HR Community Talent Talent Management Plan

HR Community Talent Talent Management Plan Opportunities and Strategies for the HR Community, Levels of Work and Critical Positions Talent Management Plan 1 November 2007

Table of Contents Introduction...3 Background...3 Purpose...4 Acknowledgements...4 Assumptions...5 The HR Community and Levels of Work...5 Critical Positions...5 Talent Management Plan...6 Opportunities...6 Strategies...7 Opportunities and Strategies for Levels of Work and Critical Positions...12 Support Level of Work...13 Developmental Level of Work...15 Consultant level of work...17 Management level of work...20 Leadership Level of Work...24 Conclusion...25 Talent Management Plan 2 November 2007

Introduction Background Talent management, a key component of the HR Strategy for the HR Community, is about developing employees at every level to help them achieve their career goals. It is a structured process designed to identify and develop our talent, aligning it with strategic business needs. There are three phases -- Prepare, Identify and Manage. The talent management process began in Phase 1: Prepare, with career management workshops held in the early spring of 2007 and continued into Phase 2: Identify, with talent review sessions in June 2007 for employees up to and including the manager level. Participation in the workshops and the talent review was voluntary. To meet our community vision and organizational goals and our Corporate HR goal of a skilled, committed, accountable public service we must have the right people with the right skills in the right places at the right time. To achieve these goals, we must know what our organization looks like today, learn what it needs to look like in the future, and develop strategies to get us there. This is Phase 3: Manage, in which our Talent Management Plan was created. Prepare Talent Management Identify Manage Talent Management Plan 3 November 2007

Purpose Effective talent management ensures that appropriate people management practices, systems and interventions are in place in all phases of the employment life cycle. Talent Management is about: Creating the right organizational context for people (risk-taking, recognition, development, etc) Ensuring correct leadership and management practices to develop and nurture identified talent Creating a broader (living) environment that is conducive to attracting and retaining talented people Talent Management requires a serious commitment in time and effort, often by senior management, if it is to have any impact. To ensure the most effective use of time and resources there must be a strategy and a plan. The HR Community Talent Management Plan refers to those special strategies the HR Community will use to recruit, retain and develop their resources. The HR Community Talent Management Plan is designed to: Create a culture of leadership accountability for talent management Consider our recruitment strategy to ensure proper branding of the HR Community as a potential employer Ensure that we get to talented people who are available but not actively looking to make a career move Ensure that the career development path for people who are part of the HR Community provides and is perceived to provide career-enhancing experiences Consider our various policies so as to provide work life balance Consider our various policies so as to promote diversity Acknowledgements Without the participation and commitment of people across the Community, we wouldn t have been able to capture this snap shot in time of our professional group. Our sincere thanks to everyone who attended the career development and competency workshops, completed development plans and participated in talent review meetings. Thanks to the HR Strategy Team for their support and feedback; the Executive HR Forum for their dedication and commitment to the HR Strategy for the HR Community and Talent Management; Katherine Noseworthy for completing the data analysis; and the Employee Benefits Coordinators, Managers, PSC Directors and HR Directors for being prepared, professional and fully participating in the talent review process. Talent Management Plan 4 November 2007

Assumptions Several assumptions were made in the analysis of the talent review data and the presentation of the Talent Management Plan. In general, assumptions center on the accuracy of HR Community data (not personal data from career development plans) and include: 1. The HR Community is defined as the HR Corporate Service Units (CSU), including the HR Director and all employees of the CSU, and the Public Service Commission 2. Organizational charts were up to date 3. Information was presented and recorded accurately 4. That the classification level indicated on organizational charts and job descriptions are correct and up to date at the time of talent review. Please note this does not assume that job descriptions were up to date. 5. The information contained in this report is gathered from those who participated in the talent review for the HR Community -- 110 employees or 55% of the available population. The HR Community and Levels of Work The HR Community consists of 208 positions, distributed between the seven CSU s and the PSC, and five levels of work. These levels of work were previously defined as part of the HR Strategy. The Levels of Work are: Leadership (MCP 26-35) Management (MCP 20-25) Consultant (MCP 13-19) Developmental (MCP 1-12) Support (AS) It is important to remember that this information reflects those who participated, and may not reflect the HR Community as a whole. Critical Positions While it is recognized that all positions within the HR Community are important and valued, critical positions for the HR Community were identified by the HR Directors using the following the criteria: The position is critical to our ability to achieve our goals (i.e. extended vacancy in this role and/or mistakes made in the role would have detrimental impact on the organization) The position requires specialized or unique expertise that is difficult to find Historically, the position has been a difficult role to fill or you anticipate difficulty filling it (e.g. outside competition, regional issues with recruitment, etc.) Talent Management Plan 5 November 2007

