Talent Management

… a core concept in Implementation and Delivery and Atlas107

Concept description

The Treasury Board of Canada Secretariat (reference below) states the goal of talent management as the “right people in the right place with the right skills to deliver results.”

Executive Talent Management Framework

The Treasury Board of Canada Secretariat framework for executive talent management sets out four phases:

Phase 1: Define Public Service / Organizational Needs

“This phase serves as the first step in the continuous executive talent management cycle. Deputy heads and their senior managers reflect on results achieved and lessons learned, and implement recommendations from the previous year. … Deputy heads and their senior management team must have a clear understanding of the public service and their organization’s priorities in order to assess, plan and develop the right mix of executive talent to deliver their mandate. Deputy heads will analyze public service–wide and organizational historical executive talent management data to better understand the strengths and areas for development of its executives.”

Phase 2: Know the Community

“This phase serves to identify how executive talent can help support and further enhance organizational business needs. In order to do this, the Executive Talent Management System must be updated annually.”

Phase 3: Assess the Community

“This phase serves to provide deputy heads with executive talent management data from ETMS on the executive cadre. Executive talent management data is a fundamental source of information that is required when developing strategies to address public service needs.  …”

“Senior management will then engage in a comprehensive review of existing and new information about their executive talent. The conversations will vary according to each organization, but all should include the following:

• Discussion on their executive talent and the proposed recommendations for each within the context of organizational needs;
• Identification of departmental skill shortages, gaps, and a review of critical positions, with special attention to organizations that do not have succession plans in place;
• Selection or nomination of executives for key development opportunities;
• Use of results by deputy heads and managers to identify how the executive community can help support and further enhance organizational business needs; and
• Determination of appropriate Talent Map placement for the employee.”

Phase 4: Communicate

“This phase serves to close the loop on the annual executive talent management exercise. Following senior management reviews, it is essential that executives are provided with specific feedback in order to ensure strong two-way communication and to determine the rollout of training and development activities identified in the talent management questionnaire.”

Topic, subject and Atlas course

Promoting Learning (core topic) in Implementation and Delivery and Atlas107 Implementation and Delivery

Source

Treasury Board of Canada Secretariat (2016), Executive Talent Management Framework, at https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talent-management-framework.html, accessed 19 October 2017.

Page created by: Ian Clark, last modified on 19 October 2017.

Image: Treasury Board of Canada Secretariat (2016), Executive Talent Management Framework, at https://www.canada.ca/en/treasury-board-secretariat/services/performance-talent-management/executive-talent-management-framework.html, accessed 19 October 2017.