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

EC’s Leadership Development Framework Proposed 2012-13 Implementation Plan. Presentation to EMC Lynette Cox & Coleen Volk September 19, 2012. Overview. Goal Drivers & Influences Framework Objectives Results of Leadership Needs Analysis Proposed Deliverables for 2012-2013 Next Steps

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

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  1. EC’s Leadership Development FrameworkProposed 2012-13 Implementation Plan Presentation to EMC Lynette Cox & Coleen Volk September 19, 2012

  2. 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

  3. 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.

  4. 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.

  5. Highlights of EMC-Approved Leadership Development Framework

  6. 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

  7. 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

  8. 2012-2013 Deliverables Self-Assessment Tool EC Leadership Passport Learning Opportunities

  9. 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

  10. 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

  11. Free! Learning Opportunities for Middle and Senior Managers • Based on priority learning needs • Targeted for EX Minus 1, 2 & 3 • Delivered in both official languages • Increased accessibility to regions • Leverage what already exists • Make use of existing technologies • Foster partnerships & collaboration • Online calendar and registration • 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

  12. 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 Next Steps

  13. Annex AEC Leadership Learning Passport – Prototype

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

  15. Annex B 2012-13 Calendar of Offerings Black: already in the calendar Red: details to finalize

  16. 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.

  17. 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.

  18. 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

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