Effective Leadership

April 2023

Here is a preview of the topics being covered in the Leadership Development Program:

March 2023

As you are aware, we launched the Leadership Development Program on November 14 and 15, at which time the first two cohorts of learners kicked off the program! Unfortunately, our Learning Design and Delivery Specialist then left CGS to pursue another opportunity, and as a result the Leadership Development Program was put on hold. We are happy to announce that we have hired a replacement and so are preparing to resume the program.

Stay tuned for more information!

November 2022

We are proud to advise that the Leadership Development Program has been launched! On November 14 and 15, the first two cohorts of learners kicked off the program! This program addresses one of the five deliverables under the Effective Leadership Pillar of the HCMP.

The first cohort of learners includes employees who are currently in people leadership roles, meaning employees who have direct reports, or have a dotted-line relationship to employees.

In Q1 2023, the program will open up to process leaders and aspiring leaders.

The robust curriculum is based on the survey that was launched in April/May 2022, and was reinforced through interviews with employees and leaders.

This is a project that will be designed BY EMPLOYEES, FOR EMPLOYEES. Do you have some ideas around what a robust leadership program should include? If so, we want to hear from you.

Email us at hcmpproject@greatersudbury.ca.

March 2023

Developing a framework around making professional development and evaluation conversations meaningful, is the focus of this deliverable, and the pilot tool does just that!

There is a tool that has been created for non-union and inside unit staff (excluding bus operators) whose teams are piloting the tool. There has also been a tool created for outside unit staff and bus operators whose teams are piloting the tool.

What's new with the tools?

Both of these tools have a greater focus on employee development and provide a greater opportunity for the employee to grow their own careers, if that is their ambition. It also provides employees with greater opportunity to consider their own performance and lays the foundation for a good conversation between an employee and supervisor.

The tool used for non-union and inside unit staff (excluding bus operators) includes our revised competency library, that is more reflective of today's workplace. What's really exciting is the focus on critical competencies that the new tool brings to surface. It empowers seniors leaders in the organization to identify what the critical competencies needed to achieve success are, and then support their staff in rounding off their skills related to those competencies.

Take a look at the revised competency library by checking out this link - Revised Competency Framework.

To take a look at the pilot tools, please email hcmpproject@greatersudbury.ca.

January 2023

Developing a framework around making professional development and evaluation conversations meaningful, is the focus of this deliverable.

Some of the features that this could include are:

• Revised tool
• 4 to 5 competencies (with one or two key competencies all must have that is imposed by ELT based on high level org needs)
• Supervisor's choice for the remainder of the competencies, driven by upcoming work
• Clear lines to the Executive Leadership Team's goals and how your work contributes to the organizational goals

This is a project that will be designed BY EMPLOYEES, FOR EMPLOYEES. Do you have some ideas around what this deliverable focuses on? If so, we want to hear from you. Email us at hcmpproject@greatersudbury.ca.

Ensuring that CGS has a framework in place that facilitates the early identification of positions that may be vacated, then triggering succession and backfilling activity, is the main focus of this deliverable.

Some of the features that this could include are:

• Process and report to supervisor and the next level of supervisor of potential vacancies due to factors like internal opportunities or potential retirees
• Process for candidate pool, starting from the immediate backfill of the vacated position, all the way to the final backfill replacement

This is a project that will be designed BY EMPLOYEES, FOR EMPLOYEES. Do you have some ideas around what this deliverable focuses on? If so, we want to hear from you. Email us at hcmpproject@greatersudbury.ca.

Providing a workplace that is responsive based on the learning needs our employees is the primary focus of this deliverable.

Some of the features that this could include are:

• Through a consistent evaluation process, identify the learning needs of employees
• Responsive and changing roster of learning opportunities
• Content is delivered by an internal staff member of CGS who is familiar with and understands CGS culture

This is a project that will be designed BY EMPLOYEES, FOR EMPLOYEES. Do you have some ideas around what this deliverable focuses on? If so, we want to hear from you. Email us at hcmpproject@greatersudbury.ca.

The primary focus of this deliverable is to provide access to self-paced learning opportunities, for all employees, that will employer them to capitalize on their skills. It will also allow supervisors to assist their employees' development by providing learning opportunities for specific skills that will bolster their abilities...all while within a self-paced learning environment.

Some of the features that this could include are:

• Specifically curated learning modules purchased and posted to LMS (Learning Management System)

This is a project that will be designed BY EMPLOYEES, FOR EMPLOYEES. Do you have some ideas around what this deliverable focuses on? If so, we want to hear from you. Email us at hcmpproject@greatersudbury.ca.