Talent Management Plan Opportunities Overall, the main issues currently impacting the HR Community and expected to impact the Community in the future are recruitment and retention issues, specifically for OHS and Pay and Benefits Consultant positions. Both groups of professionals have unique expertise and skills sets for which the private sector and federal government are actively recruiting. As a professional group, we are skilled, competent solid performers with valuable HR and government experience. We re educated, qualified, dedicated professionals with a strong client service focus. Our bench strength (or ability to back fill positions with qualified people) in a few areas needs to be strengthened. This simply means that we have hard-to-fill or critical positions where there are few candidates who are willing, able and/or ready to move now into those positions should the positions become vacant (now or within the next two years Like other professional groups in government, limited resources challenge us. That coupled with the domino effect of secondments makes providing development experiences difficult while we maintain our excellent standard of client service. This is an issue that the Executive HR Forum, HR Managers and supervisors will have to manage to the best of their ability in order to make a commitment to the development of the entire community. As a community, we are skilled in the functional areas of HR. Our focus for development seems to be on competencies, both Leadership and HR Competencies. Competency and skill development needs to be addressed through a comprehensive learning and development strategy for the overall HR Community Finally, the most frequently cited development need for most of us who participated in Talent Review is the need for more experience and knowledge in HR, government and management. Doing rather than just learning will most effectively accomplish this. If people want and need experiences outside a classroom, we must find a way to easily move people across the Community and between functional areas. This would allow for strategic movement within the Community with the opportunity to learn new things in new teams. Talent Management Plan 6 November 2007

Strategies Strategies to address the opportunities were defined by members of the Management and Leadership levels of work during the talent review process and are led by the Executive HR Forum and may involve members of the HR Community and other stakeholders. The Plan includes prioritized activities that range from training, recruitment plans, retention risk mitigation, strategic partnerships, development activities, etc. Implementation of these strategies should be undertaken as best suits the business and strategic needs of the HR Community with continuous communication on progress throughout the implementation. Section 1 outlines the strategies of the Talent Management Plan for the entire HR Community, regardless of position or level of work. The strategies are prioritized according to: Now things we can do now with existing resources. Soon things we can do before March 31, 2008 with additional resources. Later things we can do after April 1, 2008 with additional resources. Section 2 contains the opportunities and corresponding strategies for critical positions and each Level of Work. Talent Management Plan 7 November 2007

Now things we can do now with existing resources. Offer training that targets specific leadership and HR competencies. Note: Effective Interactive Communication workshop offered in October and November of 2007 in partnership with Justice Learning Centre. o Contract external designers, developers and facilitators to design and deliver training across the community rather than increase the workload of existing HR Development Consultants. Consideration must be given to the capacity and appropriateness of internal HR Community members (HRD Consultants) providing this training. o Use needs assessments to customize potential workshops for intact groups with the HR Community. Encourage (or partner with) line managers to include HR in change initiatives within client group. This may require change management and communication skill development for HR Community members and will be considered as part of the overall learning and development strategy. Create team lead experiences or positions to develop basic management skills and increase depth of knowledge and broaden experiences. Build a business case for more HR Career Starts intern positions and FTEs. Consider the use of partial FTEs for 3-6 month job shadowing opportunities to develop people into critical positions prior to an incumbent retiring or leaving the HR Community. This would allow the Community to more confidently hire based on competencies and identified potential rather than purely on technical and/or functional area knowledge. This type of strategy will become increasingly important as the rate of retirements in the HR Community increase over the upcoming years. Create Communities of Practice based on function areas to deepen and broaden HR and government knowledge, create knowledge transfer opportunities. Build an HR professionals web site. Provide an HR Workforce Management position to continue implementing the HR Strategy and Talent Management Plan. Make Talent Management for HR as a standing Executive HR Forum agenda item to keep it at the forefront and develop a Talent Management mind set. Use the HR Career Path Model to provide building blocks or development activities for those wishing to make an upward or lateral move within the community. Talent Management Plan 8 November 2007

