Smart Practices

During a learning event held in December 2000 at the former Canadian Centre for Management Development (now the Canada School of Public Service), best practices were identified by MTP organizational coordinators. They are the following:

• bank of assignments, assignments that last 6 months
• bank of assignment managers
• central fund versus non-central fund (easier with a central-fund)
• senior manager's support (Deputy Minister expects Senior managers to offer assignments)
• distribute information on demographic study to increase the interest
• management trainees are corporate resources and home manager is identified only at the end of the program
• management trainees are sponsored by work areas
• managers and management trainees define developmental assignments together
• offer an "orientation workshop" to new management trainees
• create an "assignment learning plan"
• managers and management trainees debrief assignment together
• assignments with MTP, CAP and AEXDP managers
• management trainees are matched with AEXDP and CAP managers for coaching/mentoring experiences
• management trainees, CAP and AEXDP participate in APEX conferences together
• buddy system between management trainees; new management trainees matched to other management trainees to facilitate integration.
• list of regional management trainees given to management trainees going on regional assignments.

Other best practices were sent through the years by:

• Canada Customs and Revenue Agency
• Canada Economic Development
• Canadian Heritage
• Correctional Services Canada
• Human Resource Development Canada

These practices may not be in application at the moment but remain a useful reference.

Canada Customs and Revenue Agency

Description of «Smart Practices»

a) There is a management trainee program advisory committee in place within the agency. The committee members provide guidance to the Program as well as participate as interview board members in the selection of new recruits.

b) After approximately 6 months of participation in the program, the management trainees are encourage to identify a mentor. 

c) Management Trainees who have recently completed language training are assigned to areas where their newly acquired language skills can be reinforced. 

d) An internal document which clearly outlines Canada Customs and Revenue Agency's expectations of the MTP has been prepared for participants. 

What are the benefits derived from these practices for your organization, for the management trainees in your organization or for yourself ?

a) This provides the program with ongoing corporate assistance in the administration and direction of the program. The management trainees are hired as corporate resources using a central funding approach. This allows the agency to fulfill national staffing needs as well as provide trainees with a host of diverse experiences within the agency. 

b) This arrangement provides the management trainees with an experienced personal advisor who is dedicated to helping the Management Trainee make sound assignment decisions that will assist them in achieving their career goals. 

c) This arrangement has ensured that the newly acquired skills are maintained. 

d) This document provided to participants specifies the obligations of the candidates as management trainees in CCRA.

Canada Economic Development

Description of «Smart Practice»

The executive committee approved that the last assignment of each management trainee be performed in a vacant position to facilitate their appointment at the end of the program.

What are the benefits derived from this practice for your organization, for the management trainees in your organization or for yourself ? 

This practice allowed for each management trainee to be appointed at the end of the program.

Canadian Heritage

Description of «Smart Practices»

a) A central fund was established for the management trainee program to pay for trainees' salary during the program. 

b) The management trainees meet with the deputy minister and the assistant deputy ministers once a year. 

c) The position in which the management trainee will be appointed to is determined one year prior to his/her possible appointment, and the last assignment is done in that position. 

d) Ensure that new management trainees are paired with management trainees already in the program when entering the program. 

What are the benefits derived from these practices for your organization, for the management trainees in your organization or for yourself ?

a) With the central fund, managers do not have to take money from their own budget to train a trainee. It is easier to find assignments with this central fund. 

b) This practice allows management trainees to feel like they are part of the organization. They feel like they are welcomed within the Department, since senior management inform them of the mandate, provide them information on the Minister, and answer their questions. 

c) This practice enlivens uncertainty for the trainees in regards to their future. During the last year of the assignment, the management trainees can familiarize with the position in which they will be appointed to. 

d) This mentor system is very useful for the new trainees and allows them to identify themselves to the department and establish a network.

Correctionnal Services Canada

Description of «Smart Practice»

There is a management trainee program advisory committee in place within the Department.

What are the benefits derived from this practice for your organization, for the management trainees in your organization or for yourself ?

A framework was developed to ensure management structure for the effective and efficient coordination and administration of the  management trainee program at CSC, and obtain senior management commitment and participation.

Human Resources Development Canada

Description of «Smart Practices»

a) The office of the MTP national coordinator distributes information material (bulletins, memos, etc) of interest to management trainees and organizes an annual seminar for departmental trainees.

b) Implementation of a departmental management development committee made of senior managers, from regions and different programs, as well as representative of MTP and CAP. Its mandate is mainly to provide strategic direction in management development within La Relève and other initiatives designed to support people. 

c) Centralized funding has been implemented to administer management development programs on a national scale. 

d) Reception intended to the management trainees where they were invited to meet the deputy minister as well as the assistant deputy ministers. 

e) A conference on management development programs was held.

f) The national MTP coordinator developed an assessment tool for MTP adapted to the department's need. 

What are the benefits derived from these practices for your organization, for the management trainees in your organization or for yourself ?

a) The information material distributed allows the trainees to be kept informed of policies and/or events they are not aware of while working away from NHQ. The annual seminar was considered a success and offered presentations from senior HRDC managers and a chance to network with them, as well as with fellow MTP trainees.

b) Decisions taken and the management of the management development programs are according to the departmental needs and in line with the mandate. The presence of MTP participants is ensured on this committee. 

c) This centralized funding allows for better mobility for the trainees. 

d) During the reception, management trainees had the chance to get to know each other, exchange and establish networking. 

e) The conference on management development programs allowed participants to share information and reinforced their networking. 

f) Management trainees and managers are presented with the assessment tool at the beginning of the program. The tool identifies the competencies acquired by trainees, as well as skills to be developed.