city of mississauga talent management strategy of mississauga talent management strategy ... linking...
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City of Mississauga Talent Management StrategyChanging our organization to meet today’s workplace challenges
OMAA Spring WorkshopMay 11, 2017
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Why should we care about a Talent Management Strategy?
• 17% lower overall voluntary turnover• 40% lower turnover among high performers• 71% higher scores on employee engagement• 87% higher ability to “hire the best people”• 156% greater ability to “develop great leaders”
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Strategic Priority “Focus on Leadership”
Leadership Competencies introduced
City Manager’s Leadership Conference and Leadership Forums
Director Succession Program launched
Leadership Talent Risk Assessment completed
Manager Succession Program launched
Leadership Readiness Program launched
People Strategy approved
Talent Management Strategy approved
2004
2015
Our Talent Management Journey
2007
2008
2009
2010
2012
2005
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People Strategy
4
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What did we identify as our talent challenges?
1. Linking talent to achieving business priorities 2. Sharing our value proposition as an employer3. Developing leader capability at all levels4. Retirement eligibility of our leaders5. Measuring our progress
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Our Numbers
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Building the Talent Management Strategy
ACQ
UIR
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DEVE
LOP
LEAD
RECO
GNIZ
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ACQ
UIR
E
DEVE
LOP
LEAD
RECO
GNIZ
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Measurement
Tools and Technology
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ACQ
UIR
E
DEVE
LOP
LEAD
RECO
GNIZ
E
Measurement
Workforce Analytics and Strategic Workforce Planning
Tools and Technology
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ACQ
UIR
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DEVE
LOP
LEAD
RECO
GN
IZE
Measurement
Vision
Business Objectives
Workforce Analytics and Strategic Workforce Planning
Workforce Engagement and Performance
Organizational Effectiveness and Success
Tools and Technology
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Business Strategy
Talent Scan
Operational/ External Pressures
Critical/Functions Roles
Gap Analysis
FUTURING ELEMENTS- Status Quo- Reorganization- Process Review- Talent Acquisition- Development Program- Succession Planning
Monitor & Report
Challenge #1: Linking talent to achieving business priorities
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Challenge #2: Sharing our value proposition as an employerAt the City of Mississauga, you are part of an amazing team of talented and motivated people that work together for a single purpose – to make a positive difference in the lives of the people who live and work here. It’s work that you’ll be proud to be part of.
Here you are part of an enthusiastic and supportive team that is focused on delivering on our commitment to building a stronger and more vibrant future for Mississauga. Working at the City, you’ll have the chance to grow personally and professionally and make new connections with interesting people, each with a unique story to share.
We encourage you to be who you are and to follow your own path – to be the spark that leads to change, to be innovative, to find the best way to deliver what our community needs.
Working for the City of Mississauga means you are part of something big, something special!
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Classroom Based Learning
eLearning
Challenge #4: Developing leader capability at all levels
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Our Current Learning Model
The Learner
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Challenge #4: Retirement Eligibility of our LeadersLeadership Succession Planning Program
1. Create Pools of HiPo leaders at all levels 2. Integrate Succession Planning into the rhythm of the organization3. Use the Leader Led Talent Panel Review concept4. Prepare Individual Development Plans 5. Use customized 360° assessment with debrief support6. Conduct quarterly check-ins 7. Offer formal development opportunities8. Provide promotional transition support and mentoring
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Challenge #5: Measuring our Progress
• Talent Brand Reach • Recruitment Service Level Agreement• Learning Metrics• Leadership Succession Planning Program Metrics
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What are “next practices” in Talent Management?• Objectively measuring ethics to understand an individual’s ability to take on
higher levels of responsibility.• Separate assessments of performance at the current level of responsibility from
assessments of potential to perform at higher levels.• Practical “knowledge transfer” strategies particularly where special technical
knowledge maybe a competitive advantage.• “Social relationship transfer” strategies where experienced workers transfer the
relationships they have with people inside and outside the organization to their successors.
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Here’s What We Have Learned1. We have to care about a Talent Management Strategy2. We have to know the gaps we are trying to fill and prioritize filling the gaps3. It’s a journey to fill the gaps and we don’t “have to do it all ourselves”4. Be stubborn about your goals and flexible in your methods5. Human Resources staff have to embrace technology and measurement6. Invest in change management to support people through the change7. Strong leadership is required to maintain momentum
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We ask our selves at the end of each day:
1. Did I grow my understanding of the talent we need?2. Did I grow our sources of talent?3. Did I grow the skills of our talent?4. Did I grow our leadership capability? 5. Did I grow pride in our talent?
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