Develop plans to mitigate the risk of potential candidates leaving the Community and/or Government. Soon things we can do before March 31, 2008 with additional resources. Provide 360 Leadership Competency Assessment for all members of the community. This strategy needs to be investigated to determine need and desire for 360, as well as the capacity and appropriateness of current coaches (which are mostly HR Professionals) to coach members of their own community. Investigate labour market competition to determine what is being offered to critical positions (such as OHS and Pay and Benefits Consultants) that may attract members of the HR Community to leave for other employment opportunities. It s recommended to hire an external consultant or a co-op student with research skills to conduct the research. Consider how the competitive process for filling internal HR positions and opportunities can be used to allow people to move into alternate roles for both short and long-term assignments in order to gain government and HR experience. This must be done without violating current policy. Utilize mentoring options, such as post-retirement mentoring program, providing mentors to career starts interns. Pilot a mentoring program for the HR Community, using retirees from within and outside the HR Community. Broaden the use of Career Starts program as a means of developing new HR professionals. Create a job rotation program for HR Career Starts interns that includes both line and central experience. Create Memos of Understanding with client groups so clients understand developmental roles and CSU capacity to meet service expectations. Design and develop additional learning events such as breakfasts, lunch and learns, etc. This would require a dedicated resource or a working group from within the HR Community. Talent Management Plan 9 November 2007

Later things we can do after April 1, 2008 with additional resources. Form strategic alliances with education institutions in Nova Scotia to: o Develop an HR training program specifically for the government HR Community. This would require a Request for Proposal or Request for Information process through Procurement to explore existing curriculum and ability of each institution to design, develop and deliver curriculum or ability to customize existing curriculum. This could be done through a. o Address the unique needs of government s current and future employees, to provide direction to institutions as to our needs and participate by sitting on boards of institutions. o Prepare students for careers in HR through internship and co-op opportunities as well as hands-on experience in exchange for educational opportunities for government employees. o Draft HR talent by identifying sources of high-potential employees outside of government. Consider partnering with other levels of government (municipal and federal) and/or private sector to develop an HR Professional training program to be provided by a local institution. The benefit would be cost-sharing the funding, networking, sharing of information and expertise, etc. Consider return for service agreement with HR Graduates province would pay for part or all of the students education and guarantee a position within the HR Community in return for student remaining with the government, and preferably the HR Community, for a certain period of time (i.e. 3 or 5 years). May require a cost-benefit analysis to determine how long the service period would be. Investigate other jurisdictions (and Transportation and Infrastructure Renewal engineering sponsorship program) for ideas of possible options. Create a flexible structure of positions with more interim positions (smaller rungs on the ladder), with more Jr. HR positions. Compensation has already done this, but it is a longterm strategy for the entire Community. Create Developmental opportunities, such as acting positions or secondments o Leadership Continuity type program for the HR Community. o Hire over compliment and create additional roles. o Create manager in training roles. Talent Management Plan 10 November 2007

Later things we can do after April 1, 2008 with additional resources, continued Provide rotational development opportunities to allow people to gain more breadth of exposure to different functional areas, central, line, policy or to operations depending upon their development needs. The talent review process has provided a mechanism in which to identify these people however the Executive HR Forum will need to move forward on identifying opportunities and process which allow people to move into alternate roles for both short and long term assignments. The rotation should be connected to certain jobs, build into other opportunities such as HR Career Starts, made part of the HR certification piece, added to job postings, etc. It must be acknowledged that it is not appealing to all employees and therefore should not be mandatory. Develop an employee exchange program where we trade employees with other (similar) organizations (i.e. municipality or federal level governments or another government department, District Health Authority, WCB or private sector employers, such as Pratt and Whitney) to allow employees development opportunities in certain HR functional areas or management positions. Provide an HR Community orientation to broaden government knowledge. Ongoing Develop a culture strategy to engage employees in talent management so that there is higher participation rate in subsequent years. A culture strategy will also help promote employee engagement in professional development so managers and employees are committed to individual development plans. Continue to employ the talent review process as a structured and transparent means in which to identify HR Community training and development opportunities. Continue to conduct Talent Reviews on a yearly basis. The manager and leadership levels of work should lead these reviews. Continue to use the talent review spreadsheets as working documents to be reviewed periodically by management teams as part of the performance management and succession management process. Talent Management Plan 11 November 2007

