Effective Talent Managementand Succession Planning
June 2007Kelly Kummerfield CAUBO
Overview
• The Challenge
• Talent Management Strategies
- University of Regina- Other Sectors
The Challenge
• Increasing Aboriginal participation in the university sector and in Saskatchewan’s workforce
• Facing increased competition for certain jobs
• Workforce and population demographics
The Challenge
• Actively address challenges at retaining and recruiting talent in the University
• Meeting the future human resource needs requires a Human Resource strategy
• Focus on key occupations in areas where there are shortages or high turnover
• Support and enhance a quality workplace
Talent Management Strategies
University of Regina
• Representative Workforce Strategy
• Leadership Institute
• Apprentices Employment
Representative Workforce Strategy
• Government of Saskatchewan introduced Aboriginal Employment Development Program in 1995– Health sector initial focus– Post secondary sector followed– Broader public sector now embracing
• University Partnership Agreement with First Nations & Metis Relations
• Employers work collaboratively with unions and Aboriginal community to create representative workforce
• Partnership agreement commits University in principle to three key areas:– Employment
Development– Cultural Awareness– Economic Development
• The key is to ready the workplace and the community
Representative Workforce Strategy
Representative Workforce Strategy
• Post-secondary sector
• Potential employment opportunities
• Aboriginal people under-represented in post-secondary sector workforce
Representative Workforce Strategy
• Partnership Agreement Principles
– Fairness and equity– Consistency of approach– Mutual respect and dignity– Open communications– Mutual trust
Representative Workforce Strategy
Aboriginal Employment Trends in Saskatchewan
Year Labour Force AgeEmployed
1995 64,000 31.0%
2005 101,000 25.0%
2015 135,000 20.0%
2045 311,000 11.0%
Source: FSIN Report Saskatchewan and Aboriginal people in the 21st Century
Representative Workforce Strategy
Aboriginal Employment Trends in Saskatchewan
• 8 out of 10 Aboriginal people of workforce age are under- or un-employed
• Cost to the province is $1.5 billion per year of lost productivity and income maintenance
• Employment gap is widening
• Next 10 years, additional 46,000 jobs will have to be found in Saskatchewan alone
Representative Workforce Strategy
Aboriginal Awareness Training
• To ensure an open and welcoming work environment that not only benefits aboriginal employees and employees of the University but helps us better understand the needs of our aboriginal students
• Provide staff at the University with information regarding the Aboriginal community to ready the workplace
Representative Workforce Strategy
Discovering Knowledge … Sharing a Path
• Dispel myths and misconceptions
• Create awareness of the historical factors that places Aboriginal people in the current situation
• Improve race relations and understanding of differing cultures
• Create knowledge of the current agreements and initiatives
Representative Workforce Strategy
Administrative Assistant Project
• Application and intake of Aboriginal candidates
• Interview process
• Selection of candidates
• Placement
Representative Workforce Strategy
Strategies
Diversity Consultant
Networks with Aboriginal Agencies
Event participation
Provincial and National distribution of Career Opportunities
Self Declaration process
Diversity Committee
Respectful Work and Learning Environment Policy and Procedures
Resume Collection and Referral
Representative Workforce Strategy
Strategies
Integration with Student Affairs Aboriginal Student Centre
Student Mentorship program connects elementary and high school Aboriginal students with University mentors
Aboriginal Career Centre 12% of University of Regina students are Aboriginal Students potential future employees
Leadership Institute
Objectives
• Bring together potential academic and administrative leaders from all levels within the University candidates
• Foster leadership potential, skills and creation of a leadership community
• Prepares employees for future lateral or upward opportunities
Leadership Institute
Objectives
• Ability to grow capabilities through an integrated succession management and leadership development system
• Add to the pool of current and emerging leaders at the University of Regina
• Develop a potential leaders mental and emotional strengths through self assessment, personalized development plans, interactions with Senior Executive and action learning
Leadership Institute
Application and Selection
• Comprehensive application
• Three sponsors (work-related)
• Support by immediate Dean/Director/Manager
• Final selection by President
Leadership Institute
Program Design
• Program will be limited to sixteen (16) candidates for an eighteen (18) month period.
• Concept to allow participants to receive a graduate level course in University leadership that can be taken for credit towards some graduate degree at the University of Regina
Leadership Institute
Community
The program design will be aligned with three dimensions of leadership
Self Organization Community
Leadership Institute
Components
• Orientation (overview, mentorship preparation and contextual learning)
• Mentorship/Coaching (collaboration with assigned mentor)
• Self Assessment (360 Leadership Effectiveness Analysis pre-program and at the end of the program) and Self-Awareness Tools
• Personal Leadership Plans
• Core Content (4 core content sessions each session 3 days in length). The core content sessions will cover topics that fit within the three dimensions of leadership.
Leadership Institute
Components
• Electives (opportunity to pursue specific and focused learning linked to individual learning needs; could include reading; project; classroom based)
• Projects (Vice-Presidents sponsor the projects; projects will have significant impact and priority for the University)
• Reflective Leadership Journal (prepare a journal throughout the program)
• Quarterly meetings (participants report back on progress of projects; opportunity to network with Senior Executive; guest speakers)
Leadership Institute
Pre-Program Oct - Dec
Months 1 – 6 Jan - June
Months 7 – 17 July - May
Str
ate
gic
Dir
ect
ion
s
Pro
gra
m D
esi
gn
Ap
plic
atio
ns
& S
ele
ctio
n
Pre
36
0 A
sse
ssm
ent
Electives
Journals
Personal Learning Plans
Mentor/Coach
Projects
Q Meetings
Co
re C
on
ten
t 1
Co
re C
on
ten
t 2
Co
re C
on
ten
t 3
Legacy
Co
re C
on
ten
t 4
Po
st 3
60
Ass
ess
me
nt
Gra
du
atio
n
Month 18 June
Ori
en
tatio
n
Apprentice Employment
Compelling Reasons
• Apprentice employment and training a scarce human resource practice
• Potential for apprentice employment growth in Saskatchewan
• Competition is increasing both within Saskatchewan and from outside the province for skilled tradespersons
• University has range of positions requiring journeyperson certification and significant opportunity for development of apprentices
Apprentice Employment
Age and equity group composition of journeypersons and apprentices merits employing more apprentices
Two-thirds of University’s journeypersons older than 45 years
Need to replace one-third of University’s journeypersons in the next five years
Apprentice Employment
University Plan
Design Apprentice employment and training program with a focus to promote Aboriginal people in the trades
Program will have two streams of entry Internal candidates External Aboriginal candidates
Assessment and evaluation of external and internal applicants Consideration of pre-employment program or first year
apprenticeship equivalent Core competencies developed for the apprentice position
Apprentice Employment
University Plan
Internal development program Working with an assigned coach (mentorship preparation) Coach receives training
Partner with Aboriginal organizations as part of Representative Workforce Strategy
Partner with other employers to offer apprentice employment opportunities
Apprentice Employment
University Plan
Number of apprentice positions based on annual approved budget
Opportunity to partner with union to promote apprentice employment
Collective agreement amended for more flexibility in hiring
Talent Management Strategies
Other Sectors
• Expand professional and technical programs at post-secondary institutions
• Target bursaries to fill vacancies with return in service commitment
• Provide development opportunities
• Leadership development
Talent Management Strategies
Other Sectors
• Saskatchewan Immigrant Nominee Program
• Quality Workplace initiatives
• Representative workforce strategy Agreements Language in collective agreements Investment in cultural awareness
Thank you
Recommended