievement and has led to ongoing positive working relationships with peers, subordinates, partners and clients. Fully Effective Performance at this level indicates that the employee has met all key performance commitments and that employee consistently meets expectations for the results achieved and the means by which they are achieved. Performance meets expectations for quality and timeliness, with attention to the impact on achievement of organizational results. Meeting performance commitments has been carried out while maintaining positive working relationships with peers, subordinates, partners and clients and with effective management of materials, human and financial resources.

14 Conditional Achievement This performance rating is given to an employee for one of the following reasons: o The employee may have met key performance commitments but requires support in how the commitments were met. o The employee has delivered on the majority of key performance commitments but there is no supporting rationale for inability to meet the other commitment(s). The employee has met most expectations in terms of the quality produced, has met most deadlines and for the most part has demonstrated good issues management. o The employee may be learning in a new position or adjusting to changed position expectations, and has not been able to achieve the results expected. Requires Significant Performance Management Performance at this level indicates that the employee has not met key performance commitments as expected for the position, without a supporting rationale for inability to meet all commitments. Some indicators of performance at this level include: o Majority of the key performance commitments have not been met, without a supporting rationale, either as a result of inadequate results or lack of quality or timeliness. o Ineffective methods have been used in carrying out the project/work such that ineffective results were achieved or issues were not managed. o Work relationships with peers, subordinates, partners and/or clients have been detrimental to the achievement of the project or organizational goals, or such that customer needs were not met. Set the Stage for the Future While the end-of-term performance review marks the end of a performance period, it also sets the stage for your next performance plan. As you complete your end-of-term review, start thinking about performance and learning commitments for the new fiscal year. Your learning commitments will depend largely on where you're at along your career path. If you've just begun a new role, your learning will likely focus on how best to get up to speed. If you already have a track record of success in your current role, your learning may be geared toward preparing for a future position. The beginning of a new fiscal year is an opportunity for you to dust off your career plan, assess how far you've come, think about how passionate you are about your goals, and consider if you're on track to achieve them. Assess Your Leader-Manager Competencies and Personal Attributes

15 Your Talent Assessment is the integration of your performance, Leader-Manager Competencies and Personal Attributes and Willingness to move out of your current position. All of these combine to indicate your readiness to take on a more complex or higher role. In assessing your Leader-Manager Competencies and Personal Attributes, identify specific examples where you demonstrated the behaviours under each competency and personal attribute. Be prepared to discuss these examples with your manager. When you analyze your Willingness to take on a new or more complex role, you should consider your (select the text below to reveal more information): Movement Interest Are you interested in movement? Are you prepared and willing to assume a new role with additional challenges, broader scope and/or at a higher level? Life Circumstances Are there any life circumstances at this time that would prevent you from assuming a new position with additional challenges, broader scope and/or at a higher level? Organizational Factors Is there an organizational need that may require you to remain in your current position? Discuss Your Assessment Your Talent Conversation with your manager provides an opportunity to: Highlight your strengths by discussing how you demonstrated the OPS Leader-Manager Competencies and Personal Attributes Receive feedback on your competency self-assessment Openly discuss your career interests Determine learning strategies to enhance or address competency gaps Discuss possible successors for your own role After your Talent Conversation, your manager will finalize your Talent Assessment and propose a Talent Map Placement for you. Did You Know? Your Talent Assessment provides a platform for your talent discussion with your manager. Your competency examples reveal information on your "readiness" to move to a more complex or higher role. They also provide useful examples of Leader-Manager Competencies and Personal Attributes that can help you prepare for your next OPS behavioural-based interview. Understand Your Talent Map Placement Your Talent Map Placement:

16 Helps you, your manager and the organization plan your development and deployment over the next 12 months Informs learning strategies to support targeted development that will help you achieve your career goals Select a Talent Map Placement name to understand what learning strategy would best support your development. Optimize Now You are ready now for a lateral move or an additional challenge with broader scope. Some of the Recommended Strategies Are. First 100 Day Program Mentored by a Technical/Business/Stakeholder Expert Customized Action Learning Optimize in the Future Plan focused learning that will prepare you to take on a new role within 12 to 24 months. Make sure your learning is provided in a flexible way that takes into account your workload. Some of the Recommended Strategies Are. Emotional Intelligence Assessment External Assessments (Including 360) Receive Coaching OPS Leadership Development Program External Executive Leadership Education Program (requires nomination) External Course/Program OPS L&D Programs Developmental Assignment Developmental Project Maximize Focus your development on achieving mastery in your current role, or a role that you aspire to in the future, with an emphasis on defining and addressing your career interests. Some of the Recommended Strategies Are. Lateral Move Enrich Job (Current Position) Short-term Pre-Retirement Assignments Mentored/Coached OPS L&D Programs

