Effective Talent Management and Succession Planning June 2007 Kelly Kummerfield

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



• Post-secondary sector

• Potential employment opportunities

• Aboriginal people under-represented in post-secondary sector workforce


• Partnership Agreement Principles

– Fairness and equity– Consistency of approach– Mutual respect and dignity– Open communications– Mutual trust


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


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


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


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


Administrative Assistant Project

• Application and intake of Aboriginal candidates

• Interview process

• Selection of candidates

• Placement


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


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


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


Application and Selection

• Comprehensive application

• Three sponsors (work-related)

• Support by immediate Dean/Director/Manager

• Final selection by President


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


Community

The program design will be aligned with three dimensions of leadership

Self Organization Community


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.


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)


Pre-Program Oct - Dec

Months 1 – 6 Jan - June

Months 7 – 17 July - May

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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


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


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


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


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


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


Other Sectors

• Saskatchewan Immigrant Nominee Program

• Quality Workplace initiatives

• Representative workforce strategy Agreements Language in collective agreements Investment in cultural awareness

Thank you

Effective Talent Management and Succession Planning June 2007 Kelly Kummerfield

Documents

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