OMHRA. City of Oshawa. HR Enabling Organizational Excellence. Municipal Case Study Succession Planning Session E April 14, 2016

Size: px

Start display at page:

Download "OMHRA. City of Oshawa. HR Enabling Organizational Excellence. Municipal Case Study Succession Planning Session E April 14, 2016"

Sharyl Jacobs
5 years ago
Views:

1 OMHRA HR Enabling Organizational Excellence City of Oshawa Municipal Case Study Succession Planning Session E April 14,

Jackie Long Executive Director, Human Resource Services City of Oshawa Population of Oshawa: 160,051 (2015) Approximately 1,250 employees 4 Union Groups (3 CUPE and 1 I.A.F.

2 Jackie Long Executive Director, Human Resource Services City of Oshawa Population of Oshawa: 160,051 (2015) Approximately 1,250 employees 4 Union Groups (3 CUPE and 1 I.A.F.F.) 14 full-time and 1 part-time H.R. employees 6 C.L.T. (Corporate Leadership Team) Members 17 Directors (branch heads) 90 Managers/Supervisors (division/section heads) 27 Facilities 2

3 Talent Management Strategy Evaluate Plan Business Strategy People Strategy Engage & Retain Acquire Strategic Results Develop *Strategy interpreted from from Queens IRC 3

4 Talent Management Overview TEAMS & FLM Toolkit Performance Management LEADS Talent Management Attraction & Retention Talent Review & Succession Planning Emerging Leaders 4

5 Leadership Competencies 5

6 Leadership Competencies Strategic Thinking Anticipate opportunities as well as emerging issues to improve business processes and results. Align efforts to reflect the broader strategic direction in order to position the corporation for innovation and success. Effective Communication Provide all necessary information in a meaningful, clear way to build a collaborative environment as well as foster and maintain high levels of participation and morale. Inspiring & Motivating Others Create an environment that promotes and supports personal and team growth as well as encourages people to reach their full potential. Extending Trust & Engaging Others Demonstrate trust in people by developing effective relationships, removing barriers to collaboration and valuing as well as recognizing people s contributions. Decisive & Accountable Seek out and use all information available to inform decisions and develop new insights to resolve problems and make organizational improvements. 6

7 Behaviour Scale 7

TEAMS The Essentials for Advancing Managerial Success Goals of TEAMS: Develop and offer a curriculum of courses each year that supports frontline supervisors and managers at all levels Provide all

8 TEAMS The Essentials for Advancing Managerial Success Goals of TEAMS: Develop and offer a curriculum of courses each year that supports frontline supervisors and managers at all levels Provide all management staff with the same training to ensure consistency across the organization Increase management flexibility and mobility Improve employee and labour relations Create a positive management culture Increase productivity of staff and strengthen employee engagement 2012 & 2013: Current Directors, Managers, HR Consultants Mandatory Courses : Current & New Directors, Managers, HR Consultants & Supervisors Mandatory Courses + FLM Toolkit : Current & New Directors, Managers, HR Consultants, Supervisors & Emerging Leaders Mandatory Courses, FLM Toolkit and Make-up courses 8

LEADS Leadership Excellence and Development School Goals of LEADS: Respond to the demographic crisis resulting in multiple leadership vacancies Invest in and develop the City s current and future

9 LEADS Leadership Excellence and Development School Goals of LEADS: Respond to the demographic crisis resulting in multiple leadership vacancies Invest in and develop the City s current and future senior leaders Provide summits that focus on increasing self-awareness and address emerging leadership-specific development needs and team-building exercises Implement a program that fosters a culture that values and encourages leadership development across the organization 2012: Current C.L.T., Branch Heads, HR Consultants Develop Leadership Competencies for assessing current leaders and identifying Emerging Leaders 2013: Current C.L.T., Branch Heads, HR Consultants Team Building & Self-Awareness 2014: Current C.L.T., Branch Heads, HR Consultants & Emerging Leaders Team Building, Self-Awareness & Change 2015: Current C.L.T., Branch Heads, HR Consultants & Emerging Leaders Team Building, Self-Awareness & Change 9

10 Succession Planning Goal of Succession Planning: Identify critical positions and develop current and identified emerging leaders to fulfill a career path that ensures continuity for those key positions in future. 2012: C.L.T. and Directors Introduced Talent Profile & Talent Inventory Identified Critical Positions 2013: Updated profiles and created profiles for new leadership Added commissioner comments and measured leadership competencies 1 st formal Talent Review with C.L.T. 2014: Created profiles and reviewed new leadership talent Reviewed current leadership talent profiles (only where changes occurred) 360 feedback program, 9-box, Readiness Grid, Development Opportunities Process delayed due to leadership vacancies 2015: Put new leadership talent and identified Emerging Leaders through 360 feedback program Updated 9-box, Readiness Grid, Development Opportunities 10

11 The Succession Planning Journey 2012 Leadership Competencies Talent Profiles & Inventory Critical Positions st Talent Review Current Leaders nd Talent Review New inclusions below current leadership Introduced Emerging Leaders Program 11

12 Succession Planning Inputs Employee Performance Personal & Professional Development Performance Management (coming soon ) Programs TEAMS FLM Toolkit LEADS Emerging Leaders Outputs Development Opportunities Inventory 9-Box Readiness Grid Emerging Leaders/Successors Talent Review Process 12

13 13

14 14

15 15

16 Development Opportunities 16

17 Emerging Leaders Goals of Emerging Leaders: Develop and prepare identified high potential employees to fill upcoming vacancies in critical and leadership positions Provide employees with leadership potential with more visibility and opportunities to interact more frequently with the current leadership team Create a culture focused on performance, growth and accountability Reduce exempt group turnover Strengthen Employee Engagement Position City to be a more attractive employer 2014: Emerging Leaders Program developed and proposal presented to council 2015: Emerging Leaders identified through Talent Review included in TEAMS and LEADS program Provided leadership assessments for newly identified Emerging Leaders Deliver Discovery Learning 360 program 17

18 Emerging Leaders Identify Develop Support Leadership Assessments Job Assignments End of Cycle Review (Talent Review) Self Awareness Assessments Training Programs Determine if continued inclusion Interviews with C.L.T. Coaching & Mentoring Adjust personal Development Plan Performance Review in current role Inclusion in TEAMS & LEADS Emerging Leaders Reflection Symposium 18

19 Lessons Learned Performance management Transparency Corporate Leadership Time to teach Time to teach some more! 19

20 Looking Back Be prepared to do the DEED Defend Educate Endure Disclose And, to hold hands 20

21 Looking Forward Build performance management into Talent Management Evolve to a more transparent Talent Management program Get into a yearly routine following the TR cycle Continue to embed Talent Management as part of the culture 21

22 Thank you! 22

Workforce Development Strategy _. Workforce Development Strategy

Workforce Development Strategy 2014-2017 1 CONTENTS Page 1. Introduction 3 2. Our challenges 4 3. Our workforce development priorities 6 4. Our approach 7 Our commitment 7 Where we are now 7 What we need