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Executive Talent Management Roles and Responsibilities

What are the roles and responsibilities in the executive talent management process?

Talent management for executives is a shared responsibility.

Deputy heads

Deputy heads are accountable and responsible for all aspects of people management within their organization, including executive talent management.

Deputy heads lead the organizational executive talent management process. They must select a delegate to be the departmental liaison with OCHRO and be responsible for the process within the organization for their executive cadre.

The deputy head and/or delegate will be able to access, view, and analyze talent data by creating standardized or custom (ad hoc) data reports.

The deputy head and/or delegate is responsible for collecting and submitting ADM (EX-04 and EX-05) questionnaires and EX-03 questionnaires to OCHRO. They have the option to collect and submit the EX-01 and EX-02 questionnaires to OCHRO, given it is voluntary for this group and level. If a deputy head collects data on his or her entire executive cadre (EX-01 to EX-05), he or she can compare their organizational results against public service–wide talent data trends and contribute to the public service–wide executive talent management initiative.

Delegates

At the beginning of every executive talent management cycle, a deputy head nominates a representative to act on his or her behalf regarding the executive talent management exercise.

This delegate is responsible for being the main contact for OCHRO on all executive talent management initiatives. He or she is also responsible for planning, organizing, and coordinating executive talent management activities within the organization; liaising with OCHRO; updating, creating, and transferring executive accounts within the ETMS; and ensuring that timelines are respected.

Executives

Executives are responsible for playing an active role in the management of their own careers and for ensuring that they have the necessary skills to be strong and effective leaders in the public service.

They are also responsible for completing the necessary information required within the ETMS, for the purposes of executive talent management, both organizationally and public service–wide.

Executives will complete the employee section of the ETMS . In partnership with their manager, they will participate in an executive talent management dialogue to discuss their individual career aspirations, competencies, and their willingness and readiness for change. Like the manager, the executive’s role is to actively listen to the manager’s feedback regarding his or her individual needs and on how this feedback can connect to organizational business needs. Just as executives are responsible for managing their own talent needs and career, they are also expected to complete their agreed upon learning and development strategies.

Managers of executives

Managers of executives are responsible for effectively managing the people within their branch or group.

Managers play a corporate role in which they must provide an assessment of their employees’ potential and readiness, as well as a talent map placement through the executive talent management exercise.

Following the completion of the questionnaire, managers are responsible for providing feedback to their executives on their Talent Map placement and developmental activities.

Managers should provide ongoing feedback and dialogue with their executives on their performance and potential. The manager’s role is to actively listen to the executive, and to provide honest feedback.

Managers also support deputy heads in identifying and developing the executive talent required to meet the current and future business needs of the organization.

Office of the Chief Human Resources Officer (OCHRO)

Although deputy heads are accountable for executive people management in their organizations, OCHRO is responsible for enabling them with tools, systems, processes, and guidance.

Through information gathered from the executive talent management exercise and other sources of data (as required), OCHRO analyzes public service–wide demographics, trends, gaps, and learning and development needs of ADM emerging talent and executives in general and makes recommendations to deputy heads and the Committee of Senior Officials.

The ADM of the Executive Policies and Talent Management (ADM EPTM) sector provides career counseling to ADMs and resourcing advice to deputy heads.

The Chief Human Resources Officer, along with the ADM EPTM, lead the Cluster Reviews by deputy heads.

OCHRO also publishes executive community profiles to provide organizations with statistically significant data.