Executive Talent Management
Executive talent management is designed to support the mobility, ongoing development and retention of executives while also supporting current and future departmental business goals.
Talent management helps build sustained excellence in public service leadership by optimizing the individual contributions of every executive, and is anchored through ongoing dialogue, honest feedback, career support, and individually tailored development.
How Talent Management Information is Used
Information gathered through Talent Management Questionnaires (TMQ) within the Executive Talent Management System (ETMS) serves multiple purposes.
With the aggregate information, the Human Resources Services Branch (HRSB) can perform demographic analyses, and identify gaps, future needs and areas of focus for executive recruitment and development within the Department. TMQ data is also shared with the Office of the Chief Human Resources Officer (OCHRO) which is responsible for managing executive leadership across the public service.
Employment and Social Development Canada’s (ESDC) executive talent management process also informs:
- Staffing approaches to be used to address upcoming/anticipated vacancies;
- The identification of opportunities to optimize executive contributions to the public service, while supporting career development;
- Departmental investments in executive leadership development; and
- Recommendations related to succession planning.
Talent Map Placement Definitions
| Talent Placement | Definitions |
|---|---|
| Ready for Advancement |
Executive consistently and effectively demonstrates expected behaviours related to the key leaderships competencies as well as the potential and desire for a senior role. Promotion may be the best approach to maximize this executive’s contribution to the organization and/or public service. |
| Ready for Lateral Movement |
Executive demonstrates the expected behaviours related to the key leadership competencies and has maximized his / her professional development in current position. Lateral opportunities would allow the executive to gain future breadth of experience, enhance skills, satisfy current aspirations and maintain engagement. |
| Well-Placed in Role |
Executive demonstrates the expected behaviours related to the key leadership competencies and contributes to the success of the organization and / or public service. Current position continues to offer sufficient challenge to enable growth. |
| Develop in Role |
Current position offers sufficient challenge and opportunity for the executive to develop the key leadership competencies and demonstrate his / her strengths and potential. |
| Move to More Suitable Role |
Current position is not a good fit for the executive’s skills, competencies, abilities or interests. Another position may provide the opportunity for the executive to demonstrate his / her strengths and potential. |
| Transition to Retirement |
Executive has communicated his / her intention to retire. A managerial, advisory or coaching role may be the best approach to maximize knowledge transfer and this executive’s contribution to the organization and / or public service. |
| No Placement |
Should be used only in exceptional circumstances when the executive cannot reasonably be placed in any other category. |