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Presented by: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community Development (FMCD) Division Office of the Comptroller General.

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Presentation on theme: "Presented by: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community Development (FMCD) Division Office of the Comptroller General."— Presentation transcript:

1 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 Perspective FMI Atlantic Chapters December 2014

2 Presentation Overview What is talent management? Competencies and the HR Framework Talent management programs and resources Talent management challenges Taking charge of your career 2

3 What is Talent Management? 3 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

4 Talent Management What is your definition? What does talent management look like in your organization? What challenges does your organization face in this area? 4

5 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 5

6 6 Competency Profiles LEADING EVOLVE (Train, develop, staff) MONITORING RESULTS CONTROLLING ORGANIZING Evaluate (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

7 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 7

8 8 Behavioral competenciesFunctional 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

9 9 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: oThe list includes key behaviours for each competency; it is not exhaustive. The list has to be manageable and accessible; oEach indicator is measurable and uses action verbs; and oThe vocabulary must be relevant to users but also be in plain language.

10 10 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 PerformerFar Exceeds Expectations Successful Performer

11 11 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

12 Programs and Resources 12

13 13 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 aspect OCG 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. Graduation FORD 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 Programs FORD Program (Entry Level)

14 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 14

15 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 15

16 16

17 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 17

18 18 FI to CFO Career Path

19 19 FI to CFO Career Path (cont.)

20 20 FI to CFO Career Path (cont.)

21 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) 21

22 Talent Management Challenges Identifying the financial management population Timeliness of information Selecting training suppliers Mid-career development Supporting employee learning 22

23 What Can You Do? Taking Charge of Your Career 23

24 24 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

25 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

26 Learning Pyramid 26

27 Finding opportunities Volunteer your time, network and learn new skills: FMI Committees Universities Non-profit organizations Boards of directors 27

28 28 Other Resources Financial Management Institute of Canada (FMI) (www.fmi.ca)www.fmi.ca CICA (www.cica.ca)www.cica.ca CPA (www.cpacanada.ca)www.cpacanada.ca CMA (www.cma-canada.org)www.cma-canada.org CGA (www.cga-canada.org)www.cga-canada.org communityhttp://www.gcpedia.gc.ca/wiki/Financial_management_ community (internal to government)

29 29 Contact us: Sylvie Séguin, CPA, CGA Acting Director Financial Management Community Development Julie Tremblay, CPA, CA Special Advisor – Learning and Development


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