City of Mississauga Talent Management StrategyChanging our organization to meet today’s workplace challenges

OMAA Spring WorkshopMay 11, 2017

Why should we care about a Talent Management Strategy?

• 17% lower overall voluntary turnover• 40% lower turnover among high performers• 71% higher scores on employee engagement• 87% higher ability to “hire the best people”• 156% greater ability to “develop great leaders”

Strategic Priority “Focus on Leadership”

Leadership Competencies introduced

City Manager’s Leadership Conference and Leadership Forums

Director Succession Program launched

Leadership Talent Risk Assessment completed

Manager Succession Program launched

Leadership Readiness Program launched

People Strategy approved

Talent Management Strategy approved

2004

2015

Our Talent Management Journey

2007

2008

2009

2010

2012

2005

People Strategy

4

What did we identify as our talent challenges?

1. Linking talent to achieving business priorities 2. Sharing our value proposition as an employer3. Developing leader capability at all levels4. Retirement eligibility of our leaders5. Measuring our progress

Our Numbers

Building the Talent Management Strategy

ACQ

UIR

E

DEVE

LOP

LEAD

RECO

GNIZ

E

ACQ

UIR

E

DEVE

LOP

LEAD

RECO

GNIZ

E

Measurement

Tools and Technology

ACQ

UIR

E

DEVE

LOP

LEAD

RECO

GNIZ

E

Measurement

Workforce Analytics and Strategic Workforce Planning

Tools and Technology

ACQ

UIR

E

DEVE

LOP

LEAD

RECO

GN

IZE

Measurement

Vision

Business Objectives

Workforce Analytics and Strategic Workforce Planning

Workforce Engagement and Performance

Organizational Effectiveness and Success

Tools and Technology

Business Strategy

Talent Scan

Operational/ External Pressures

Critical/Functions Roles

Gap Analysis

FUTURING ELEMENTS- Status Quo- Reorganization- Process Review- Talent Acquisition- Development Program- Succession Planning

Monitor & Report

Challenge #1: Linking talent to achieving business priorities

Challenge #2: Sharing our value proposition as an employerAt the City of Mississauga, you are part of an amazing team of talented and motivated people that work together for a single purpose – to make a positive difference in the lives of the people who live and work here. It’s work that you’ll be proud to be part of.

Here you are part of an enthusiastic and supportive team that is focused on delivering on our commitment to building a stronger and more vibrant future for Mississauga. Working at the City, you’ll have the chance to grow personally and professionally and make new connections with interesting people, each with a unique story to share.

We encourage you to be who you are and to follow your own path – to be the spark that leads to change, to be innovative, to find the best way to deliver what our community needs.

Working for the City of Mississauga means you are part of something big, something special!

Be Part of Something Big!

Classroom Based Learning

eLearning

Challenge #4: Developing leader capability at all levels

Our Current Learning Model

The Learner

Challenge #4: Retirement Eligibility of our LeadersLeadership Succession Planning Program

1. Create Pools of HiPo leaders at all levels 2. Integrate Succession Planning into the rhythm of the organization3. Use the Leader Led Talent Panel Review concept4. Prepare Individual Development Plans 5. Use customized 360° assessment with debrief support6. Conduct quarterly check-ins 7. Offer formal development opportunities8. Provide promotional transition support and mentoring

Challenge #5: Measuring our Progress

• Talent Brand Reach • Recruitment Service Level Agreement• Learning Metrics• Leadership Succession Planning Program Metrics

What are “next practices” in Talent Management?• Objectively measuring ethics to understand an individual’s ability to take on

higher levels of responsibility.• Separate assessments of performance at the current level of responsibility from

assessments of potential to perform at higher levels.• Practical “knowledge transfer” strategies particularly where special technical

knowledge maybe a competitive advantage.• “Social relationship transfer” strategies where experienced workers transfer the

relationships they have with people inside and outside the organization to their successors.

Here’s What We Have Learned1. We have to care about a Talent Management Strategy2. We have to know the gaps we are trying to fill and prioritize filling the gaps3. It’s a journey to fill the gaps and we don’t “have to do it all ourselves”4. Be stubborn about your goals and flexible in your methods5. Human Resources staff have to embrace technology and measurement6. Invest in change management to support people through the change7. Strong leadership is required to maintain momentum

We ask our selves at the end of each day:

1. Did I grow my understanding of the talent we need?2. Did I grow our sources of talent?3. Did I grow the skills of our talent?4. Did I grow our leadership capability? 5. Did I grow pride in our talent?