Presented by: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community...
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Transcript of Presented by: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community...
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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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 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 [email protected]
Julie Tremblay, CPA, CASpecial Advisor – Learning and [email protected]