Opportunities and Strategies for Levels of Work and Critical Positions This section is a summary of the data recorded at the talent review sessions and an analysis of the overall results. The talent review information is explored for the purpose of demonstrating the structure, strengths and needs in the HR Community, at least among talent review participants, to obtain a broad sweep of the Community for 2007-08. It is important to remember that this information is based only on those who participated in the talent review for the HR Community -- 110 employees or 55% of the available population. How to read the snapshot For each level of work, a visual snapshot of movement into and out of each critical position provides a sense of where people are advancing to and when. It s important to note that there is not a direct correlation between the snapshots. If you have specific questions about any of the critical positions, movement, readiness or if you don t see yourself or your position reflected in the snapshot, please contact your HR Manager or HR Director to discuss your questions Movement in the snapshots occurs from left to right or movement into a position and movement out of the same position. This box describes the position people are moving from and/or INTO Critical Position This box describes the position people are ready to move OUT of and/or advance to Now 0 Now 0 The green sections indicate how many people are ready to move now. 2 years 2 years 9 The white sections indicate how many people are ready to move 2 years from now. The yellow box indicates the critical position people are moving INTO and OUT from. Talent Management Plan 12 November 2007

Support Level of Work Summary The Support Level of Work consists of 72 positions in roles such as: administrative support and pay and benefits consultant. Within this level of work, there are 37 AS positions and 35 PBC positions. Support group participation in the talent review was 50%, similar to the overall participation rate of 55%. The largest number of support group participants was in the growth stage of readiness, followed by the mastery stage and finally the advancement and needs development stages. Statistically, this group had significantly more employees in the mastery stage than average. In the area of developmental needs, education was more likely to be cited in the support group than the overall average. Other significant needs were technical and presentation skills, and HR experience. This is a critical position because of the unique skill set required and competition from other levels of government and the private sector is a threat to attracting and retaining people in these positions. Within the Pay and Benefits Consultant positions, eligibility and intention to retire is low. It is important to note that there is no backfill potential identified for this position. Critical Positions Pay and Benefits Consultants (35 positions) Snapshot of the Pay and Benefits Consultant Position People ready to move into PBC position PBCs ready to advance to Developmental level of work Now 0 Benefits Now 0 2 years 1 Pay and Consultant Position 2 years 9 Participation Rate=50% Not all movement into and out of the Support Level of Work is represented here. Talent Management Plan 13 November 2007

Recommendations for the Support Level of Work Now Provide Pay and Benefits learning program developed by the Justice Learning Centre. Provide Presentation skills training. Conduct a needs assessment to better determine need and use existing resources to provide training (such as Calendar courses; Tourism Culture and Heritage course material; Laura Lee Langley s presentation workshop.) Use the HR Career Path Model to provide building blocks or development activities for those wishing to make an upward or lateral move within the community. Provide competency development for Effective Interactive Communication and Decisiveness competencies. Use existing modules or content and modify as needed. Soon Managers should have conversations with people within this level of work, once the HR Career Path Model is available, to help them figure out where they would like to go now or talk about options for developing skills and competencies while they wait for a JR. HR position to open up. Managers and HR Directors should refer to Career Development Plans to identify people that are considered a retention risk and develop a retention plan. Determine if the people in the JR HR positions (in the Developmental Level of Work) at this time can be accelerated in their development to move out of the role and into another role consider how long they have been in the role and how long they need to stay in that development role. Provide consistent and appropriate support for continuing formal education. Discussion is needed at Executive HR Forum level about the need for consistency in policy and practice of supporting formal education. Later Provide an HR Community orientation to broaden government knowledge. Develop a recruitment strategy to attract internal and external people to this role. Develop a qualified Pay and Benefits Consultant resource pool, possibly link with the Diversity Talent Pool as a source of qualified candidates. Talent Management Plan 14 November 2007

Developmental Level of Work Summary The Developmental group consists of 24 positions in roles such as: junior HR consultant, employee benefits coordinator, labour relations analyst, and other junior roles (OHS, compensation, training, etc). Developmental group participation in the talent review was 57%, slightly greater than the overall participation rate of 55%. The largest numbers of developmental group participants (67%) were in the growth stage of readiness and notably none in the advancement or advancement/growth stages. Statistically, this group had more growth, needs development/growth and needs development participants than average, and less advancement than average (zero). All participants indicated they needed some growth or development in their role to advance, and some anticipate being ready to movement out of the level of work two years from now. In terms of developmental needs, frequently cited needs include strategic orientation and development of people competencies, management skills and government experience. Critical Positions Although there are no critical positions in the Developmental level of work, it is important to note that there is desired advancement to these junior positions from the Support level of work, now and over the next two years. Snapshot of Jr. HR Positions People ready to move into Jr. HR Positions Now 3 Jr. HR Positions People ready to move out of Jr. HR and advance to HRC Now 0 2 years 10 2 years 1 Participation Rate=57% Not all movement into and out of the Developmental Level of Work is represented here. Talent Management Plan 15 November 2007

