ec’s leadership development framework proposed 2012-13 implementation plan presentation to emc...

EC’s Leadership Development Framework Proposed 2012-13 Implementation Plan

Presentation to EMC

Lynette Cox & Coleen VolkSeptember 19, 2012

Overview

• Goal

• Drivers & Influences

• Framework

• Objectives

• Results of Leadership Needs Analysis

• Proposed Deliverables for 2012-2013

• Next Steps

• Annex A – Leadership Learning Passport Prototype

• Annex B – Details of Course Offerings

• Annex C - Working Group Members

Goal

Environment Canada

A World Class Regulator - with world class leaders

We will support this journey by:

• Building leadership capacity and fostering leadership

excellence at all levels to prepare our workforce for the future,

in line with Public Service Renewal objectives; and

• Providing a clear and structured, yet flexible approach to

leadership development at EC.

Drivers & Influences

• Phasing out of central initiatives (CAP, MTP, AEXDP)

• Limited resources (time and $) requires creativity and innovation in how we approach learning

• 2011 Public Service Employee Survey results indicate that career development is an area for improvement

• Inconsistent leadership development initiatives between Branches at EC

• Demographics indicate that approximately 14% of EC employees (EXs, EX minus 1s and minus 2s) are eligible for retirement within the next 2 years; therefore need to position employees to take on leadership roles to assist the department in achieving its goals.

Highlights of EMC-Approved Leadership Development Framework

GOAL: Build leadership capacity and foster leadership excellence at all levels in order to position EC in achieving its current and future business needs

(implementation plan focuses on first two columns)

Getting Ready for Leadership Leadership Development for Middle and Senior Managers

Leadership Development for Executives

Description This self-directed approach consists of providing standardized tools and guidelines to help interested managers and employees at all levels assess, develop and improve leadership competencies as part of the employee annual performance evaluation process.

DescriptionGroup training/learning open to all middle/senior managers. The learning curriculum will focus on the 4 Key Leadership Competencies with specific activities to be determined by way of annual needs analysis conducted through EC’s Manager’s Network, EMC, Talent Management and Employee Performance Management exercises.

DescriptionLeadership development at all EX levels is a combination of mandatory training and tailored activities that stem from regular Talent and Performance management discussions between EXs and their managers.

Core Components• Standardized self assessment tools• Compendium of leadership learning options• Membership in EC’s Managers’ Network• Participation in appropriate learning events, mentoring/ coaching, armchair discussions, etc)

Core Components• Learning linked to the four leadership competencies.• On the job assignment opportunities to meet identified leadership competencies gaps.

Core Components• TBS mandatory EX training• EC’s Business Development Program(Ivey)• Sustainability course• Tailored activities• Targeted developmental assignments in key positions• Leadership development courses

Process• Open to all employees in the department.• Onus in on employees to self assess and plan learning events with support from their Managers.

Process•Steering Committee to approve annual offerings based on a needs assessment• No formal selection process for participation, depends on individual learning needs and Managers’ approval.

Process• Executives have regular performance and talent management discussions with their Managers. Individual, tailored “Talent Management Plans” are established, outlining appropriate activities.

Cost• Nil

Cost• Central fund of $120,000• Cost recovery model for no shows

Cost• Central fund of $120,000

Implementation Objectives• Invest in our future leaders for a high performance and adaptable Public Service

• Build a leadership development curriculum that is

– Flexible

▪ Modular approach allows for selection of learning options that applies to the individual

– Accessible

▪ Centralized fund will enable employees in all Branches to participate

– Evergreen

▪ Leadership Learning Needs Analysis to be conducted on a yearly basis to help us prioritize

what learning opportunities to make available to managers and employees across the

country.

– Linked to performance management processes

▪ Leadership learning will be available to all interested employees

– Strategically aligned to corporate needs while respecting Branch-specific needs

▪ Branch initiatives to continue and shared with other Branches, where appropriate

Leadership Learning Needs Analysis“Preparing for the Future”

• Sources of information on EC leadership learning needs included:

– 2011 PSES EC Results▪ Leadership Development

and Engagement▪ Workforce: Career

Development and Management

▪ Workplace: Conflict Management

– Managers’ Network Survey – May 2012

– MSC Leadership Survey – January 2012

– Working Group consultations

• Learning needs identified for 2012-2013:

– People Management– Engagement– Strategic Planning & Analysis– Leading Transitions / Change

Management

• Learning needs are in line with identified skills and competencies for Public Service Renewal

2012-2013 Deliverables

Self-Assessment Tool

EC Leadership Passport

Learning Opportunities

Getting Ready for Leadership: Self-Assessment Tool

• Questionnaire Based on Key Leadership Competencies

– Aimed at encouraging self-assessment and self-awareness

• Compendium of learning options

– Answers to questions and compendium of learning options to be used

▪ to guide career management conversation and

▪ to develop or update learning plans

• Available to all employees now

• A 360 component is to be incorporated this Winter

EC Leadership Passport

• Documented Roadmap to leadership by each employee

• Based on Key Leadership Competencies

– A means to track learning related to leadership

– Incorporates learning that occurs beyond the classroom

– Space for reflection

• Built to guide and facilitate individual career management

• Linked to learning plan

• See prototype attached and at Annex A

• Launch Winter 2013

• Based on priority learning needs• Targeted for EX Minus 1, 2 & 3• Delivered in both official languages• Increased accessibility to regions

Proposed Offerings for Fall/Winter 2012/13:

• People Management Curriculum • Transition to Management• Engagement• Providing feedback

• 5 Dysfunctions of a Team Modules • How to Transform Conflicts in the Workplace and Come out a Winner

(EC Office of Conflict Management)• Tools for Engagement Workshop (facilitation skills)• Leading Strategically (Canada School of Public Service - CSPS) – regional group sessions• Introduction to Risk Management (CSPS) – Online self-learning!• Leadership Exchange– delivered regionally Details are at Annex B

Learning Opportunities for Middle and Senior Managers

• Leverage what already exists • Make use of existing technologies• Foster partnerships & collaboration• Online calendar and registration

Free!

