June 1, Aboriginal Leadership Development Initiative (ALDI) Presentation to APEX Symposium

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1 June 1, 2016 Aboriginal Leadership Development Initiative (ALDI) Presentation to APEX Symposium

2 BACKGROUND ON ALDI PROGRAM Developed as a result of the Deputy Minister s Aboriginal Workforce Initiative (DMAWI) in 2008 to support developmental opportunities for Aboriginal employees Tailored approach to leadership development within the department, based on the key leadership competencies Informed by contributions by Public Service leaders and experiential learning Open to indeterminate Aboriginal employees at the EX minus 1 and 2 and EX equivalent, with a degree from a recognized university/community college or an acceptable combination of relevant studies, training and/or experience and who have the support of their supervisor and DG/ADM. 2

3 ALDI TO DATE 3 cohorts (47 participants) have completed the learning program Cohort 1: August 2009 to March 2011 (15 participants) Cohort 2: August 2011 to June 2013 (16 participants) Cohort 3: June 2014 to November 2015 (16 participants including 1 from Treasury Board Secretariat, 1 from Parks Canada and 2 from Correctional Services Canada) A 4 th cohort was launched in January 2016 and the selection process is ongoing, with interdepartmental representation to get 10 to 12 participants from INAC and between 8 to 10 from partnering departments. 3

4 KEY FEATURES OF ALDI Aligned with the Clerk s Public Service Renewal priorities and talent management agenda of Destination 2020 Engaged commitment and support from all levels of management through an Advisory committee and an ALDI Champion Addresses the unique needs of future Aboriginal leaders through innovative, adaptive and respectful approach Tailored curriculum explores cultural and regional challenges, Aboriginal leadership and the Public Service leadership key competencies Applied a thorough selection process developed in collaboration with the Personnel Psychology Centre (PPC) Monitored program results and benefits 4

5 LEARNING COMPONENTS OF ALDI 30 days of classroom training and development over 18 to 24 months: Departmental curriculum on Aboriginal leadership Public Service key Leadership Competencies development Coaching and Mentoring services up to 5 one-hour sessions of coaching participation in the pilot Aboriginal Interdepartmental Executive Mentoring Network (NEW) 5

6 ALDI DEPARTMENTAL CURRICULUM Initial design by Aboriginal learning specialist Phil Lane based on a collaborative process Indigenous spirituality and cultural awareness are integrated into the program Each of the three (3) five(5) day session: - addresses core themes in a deep and more engaging way through a thematic framework which includes community building, exploration, deepening and integration - retreat format - theme representing the trajectory of the leadership development undertaken by the participants: - Session 1: Community Building and Exploration (Akwesasne) - Session 2: Engagement and Vision (Iqaluit) - Session 3: Navigating the future (Finding My Voice) (Banff) - Session 4: Workshop on Feedback and Recognition Ceremony 6

7 OUTCOMES Deepen the Leadership Competencies of Aboriginal Employees Enhance Cultural Awareness and understanding of Aboriginal Issues in the workplace Help meet current and future workforce objectives Increase number of Aboriginal employees in leadership and/or executives positions Build a government-wide mechanism which would ensure a continuous stream of Aboriginal leaders prepared to take on leadership opportunities. 7

8 ASSESSMENT OF ALDI COHORT 1 Results of ALDI cohort one are based on a survey and phone interviews completed in 2013 and 2014 Some key results: 25% are now at the EX or EX equivalent level 75% have had assignments at levels higher than their substantive 70% have been on the move (change region/position) Feedback from participants and managers Rigorous, credible and transparent selection process Great networking: building lasting relationships Increase self-confidence Seeing the bigger picture and making connections Aboriginal component: cultural approach appreciated and valued Community experiences valued and necessary Greater confidence level of participants Broader corporate and regional perspective Demonstrated more strategic management practices 8

9 ALDI COHORT 2 Based on an survey done with ALDI participants in % are now at an EX equivalent level 50% have had acting opportunities at higher level positions than their substantive 15% qualified in an EX competition but were not offered a position 15% moved to new positions at the same level, either in the Indigenous and Northern Affairs Canada or in another government organization 9

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