Additional Information about the Developmental Level of Work Over the next two years, there will be thirteen people ready to move into Jr. HR positions (including Jr. HRC, Jr. OHS.) However, there is no anticipated movement out of the Jr. HR positions to the next level of work for the same time period. This may result in a block, which can limit advancement into a Jr. HR position now. As a potential source of backfill for the Consultant level of work, the Development level of work has very few people ready to move into the Consultant level of work within the next two years. This has the potential to become an issue because the HR Consultant position is a critical position and it appears, based on the information we have, that there is limited internal backfill for this position. Recommendations for the Development level of work and Jr. HR Positions Now Use the HR Career Path Model to provide building blocks or development activities for those wishing to make an upward or lateral move within the community. Determine if some of the people in the JR HR positions at this time can be accelerated in their development to move out of their current role and into another role. This must be done with consideration to how long they have been in the role and how long they need to stay in that development role. Soon Provide training and development activities to foster Strategic Orientation and Team Leadership competency development. Develop Career Path Model support tools to provide a consistent set of developmental milestones and building blocks for developmental positions. Accelerate development of Jr Consultants in any high need functional areas. Later Offer Manager Development Program. Create job shadow experiences to develop HR knowledge. Set parameters around a time frame for the length of service in a Jr. HR position before advancing to next level of work, if desired. Talent Management Plan 16 November 2007

Consultant level of work HR Community Talent Management Summary The consultant group consists of 61 positions in roles such as HR, OHS, HRD, EAP and other consultants, as well as some employee benefits coordinators. Consultant group participation in the talent review was 74%, much higher than the overall participation rate of 55%. The largest numbers of consultant group participants were in the growth stage of readiness, followed by advancement and then the mastery stage. Statistically, this group had significantly less participants in the needs development stage of readiness. Supporting that point, there seems to be readiness for steady movement to other roles immediately, within the next two years and beyond in most functional areas. Developmental needs were focused on the team leadership and impact and influence competencies, current role development, experience in government, as well as knowledge in HR. As noted in the previous section, there appears to be limited internal backfill for this position. In addition, the HR Manager position is a critical position and it appears from the information at this time, that the immediate internal backfill potential for the HR Manager role is also limited. Critical positions HR Consultants (Operations) (30 positions) Snapshot of HR Consultant (Operations) Position People ready to advance to HRC (Operations) HRC (Operations) ready to advance to HR Manager HR Now 1 Consultant Now 0 (Operations) Position 2 years 3 2 years 7 Participation Rate=74% Not all movement into and out of the Consultant Level of Work is represented here. Talent Management Plan 17 November 2007

Additional Information about the HR Consultant (Operations) Position Nine HRC (Operations) are eligible to retire in the next three years and four have indicated intention to retire. Two HRC are ready to move out of this position now into positions other than HR Manager. Two years from now, there are a total of ten HR Consultants ready to move into other roles. The HR Consultant (Operations) position has the most critical need for immediate backfill based on the information available, there seems to be a limited number of people who could successfully compete for an HRC position now or in the immediate future. The potential number of vacancies in the HRC position over the next two or more years is 17. There is a gap here because demand for people to fill HRC positions is greater than supply. There are more people wanting to move out of HRC positions than positions are available at the next level for them to move into. This situation has the potential to create two blocks a block in movement from other levels of work (such as Development and Support) into the HRC position and a block preventing people in HRC positions moving into HR Manager positions. Such blocks in movement may result in people perceiving themselves to be stuck and may possibly result in retention and engagement issues. Recommendations for the Consultant Level of Work Now Participate in client department, divisional and/or team business meetings as a means to broaden and deepen government experience and to increase exposure to operational side of business. Assist with developing and delivering presentations to SMT and executive teams. Use the HR Career Path model to discuss and explore career options with people to determine specific developmental needs and experiences, then work to provide those experiences. Soon Provide training to support Impact and Influence, Team Leadership and Relationship Building Leadership Competency development. Later Provide Manager Development Program to HR Consultants. Encourage people in this level of work to participate in a 360 Leadership Competency Assessment and coaching session. Encourage people to obtain 360 coaching certification. Provide opportunities to job shadow current managers as a development activity to increase knowledge of HR. Create opportunities to develop better general knowledge of all HR functional areas. Offer Hay Compensation course to HR Consultants. Complete or update formal education or qualifications Talent Management Plan 18 November 2007

