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Succession planning and management guide


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Additional sources of information

Competencies

The profile of leadership competencies developed for the Public Service has recently been updated. The Profile includes four competencies common to all management levels and in all departments (management excellence, engagement, strategic thinking, values and ethics), as well as separate behaviours for each of the six levels of management.

The interdepartmental committee on competency based management assists in building and clarifying the application of competency-based management in the federal public service. You will also find a publication that highlights some best practices in departments.

The following functional communities have developed competency profiles: Financial Management, Information Management, Information Technology, Science and Technology, Service Delivery, Program Evaluation, Communications, Community of Federal Regulators, and Procurement, Materiel Management and Real Property. The following competency profiles for functional communities are available on the web:

Development/leadership programs

The Management Trainee Program (MTP) recruits high-potential individuals to the public service and develops them for key positions of responsibility. The Career Assignment Program (CAP) serves to accelerate the development of public service employees who demonstrate executive potential. As of April 2006, the alignment of MTP and CAP came into effect to reflect the continuum of leadership development.

In addition to these programs, the Accelerated Executive Development Program (AEXDP) serves to accelerate the development of public service executives.

A program to develop pools of talent is established in situations where there is a current or projected gap in specific skills or in occupational groups large enough to pose a threat to the achievement of organizational goals. Professional development and apprenticeship programs (PDAPs) usually involve a combination of formal training, coaching, and developmental assignments in order to recruit and retain talent in hard-to-find skills areas.

A number of departments and agencies have established leadership development programs aimed at enhancing their leadership capacity. These include Statistics Canada, National Research Council Canada, Health Canada, and National Defence.

Environmental scan; public service-wide

To better assist departments and agencies in identifying their short- and long term HR needs, the Canada Public Service Agency (CPSA) has released a public service wide environmental scan for 2004-05.

Executive community

The advisory committee on senior level retention and compensation (Seventh Report, December 2004) recommends that succession plans, coupled with current and forecast demographics, be reviewed to ensure that HR needs can be met in the executive ranks.

With respect to appointments to or within the EX Group, the new EX Qualification Standard has been approved. The Standard, which represents the minimum requirements for staffing an EX position.

Knowledge transfer and mentoring

The following references may be helpful.



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