17 External Course/Program Knowledge Transfer Mentor Others Faculty/Teach Others Focus To help you achieve success in your current role, focus your development on enhancing your Leader- Manager Competencies and Personal Attributes. Some of the Recommended Strategies Are. OPS L&D Programs External Course/Program Mentored/Coached Address Plan your development to help you improve your performance and become successful in your current role. Some of the Recommended Strategies Are. OPS L&D Programs External Course/Program EAP Testimonial Talent Management allowed me to tell my leadership stories and helped me land a position that I was aiming for in my career path. Through my talent management profile I was able to outline my experience and interest in policy development. When there was an opportunity to act in a policy manager s position my name came up. - Afsana Qureshi, MNR Prepare for Conversations These three presentations outline how to prepare for the Performance and Talent Conversations, whether you're an employee or a manager. To view a presentation, select the conversation you wish to learn about. Conversation #1: March to April Your first conversation with your manager takes place between March and April. It s at this point that you close-off your current performance plan and begin planning for the New Year. Think about what you ve achieved over the last year and how that links to the goals of your unit, branch, ministry, and the OPS. Also, spend some time reflecting on how you achieved these results. Did you make the Leader-

18 Manager competencies come alive? What do you view as your key commitments for the coming year? And what learning supports do you need in order to be successful? Upon reviewing the employee s performance plan, think about where you agree or disagree with the summary of their results. What do you see as the highlights of their year? Spend some time reflecting on the emerging priorities for the coming year and how the employee can contribute to them. Use this conversation to provide meaningful feedback, coaching and recognition. Together, ensure that you wrap-up the current performance plan. Managers, consider which performance rating to propose. Agree on the focus for new commitments and that they are specific, measurable, achievable, relevant and time-specific. Agree on what the employee s learning objectives should be, brainstorming ways to pursue the learning. Conversation #2: June to July By June-July it s time for your second conversation. This time the focus is on your Talent Assessment. Think about your career goals. Where do you want to be in 2 years? How about in 5 years? Prepare examples of how you have demonstrated each Leader-Manager competency and Personal Attribute. And consider your network. Who might be someone to suggest as a potential successor to your position in the future? In order to be fully prepared, you ll want to start reviewing your employee s Talent Assessment a week before your conversation. Review the Talent Profile and familiarize yourself with the employee s background and career goals. Reflect on where you agree or disagree with the employee s competency assessment. Where does the employee need to focus to develop their competencies so that they can achieve their career goals? And what learning strategies would help them do this? Think about the future of the position. If the employee were to leave, who could be a successor? Together, discuss the employee s career goals and what needs to be done to achieve them. Discuss how the Leader-Manager competencies are being demonstrated on a day-to-day basis and how to work toward the next competency level. Managers, inform the employee of their performance rating for the previous year. Conversation #3: October In October, it's time for mid-term performance reviews. Prepare by reflecting on your results to date, including where you are meeting your commitments, where you aren t, and where they may need to be adjusted. Think about any additional support you need from your manager to be successful at meeting your commitments over the remainder of the year.

19 Review your learning plan, what you ve learned, and what you have yet to do. It's time again to consider where you agree or disagree with the employee s performance assessment. Reflect on the current context. Are there any adjustments that need to be made to the employee s commitments? Think about what changes need to be reflected in the employee s learning plan, based on their approved Talent Map Placement. Learn about any roles for which the employee has been identified as a potential successor. Together, agree on any adjustments required to the employee s performance commitments and learning objectives. Managers, inform the employee of their approved Talent Map Placement, and what it means. If the employee is identified as a potential successor, confirm their interest, and begin to develop an action plan together to prepare them for the role. If you experience problems with the videos, select Refresh on your browser and try again. Access the Performance and Talent Conversations Preparation Tool How do you remember all this? To assist you, we've created this printable one-page quick reference. Here you'll find all the steps in the process and the questions that will help you to prepare for any of the Performance and Talent Conversations. Recap In 'Live it', we have explored: Creating and updating your Talent Profile Fully engaging in performance planning and formal reviews Assessing your Leader-Manager competencies and personal attributes Identifying your career interests and aspirations Preparing for performance and talent conversations For more information on any of these topics, visit the Resources section. Resources Learn it: Discover the Basics Talent Management Basics (pdf) Link it: Delve Into the Details Identifying Successors Manager Tip Sheet (pdf) Example: Jane Smith Self-Assessment (pdf) Example: Manager Assessment of Jane (pdf)

20 Live it: Do Your Part Performance Level Definitions (pdf) Understanding System Security & Access for All Talent Management Participants (pdf) Talent Development Tool (pdf) Performance & Talent Conversations (pdf) Example: Jane Smith Profile (pdf) Example: PM Performance Plan End of Term (pdf) Other Useful Documents Employee Learning & Development Resources (pdf) Manager Learning & Development Resources (pdf) Talent Management Readiness Assessment: Competency Example Writing Workbook (pdf) The OPS Leader-Manager Competency Guide 2010 (pdf) Complete Site Transcription (pdf) More Information For further TM resources, including frequently asked questions (FAQs), Employee/Manager/and TM System User Guides, and other tips and tools, please visit the Talent Management homepage. Remember, you must be logged onto MyOPS to access the Talent Management homepage.