Recommendations for Consultant Level of Work, continued Other strategies to consider Develop a strategy to address the potential block in movement between. The strategy needs to provide development experiences (secondments, projects, acting positions, etc) and activities to engage people in this level of work and increase their government experience and/or HR experience. Expand current roles to provide experiences to further increase competency, skill and knowledge development. Create new positions in high need areas which may be of interest to people who have transferable skills and a desire to learn other functional areas of HR. If vacancies are anticipated and supply of potential candidates is limited, consider accelerating the development of the people in Developmental and Support Level of Work who are ready two years from now so that they are ready to compete sooner if the positions become vacant, if appropriate given their qualifications and willingness. Begin a blended recruitment from within Government and externally to find qualified candidates. Talent Management Plan 19 November 2007

Management level of work HR Community Talent Management Summary The management group consists of 33 positions in roles such as: HR manager, senior consultant, compensation consultant and managers of OHS, HRD and LR. Participation in the management group was 55%, equal to the overall participation rate of 55%. Although this group has more advancement ready participants (27%) than average among participants, the number of participants ready to advance is still low and there is little short or long-term movement expected among participants. It was also noted that most roles were considered critical. This may be interpreted to mean that the manager level of work will be relatively stable with little movement out of the level for next few years. However, there are a large number of HR Consultants ready over the next two years to move into Manager roles. The stability of out movement may create a block in in movement. Retirement eligibility and intention to retire of HR Managers is low. Developmental needs for the Management level of work include the change leadership and relationship building competencies, various skills, management experience, government knowledge and external certification. Critical positions HR Manager (9 positions) OHS Manager (2 positions) Sr. OHS Consultant currently vacant Labour Relations Manager (2 positions) Compensation Consultants (5 positions) Snapshot of HR Manager Position People ready to advance to HR Manager position Now* 2 years 7 HR Manager Position People ready to advance to HR Director positions Now 3 2 years 1 Participation Rate=55% * in addition, there is one person ready within the year to advance Talent Management Plan 20 November 2007

Not all movement into and out of the Management Level of Work is represented here. Additional Information about the HR Manager Position Although this position is critical, there doesn t appear to be a critical need for backfill potential in the HR Manager role in the near future. The anticipated vacancy in the position within the near future is about three vacancies and there are people ready to compete now and seven people ready to compete two years from now. Overall, demand and supply are about equal for this position. At this time, it is important for people aspiring to HR Manager positions to implement their development plans (and for their Managers to provide support and coaching) so they are competition ready when a position becomes vacant. Recommendations for HR Manager Position Now Participate in SMT meetings to build knowledge and expertise in government and management issues. Provide training and development opportunities, experiences and activities to develop Relationship Building, Impact and Influence, Self-Confidence, Change Leadership competencies. Formalize the use of Acting Positions. Create additional positions in high need areas such as compensation and labour relations. This has been done at the PSC, Staff Relations group. Later Provide opportunities for partnerships and/or exchanges, within and outside of the HR Community, to gain management experience. Create additional positions in high need areas, such as compensation, labour relations, and succession management, to provide opportunities to build knowledge of other function areas of HR. Provide Manager Development Program. Talent Management Plan 21 November 2007

OHS Manager / Sr. Consultant position Summary There are two Manager positions and one Sr. Consultant position in the HR Community and there are two potential candidates ready to compete for these positions if the positions become vacant over the next two years. There is no retirement data available for these positions. There appears to be a critical need for backfill potential in the OHS Manager and Sr. Consultant positions in the near future. Recommendations for OHS Manager Position Implement the development plans for the individuals who are ready now to ensure they are competition ready when a position becomes vacant. Accelerate development of OHS Consultant(s) ready in within the next two years so he/she is ready to compete sooner. Develop an attraction and retention strategy for OHS professionals to increase backfill potential and bench strength. Labour Relations Manager position Summary There is no anticipated movement out of the Labour Relations Manager positions in the near future and no anticipated readiness to advance into the positions during the next two years. Recommendations for the Labour Relations Manager positions Create additional positions in Labour Relations to provide experience for people who are interested, willing and/or able to move into Labour Relations. Consider employee trade with another level of government to provide HR Community people with experience to increase skills, knowledge and expertise. This may also be an option to fill a vacant position until an internal candidate becomes ready to compete. Use internal secondments to develop talent. Provide development experiences (job shadowing, mentoring, secondments, work projects, etc) for people who are interested in building the skill and knowledge in Labour Relations. Develop an attraction and retention strategy for LR professionals to increase backfill potential and bench strength. Talent Management Plan 22 November 2007

