Performance and Talent Management

A Canadian Perspective

Expert Meeting26 November 2015

Objectives

• Overview of performance management in the Canadian federal government

• Executive talent management

• Challenges

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“You can’t move…Canada forward without the full engagement and cooperation of your public service.”

- Scott Brison, Treasury Board President

People management lifecycle

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Recruitment and Hiring

Workplace

Performance and Development

Compensation and Benefits

Retirement

• Effective people management is essential to the efficiency of the Public Service of Canada and the quality of services offered by the government for Canadians

• There has been significant progress in modernizing human resources management, including: pension reforms, introducing performance and talent management, modernizing pay.

There are opportunities to better recruit, retain, develop and manage the workforce. There are opportunities to better recruit, retain, develop and manage the workforce.

Performance Management

• Performance management is key to people management of the Canadian public service – Focusing on performance and

productivity of individuals, teams and organizations

• engaging in broad discussions on talent• giving ongoing performance feedback • identifying learning and development needs• ensuring better utilization of skills and

experience

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The proper implementation of performance management in the public service can help build and maintain trust between employer and employee, and create conditions to allow all employees to contribute and provide world-class service to Canadians.

Performance management is crucial in developing and maintaining a highly skilled and high performing workforce.

Workforce for the future

Talent management is central to building a workforce for today and the future. Aligning talent to business needs through:

• Strategic workforce planning

– increased agility and greater mobility– innovation and personal development

• Strong recruitment efforts

• Representative workforce and a workplace of choice

• Modern HR management tools, e.g.: improved people analytics, integration between financial and HR systems, performance management applications

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Recruitment and staffing processes need to be more nimble, focused on outcomes and people, and respond more quickly to changing priorities - focus on long-term plans that lead to success.

• Strategic & Creative Thinking: I.e. Global outlook, political savvy, innovation, business acumen, interdisciplinary capabilities.

• Leadership / Communication / Collaboration: I.e. Ability to work horizontally, collaboratively, to forge partnerships, effective stakeholder engagement & networking. Communicating complex information, knowledge generation/mobilization.

• Policy development, project management, business case development, vendor management and contract design.

• Entrepreneurial skills, commercial literacy, IT and business reengineering skills.

• Digital literacy, big data analysis, user centric focus .

SPECIALIST

GENERALIST

Skills of the Future

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Strategic workforce planning and recruitment efforts focus on the skills and competencies required for today and the future.

Performance and Talent Management

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Performance Management (cont’d)

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Performance Management Program for Executives

• The Performance Management Program for Executivesis designed to encourage excellent performance by:– setting clear objectives and evaluating the achievement of

results; – recognizing and rewarding performance; – providing a framework within which a consistent approach to

performance management can be applied.

• Executives are assessed on the level of achievement of commitments as well as on the demonstration of the Key Leadership Competencies.

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Corporate Priorities

• The government-wide corporate priorities for executives play an important role in achieving Public Service-wide results in support of the Government’s agenda and in meeting the expectations of Canadians.

• The 2015-16 corporate priorities are:

– Talent - The Public Service must recruit and develop individuals with the skills and competencies to serve Canadians effectively in the future

– Workplace Health – The Public Service must show leadership in building a healthy, respectful and supportive work environment.

• These corporate priorities are supplemented by additional departmental specific commitments.

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Performance Pay for Executives• In recognition of the specific nature and scope of their work,

executives are compensated differently than other employees. Executive pay is divided into two components: base salary and performance pay.

• Performance pay is calculated as a percentage of base salary and is a function of executive’s performance rating.

• The government reports publically on performance pay expenditures each year.

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Key Leadership Competencies• The selection, learning and development, talent and performance

management of public service executives is based on a common set of leadership competencies.

• A new leadership competency profile (2015) was adopted to respond to the challenges of a rapidly changing environment. The 2015 Key Leadership Competencies are:

– Create Vision and Strategy– Mobilize People– Uphold Integrity and Respect– Collaborate with Partners and Stakeholders – Promote Innovation and Guide Change – Achieve Results

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Executive Talent Management• Managing executive talent is a shared responsibility between

individuals, managers, and departments.

• Talent Management is about ensuring that executives are matched to the right job for their skills, competencies and career plans.

• Talent management is also about ensuring that departments can attract and retain the right people to deliver on their mandate and meet government priorities.

• OCHRO provides guidance and data to departments to facilitate talent management of executives.

– An integrated online system collects talent and performance management data for all executives in the public service.

• OCHRO also plays a key role in managing Assistant Deputy Ministers as a Public Service-wide corporate resource and identifying those who have the potential to become Deputy Ministers. 13

Challenges

• Improving the performance management process:

– Timeliness – Effectiveness – Streamlined

• Creating a clear and measurable link between employee performance and business outcomes.

• Making talent management the framework for managing people.

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Closing

“…each and every time a government employee comes to work, they do so in service to Canada, with a shared mutual goal of improving our country and the lives of all Canadians.”

- Justin Trudeau, Prime Minister of Canada

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