Next Steps

• EMC Approval

• Communications strategy for roll out– Presentation to management tables across

country– Messages to Leadership Council – Information sessions for managers/employees

(through Managers’ Network)– Use of existing suite of internal communication

tools (News@EC...)– Share with unions– Leadership Exchange in NCR to kick start

• Promote and deliver learning opportunities • Develop and pilot improved self-

assessment tool

• Develop and pilot passport prototype • Conduct learning needs analysis for 2013-2014

• September 2012

• Late September to October

• October 2012

• January 2013

• January 2013

• March 2013

Annex AEC Leadership Learning Passport – Prototype

Annex AEC Leadership Learning Passport – Prototype(French version only)

Annex B 2012-13 Calendar of Offerings

October 2012

•People Management Workshop – NCR (pilot)

•Leadership Exchange – NCR

•Personal Engagement Series Starts (English – virtual)

•Risk Management (on-line)

•Tools for Engagement Workshop (region tbd)

November

•People Management Workshops – PYR & NCR

•Personal Engagement Series Continues

•Leading Strategically – QC

•Overcoming Five Dysfunctions of a Team Series Starts (virtual)


•Leadership Exchange (PYR)

December

•People Management Workshops – ATL

•Personal Engagement Series Ends

•Overcoming Five Dysfunctions of a Team Continues


•Leadership Exchange (ATL)

•How to Transform Conflicts in the Workplace and Come out a Winner (region tbd)

January 2013

•Leading Strategically – ON



•Leadership Exchange (ON)


•New Personal Engagement Series (French – virtual)

February


•Yearly learning needs survey/analysis


•How to Transform Conflicts in the Workplace and Come out a Winner (region tbd)

•Personal Engagement Series continues

•People Management Workshop (QC)

•Leadership Exchange (QC)

March



•Personal Engagement Series continues


•People Management Workshop (PNR)

•Leadership Exchange (PNR)

Black: already in the calendarRed: details to finalize

Annex B 2012-13 Calendar of Offerings

• People Management Curriculum: This 2-day workshop will look at an overview of the key intrinsic drivers of human engagement and then delves deeper into the specifics of people management, including: personal engagement; team engagement; feedback; and support networks. New managers will also benefit from a session on “transition to management.” Real-life cases and scenarios will make the training relevant. Developed and delivered for and by EC managers.

• ‘5 Dysfunctions of a Team’ Modules: Based on Patrick Lencioni’s, “The FIVE Dysfunctions of a Team: A Leadership Fable”. These modules will be offered through five monthly (1.5hrs) facilitated discussions on how to improve team engagement. Lencioni’s model helps team leaders overcome: an absence of trust; a fear of conflict; a lack of commitment; avoidance of accountability; and inattention to results.

• How to Transform Conflict in the Workplace and Come out a Winner: This 1-day workshop on communication and conflict management skills addresses: impact of communication, how to ensure your message gets across, and being pro-active when faced with a difficult situation. The workshop design is interactive, allowing for questions and dialogue among the participants. Exercises and practice are also included to integrate the learning.

• Tools for Engagement: Mobilizing employees and/or diverse stakeholders towards a common goal requires effective and efficient tools. Through experiential learning, participants will gain an understanding of practical “tools” that can increase engagement scores, and/or boost productivity and innovation. In the 1-day Tools for Engagement workshop with an engagement practitioner, participants will be introduced to 13 practical tools that can be used in their office the following day.

Annex B2012-13 Calendar of Offerings (cont’d)

• Leadership Exchange: 90-minute interactive leadership conversations with senior management. An opportunity to share career-related experiences, ask questions and absorb leadership wisdom from a group of executives whom participants may not otherwise have access to.

• Leading Strategically: Leading strategic change within the public service demands an understanding of the complexities and challenges involved in renewal, reform and culture change. This 3-day course offered by the CSPS in collaboration with EC in the regions encourages the reflection and discussion needed to enhance the role of managers in helping to shape a renewed work environment.

• Introduction to Risk Management: This free online (self-paced) course explores the fundamental concepts, terminology and processes of risk management and integrated risk management within the context of the federal public service. Participants will gain valuable knowledge and best practices to help them apply the principles of risk management and integrated risk management in their organization.

Annex CWorking Group Membership

Client Representatives:• Melanie Corkum, Atlantic Region SI• Souad El Ouakfaoui, S&T• Diane Johnston, MSC • Marie Schingh, MSC• Michelle Sanders, ESB

HRB Project Team:• Virginie Mongeon, Director, Learning Programs & Recognition • Isabelle Bureau, Senior HR Advisor• Richard Chénier, HR Advisor

• Iannick Lamirande, ESB• Robert Sergent,

Managers’ Network, HRB• Jennifer Vincent, SPB• Luc Hamilton, CSB

ec’s leadership development framework proposed 2012-13 implementation plan presentation to emc...

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