Compensation Consultant positions Summary Compensation is a critical functional area and the Compensation Consultant (CC) positions have been identified as critical positions. The talent review process provided a mechanism for identifying people interested in learning more about compensation and identified a small number of potential candidates interested in competing for positions two years from now. Note: At the time of writing (November 2007), two vacant CC positions were filled from outside the HR Community. Recommendations Create additional positions in Compensation to allow more people to develop skills and knowledge. Consider employee trade with another level of government to provide HR Community people with experience to increase skills, knowledge and expertise. This may also be an option to fill a vacant position until an internal candidate becomes ready to compete. Use internal secondments to develop talent. Provide development experiences (job shadowing, mentoring, secondments, work projects, etc) for people who are interested in building the skill and knowledge in Compensation. Develop an attraction and retention strategy for Compensation professionals to increase backfill potential and bench strength. Talent Management Plan 23 November 2007

Leadership Level of Work HR Community Talent Management Summary The Leadership level of work includes line HR Directors (seven positions), Public Service Commission Executive Directors (two positions), Directors (four positions), and two Senior Staff Relations Consultant positions. For the purpose of this report, we re looking at the line HR Director Positions from the perspective of backfill potential within the HR Community. Critical Positions Although this position was not initially identified as critical according to the criteria used in the process (historically difficult to fill, significant impact if vacant, requiring unique skill or expertise), it was later discussed by the Executive HR Forum and agreed that because of retirement eligibility and gap (backfill potential) between manager and leadership level of work, it should be considered critical. Snapshot of the HR Director Position People ready to advance to HR Director Positions Now 2 2 years 0 HR Director Position 5 HR Directors eligible to retire before 2010 Not all movement into and out of the Leadership Level of Work is represented here. Recommendations for HR Director Position Implement the development plans for the individuals who are ready now to advance as a means to ensure they are competition ready when a position becomes vacant. Effort must be taken to focus and provide development experiences, with support from HR Directors, to make these people competition ready in the future. Consideration must also be given to retention and how long people are willing to wait before competing for a position. Develop plans to mitigate the risk of potential candidates leaving the Community and/or Government. Accelerate the development of Growth individuals (who will be ready for advancement in two or more years) as a means to increase bench strength should more positions become vacant in the near future. Develop a recruitment strategy (internal and external) to identify potential candidates. Talent Management Plan 24 November 2007

Conclusion The goal of talent management is to better understand our people in the HR Community so we can support professional and career development and align individual needs and goals with the business focus of HR. We also want to ensure that we as a Community have the agility to develop people so that we are meeting the future needs of the community and government and our clients. It is important to remember that these results reflect those who participated, and may not reflect the HR Community as a whole. This broad sweep tells us that a number of people in the HR Community are ready to advance to another position now with a much larger number of people ready to advance with some more development. As a professional group, our bench strength (back fill potential) in a few critical positions needs to be strengthened. The strategies outlined in this plan aim to strengthen our skill, expertise and knowledge as HR Professionals to ensure knowledge transfer, service continuity and leadership continuity. This Talent Management Plan is designed to bring together a number of important human resource priorities and strategies, such as performance management, leadership and management development, attraction and retention, employee learning and development and culture, all of which are supported by the HR Strategy for the HR Community. To meet our HR Community vision and organizational goals and our Corporate HR goal of a skilled, committed, accountable public service we must have the right people with the right skills in the right places at the right time. The critical next step to accomplishing this is the implementation of the Talent Management Plan for the HR Community. Individually, members of the community and their managers should work together to move forward individual career development plans. As the HR Community, we must work together to promote a talent management mindset, commit to supporting our development as a professional group, and integrate talent management into the daily fabric of doing business. Talent Management Plan 25 November 2007