Presented by: Sylvie Séguin, CPA, CGA

Acting Senior Director Financial Management Community

Development (FMCD) Division Office of the Comptroller General

Talent Management for the Financial Management Community: A Federal

Public Service PerspectiveFMI Atlantic Chapters

December 2014

Presentation Overview

• What is talent management?

• Competencies and the HR Framework

• Talent management programs and resources

• Talent management challenges

• Taking charge of your career

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What is Talent Management?

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

• Through dialogue, feedback, career support and individually tailored learning, the potential of employees can be fully realized, organizational priorities can be met, and public service excellence can be achieved.

Office of the Chief Human Resources Officer

Talent Management

• What is your definition?

• What does talent management look like in your organization?

• What challenges does your organization face in this area?

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Financial Management (FM) Human Resource Framework

• All our talent management revolves around the framework

• The framework was developed by the Office of the Comptroller General (OCG) in consultation with the FM community.

• It is a competency-based management system that address all the human resources activities

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Competency ProfilesCompetency Profiles

LEADINGEVOLVE (Train, develop, staff)

MONITORING RESULTSCONTROLLING

ORGANIZINGEvaluate (Gap analysis)

COMMUNICATION (Change management)

PLANNING

Outreach and Communication

Business and HR Planning

(Business drivers and demographics)

Org. Design and Generic Work

Descriptions

Performance Management

Learning, and Professional and

Management Development

Resourcing (Staffing and Recruitment)

Financial Management Human Resource Framework

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How We Define Competencies

Defined as…the characteristics of an individual

which underlie performance or behaviour at work *

They are:Measurable Observable

“can do” + “will do” = competencies(skills, knowledge) (behaviour)

* Source: Public Service Commission

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Behavioral competencies Functional Competencies

• Oral & Written

Communications

• Risk Management

• Negotiation/Persuading

• Values & Ethics

• Strategic Thinking:

- Analysis

- Ideas

• Engagement

• Management Excellence:

- Action

- People

– Finance

•Financial Accounting and

Reporting

•Financial Planning and

Resource Management

•Financial Policies

•Financial Systems

FI Competency Profile

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Competencies – Key Facts

• Include only the key competencies (behavioural and technical) to successfully fulfill requirements of a job/profession

• There is a progression in proficiency (logical and cumulative)

• Indicators describe behaviours that an employee demonstrates at that proficiency level:o The list includes key behaviours for each competency; it is not

exhaustive. The list has to be manageable and accessible;o Each indicator is measurable and uses action verbs; ando The vocabulary must be relevant to users but also be in plain

language.

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Competencies What Does Success Look Like?

Successful performers:– Display professional behavior in a consistent

manner;– Fulfill job requirements by being productive and

effective at their work level;– Perform at or above the job level (quality,

timeliness and responsiveness) as a matter of course; and

– Use particular approaches and demonstrate specific behaviours that facilitate the meeting of objectives.

Poor Performer Far Exceeds Expectations

Successful Performer

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How We Use Competencies in the FM Community

• Benchmarking (Job Competency Profile): Describes the required proficiency level for each competency for a specific role or position within an organization

• Hiring the right people: Use competency based tools to get the right fit between job requirements and candidate competencies

• Learning and Development: Competencies are the basis for employee learning plans, and can help managers focus resources on the learning activities that best correspond to the development needs of their employees

• Performance Management: Use of competencies in the performance management cycle ensures that individuals are evaluated on criteria that are relevant to the job and they are aware of these criteria

Programs and Resources

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FORD Program (Fall 2014 Campaign)

Eligibility• Recent bachelor’s degree and specific course coverage which meets the entrance requirements for

the Chartered Professional Accountant (CPA) Professional Education Program (PEP)

Length of program• Minimum of 30 months of practical experience, as required by the CPA Certification Program

(Experience verification model)

Program completion criteria • Minimum of 2 rotations during 30 months• Completion of F111, F112, F113• Successful completion of the CPA Certification Program (includes the CPA PEP and the practical

experience requirements)

Promotional aspectOCG to create an FI-02 pre-qualified pool of FORD candidates who must have:• Completed 24 months of on-the-job work experience;• At a minimum, enrolled in the first Capstone module of the CPA PEP program;• Demonstrated, using the assessment form, that they meet the FI-2 proficiency level of the FI

behavioral competencies as assessed by their supervisors ; and• Received a recommendation for promotion.

GraduationFORD Trainees will be considered to have graduated from the program when they have:• Completed the academic portion of the program within the required timelines (i.e. CPA PEP

program); and• Completed the practical work experience as required by CPA Canada.

Development ProgramsFORD Program (Entry Level)

Development Initiatives (Feeder Groups)

• OCG has partnered with the public and private sectors and academia to develop/pilot training products specifically targeted to our CFO feeder groups:

– On-line Public Sector Financial Management

Leadership Development Program (FI-03, FI-04 & EX-01)

– Comptrollership Leadership Bootcamp – Director (EX-01) level

– Next Gen CFO Course – aimed at future ADM level CFOs - EX-03 level participants

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Financial Management Core Curriculum

Developed by the OCG in collaboration with the Canada School of Public Service. The curriculum has four streams:

• Basic stream: foundational level courses• Functional stream: core knowledge at the

operational and analytical level – the “how to” of the curriculum

• Strategic stream: designed to develop participants’ critical thinking skills, includes strategic series

• Development stream: complementary training recommended for all FIs

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FI to CFO Career Path

• Helps financial management professionals map out their career objectives and goals against predetermined criteria

• A tool to help financial officers and finance executives determine whether they meet the requirements for progression to the next level

• Works on two dimensions: number of levels before obtaining a CFO position and specific requirements of each of these levels

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FI to CFO Career Path

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FI to CFO Career Path (cont.)

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FI to CFO Career Path (cont.)

Succession Planning

• Ensure an adequate future supply of qualified individuals in the community who can fulfill the requirements of the CFO position

• Identify competency gaps within the CFO community and its feeder groups

• Develop a robust system of succession planning for critical positions within the community (Cluster Review Groups)

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Talent Management Challenges

• Identifying the financial management population

• Timeliness of information

• Selecting training suppliers

• Mid-career development

• Supporting employee learning

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What Can You Do?Taking Charge of Your

Career

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What You Can Do to Prepare

• Assess your skills and experience

• Determine where you want to go

• Do you have any competency gaps? If so, how will you develop these competencies?

• Develop your action plan

Career Planning – Useful Questions

Questions that can help you chart the right course:

• Who are you?• What are you looking for in an

organization?• What is important to you?• What are you looking for in a job?• How do you learn best?• What tools do you have at your disposal?

(competency profiles, manager/peer feedback, evaluations, self-assessments, learning curriculum, career path, personal learning plan) 25

Learning Pyramid

10% Formal Training

20% Feedback and Coaching

70% Experience(stretch assignments, shadowing,

etc.)26

Finding opportunities

Volunteer your time, network and learn new skills:

• FMI• Committees• Universities• Non-profit organizations• Boards of directors

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Other Resources

• Financial Management Institute of Canada (FMI) (www.fmi.ca)

• CICA (www.cica.ca) • CPA (www.cpacanada.ca)• CMA (www.cma-canada.org)• CGA (www.cga-canada.org)

http://www.gcpedia.gc.ca/wiki/Financial_management_community

(internal to government)

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Contact us:

Sylvie Séguin, CPA, CGAActing DirectorFinancial Management Community Developmentsylvie.seguin@tbs-sct.gc.ca613-946-6242

Julie Tremblay, CPA, CASpecial Advisor – Learning and Developmentjulie.tremblay@tbs-sct.gc.ca613-952-3350